Word: commandism
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Dates: during 1960-1969
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...third-floor of fice of the Pentagon's E-Ring could not have assumed command at a more critical juncture. As Clark McAdams Clifford, 61, was sworn in last week as the nation's ninth Secretary of Defense, succeeding Robert S. McNamara, the U.S. once again stood at a crossroads in Viet Nam-perhaps the most important one. And it is Clifford who, from the massive desk once owned by General of the Armies John ("Black Jack") Pershing, will play a major and possibly decisive role in determining which path the U.S. takes...
...MANNED BOMBERS. McNamara had no use for them, felt strategic missiles were less vulnerable and more efficient. Clifford has said that "my inclination, which is a visceral one, is to say categorically yes" to developing a new bomber. The fact that the Strategic Air Command has now canceled B-52 airborne alert flights-simulated runs on Communist targets, with nuclear bombs aboard-in the wake of the Greenland crash in which four hydrogen bombs were lost, could, however, bring the usefulness of a new manned bomber into question...
...such flamboyance, but they can only marvel at his accomplishments. In 21 years as president of Georgia's Citizens & Southern National Bank, he has certified himself not only as a leading innovator in U.S. banking, but also as Atlanta's most colorful civic leader. Under his command, Citizens & Southern has grown into the biggest bank (assets: $1.3 billion) in the Deep South, and Lane restlessly continues to expand its operations both inside Georgia and out. This week, for example, he plans to fly to the Caribbean for the formal opening of the new Jamaica Citizens Bank, 49% owned...
Carlson received both a masters in Public Administration and a Ph.D. in economics from Harvard in 1963 after serving two years as a jet fighter pilot with the Air Defense Command. He taught economics at the Air Force Academy in Colorado for six years. In 1965, he held a one-year appointment as Assistant for Special Studies with the Secretary of the Air Force...
...meet the rising costs of labor is certainly easier than raising taxes. In private industry, management and its power are readily identifiable. But this is more complicated in representative government, where both power and management develop from the citizen but are distributed down a lengthy chain of delegated command. All too often, public unions argue their case before officials who lack the authority-or the will-to negotiate solutions. Public employees are also aware that, while their opponent across the negotiation table supposedly represents the public weal, his bargaining stance is frequently determined by political expedience-and the sheer desire...