Word: coeds
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Dates: during 1950-1959
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...some clues to the making of a missionary are to be found in his biography, published this week under the title Jungle Pilot (Harper; $3.75). The author is Russell T. Hitt, editor of the interdenominational Protestant magazine Eternity, but as Editor Hitt admits, the book was more than co-authored by Nate Saint himself, who kept a diary in which his personality comes through strong and clear...
...home starts, now a near record 1.300,000 a year. Overall construction is moving 12% ahead of last year, at an annual rate of $55 billion; builders expect it to rise to at least $57 billion in 1960. Says Chairman Melvin H. Baker of Buffalo's National Gypsum Co. (1958 sales: $163 million): "Seldom if ever has an industry looked forward to such bright prospects as does the construction industry. Despite all the talk of overcapacity, the U.S. today is actually greatly underequipped to meet the long-range challenges of more people, better living standards and new production techniques...
...England was agog over a real-life-setting of The Captain's Table. The captain: a tall, debonair Irishman named James D. Armstrong, master of the 28,000-ton Cunard liner Britannic, The plot: he had been royally sacked by Britain's staid, prosperous Cunard Steamship Co. just a few months before he was due to become master of the Queen Mary, and eventually commodore of the line...
Thomas Mellon Evans had a reputation as a tough boss-but hardly anyone realized quite how tough. When he took over Chicago's 104-year-old Crane Co., the nation's largest maker of valves, pipes and pipe fittings, last spring (TIME, May 11), employees braced for a shakeup. They were hardly prepared for what followed. Last week Crane announced the resignation of Norman F. Garrett, the fourth of its six vice presidents to go in three months. Five directors have resigned since Evans took over as board chairman, paring the board down to six men. Burly, rough...
Even wily Proxy Fighter Alfons Landa, executive committee chairman of Fairbanks Whitney Corp., who helped Evans gain his place on the Crane board, was taken aback by Evans' maneuvers, questioned whether he was housecleaning too fast and hard. But Evans, who built Pittsburgh's H. K. Porter Co. from a money-losing locomotive manufacturer to a twelve-division, $137 million industrial combine, would hear none of it. Shuffling between his Greenwich, Conn, home and several cities, he worked harder and more ruthlessly to increase profits for Crane and solidify his power. Evans shifted about Crane's operations...