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Word: chairman (lookup in dictionary) (lookup stats)
Dates: during 1930-1939
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Usage:

Objections were finally stilled with the arrival of Edward Kaufman, chairman of the dance committee, and James Sullivan, the Councilman's oldest son, presented the wreath from the Independents and released the three canaries from the box on the band platform

Author: NO WRITER ATTRIBUTED | Title: Sullivan Trucks Desert and Canaries for Independents | 2/21/1939 | See Source »

Farnsworth -Nicholas. Philo Farnsworth will be a vice president and director of research of his company. Chairman of the board is Farnsworth's old backer, Banker McCargar. Backer Everson is treasurer, secretary and a director. To be president, Edward A. (for something he promised his wife not to tell) Nicholas resigned from...

Author: /time Magazine | Title: COMMUNICATIONS: Banker Backed | 2/20/1939 | See Source »

...hard-pressed enough to give a New Deal idea a try. Having lost $13,200,000 in the four previous years, the worried directors hired an ex-professor named James O. McKinsey to diagnose the case. Business Analyst McKinsey so impressed the directors that they soon made him chairman and absolute dictator of company policy (TIME...

Author: /time Magazine | Title: TRADE: Change of Policy | 2/20/1939 | See Source »

Indefatigable Chairman McKinsey, who had never before held a corporate job, was nothing if not drastic. He lopped off the losing wholesale business entirely, along with 1,600 employes. He reorganized the management of Chicago's Merchandise Mart, each of whose first 19 floors contains six acres of floor space, much of it vacant. He consolidated the manufacturing division's 24 mills, marked out a sweeping program for it. About all he did not alter appreciably was Marshall Field's retail division, which had lost money only once in 50 years...

Author: /time Magazine | Title: TRADE: Change of Policy | 2/20/1939 | See Source »

...Chairman McKinsey's success was magnificent but brief. In 1935 and 1936 Marshall Field was back in the black; in 1937 things went to pot all over again. For one thing, Professor McKinsey had anticipated a small cotton crop. When it turned out huge, the manufacturing division lost heavily on its large cotton orders. Even worse, Professor McKinsey never saw Depression II coming at all and the manufacturing division's top-heavy inventories perfectly exemplified U. S. business' 1937 sin. By year's end the manufacturing division had lost some $5,000,000, Marshall Field...

Author: /time Magazine | Title: TRADE: Change of Policy | 2/20/1939 | See Source »

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