Word: localize
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Dates: during 1950-1959
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SERVICE": NATIONAL CITY THROUGHOUT ASIA HAS, SINCE WORLD WAR II, REDUCED THE PROPORTION OF AMERICANS IN ITS SENIOR RANKS AND INCREASED THE PROPORTION OF LOCAL EMPLOYEES IN SENIOR POSITIONS. IN DOING SO IT HAS UNDERSTANDABLY SOUGHT TO RETAIN ITS IDENTITY AS "AN AMERICAN BANK SELLING AMERICAN SERVICE," AND HAS ADJUSTED ITS EMPLOYMENT POLICY TO THIS NECESSITY. BUT SO FAR AS I KNOW IT HAS NEVER HAD CAUSE TO FEEL THAT IT WAS "LOSING ITS IDENTITY AS AN AMERICAN BANK" IN HONG KONG OR ELSEWHERE...
...roamed the city's fabled restaurants, pored over cookbooks. For Dick's tenth birthday party he whipped out a succulent Lobster Newburg ("not exactly for a kid's stomach, but that's what he wanted"). Permanently intrigued, Dick thenceforth stirred while "The Skipper" mixed the local delicacies of Manila, Tsingtao or New Orleans. In Panama, on lazy Saturday afternoons, the gourmets caught and charcoal-grilled barracuda, red snapper or king mackerel together off Farallón Sucio...
...Angeles Times managed a wry smile in a cartoon that showed Paul Chabas' famed September Morn adapted to local conditions (see cut). But smog had stopped being a joke. City health officials banned use of Los Angeles' millions of backyard incinerators, except on weekend mornings. If the smog got worse, they planned to shut down all refineries, possibly halt the sale of gasoline, to stop air contamination. But scientists are not sure just how the air is contaminated. While greyed-out Los Angeles was doing battle, a Minneapolis meeting of smog fighters from all over the U.S. suggested...
...most sought-after labor-relations adviser in the U.S. today is Joe Scanlon, 56, onetime prizefighter, open-hearth tender, steel company cost accountant, union local president and now a lecturer in industrial relations at Massachusetts Institute of Technology. Wearing an open-neck sport shirt and studding his shop lingo with four-letter words, Joe Scanlon looks and sounds like anything but what he is: a fervent evangelist for the mutual interests of labor and management, who knows how to sell the idea to both sides. His selling device: the Scanlon Plan, designed to 1) cut the worker...
...there was an incentive. Scanlon was president of his Steelworkers' local when management told him that if the plant could not do better, it would be shut down. Scanlon took the company executives to the C.I.O. steel headquarters in Pittsburgh and there worked out a union-management productivity plan. It not only rescued the plant but put it on a profitable basis. For example, one suggestion by the union production committee cost $8,000 in new equipment but saved the plant $150,000 in one year. Impressed, Phil Murray's Steelworkers put Scanlon to work in the head...