Word: branches
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...contributing factor. In Britain, angry crowds of blacks gave vent to feelings of injustice. In West Germany, where thousands of youths rampaged in 16 cities, the instigators seemed to be experienced rabble-rousers in search of an arena for their violence. They found it in Frankfurt, where a branch of the right-wing National Democratic Party had scheduled a weekend meeting. Because the N.D.P. is regarded by many as a haven for neo-Nazis, its gatherings inevitably bring protests. After demonstrators held a peaceful rally, several hundred hooligans, mostly young, some wearing hoods and black leather jackets, began hurling bottles...
...wisdom of international sanctions than a host of private institutions acting individually. Pragmatically, only Washington has the power to impose effective sanctions on another nation (and even that is very difficult). Accordingly, those who believe in sanctions can best proceed by addressing their arguments to Congress and the Executive Branch...
...August that year, an NLRB hearing officer ruled that a new vote be taken. But NLRB Regional Director Robert W. Fuchs overruled that decision in November. Litigation over the legitimacy of the election continued throughout 1982 until the federal branch of the NLRB made the final ruling that the 1981 election was conducted fairly...
Bell's report concludes that Hutton's upper officers put excessive pressure on branch managers to boost their cash-management income and then failed to monitor how it was being done. One senior vice president gave underlings envelopes containing play money equal to how much extra profit he thought they could be bringing in. But in attempting to trace the blame for the check-kiting scheme as high as possible on the corporate ladder, Bell discovered a "peculiar management structure" at Hutton with fuzzy personal responsibilities. No one, for example, was willing to admit being the immediate boss of Morley...
...very top officers at Hutton, though, escaped any charges of wrongdoing in Bell's report. These include Fomon and former President George L. Ball, who is now head of Prudential-Bache. While the investigator deemed that Ball contributed to Hutton's "overdraft culture" because he "constantly exhorted" branch managers to boost their earnings, the president's job description made him responsible largely for sales performance rather than banking or legal questions. As for Fomon, Bell did not hold him accountable because the chief executive had hired qualified underlings and "was entitled to rely on the decisions, judgments and performance...