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...ceremony's a name for the rich horn/And custom for the spreading laurel tree," as W. B. Yeats put it in a wedding poem,* this June the horn is richer than ever, and the laurels are spreading so thick that it is getting harder and harder to make one's way to church. With 195,000 brides to be married this month, the booking problem is so acute in the nation's churches that the Lady Chapel in Manhattan's St. Patrick's Cathedral must be reserved nine months in advance; at the Little Church...
Because of the number of showers, the task of picking a wedding present is increasingly difficult. Used more widely and efficiently than ever before is the custom of the bride's giving a department store a list of acceptable gifts; wedding guests may then call the store, buy their gifts. Like many another bridegroom, Washington's Jonathan Roosevelt, 21, son of Kermit Roosevelt and great-grandson of T.R., gaped at the store-sized inventory of presents ("Look at all that stuff") before his marriage this week to Jae Barlow, 20, a descendant of Edgar Allan Poe. Latest count...
...their Dallas headquarters, six executives known as "associates" keep a close watch over assigned portions of the Murchison empire, deciding the right time to buy, to sell, or to exert more control. The associates do not get large salaries, but they benefit from a friendly Murchison-and Texan-custom: helping friends to get rich by letting them in on deals. "We want our boys to make money," says John. "If one of them makes a million, we've made 10 million. Naturally, they need very little encouragement...
...living their trip to Essex, the night at the Pops (1911 started the custom), their family field day, their parades to the ball game and at Commencement, the members of the Class recalled that a crowd of 1250 attended the affair. In 1961, the 25th Reunion class has brought a delegation of 2100 to Cambridge...
...biggest management mistakes result from the bad habits incidental to the technique that made U.S. industry great: mass production. Geared to building products that could always be fixed up with a spare part-or, at worst, replaced-management has found it hard to adjust to building custom products that must work perfectly the first time. Building a missile or a satellite, says Boeing's Ball, "is like building a television set that will operate four hours a day for 500 years without an adjustment.'' For such a job, asserts the Harvard Business School's Pro fessor...