Word: men
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Dates: during 1960-1969
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...painting which does not have recognizable figures or objects in it can have any relation to reality, feeling or soul. Admittedly, this quality of feeling is difficult to derive from the impersonal, sometimes almost machine-tooled canvases of Louis or Noland. It is certainly there, but hidden, just as men make it a point of honor not to cry and to keep a stiff upper lip. On the other hand, Helen Frankenthaler's art deals outspokenly with emotion. It bubbles forth with irresistible elation, and could have been used long before now to show that abstract painting can have...
...line, G.M.'s Buick Division not long ago outfitted torque wrenches with horns that sound off whenever workers fail to fasten nuts and bolts tightly enough. Quality control is becoming an increasingly big headache on Mondays and Fridays, when high absenteeism forces management to rely heavily on backup men...
...auto companies, which pay most of the bill for unemployment benefits (Ford's fund totals $80 million), fear that the idea would make production cut-lacks so costly as to be self-defeating. In effect, they complain, inverted seniority could force the industry indirectly to pay two men for one job. They also worry that the scheme might destroy incentive and strip plants of experienced workers...
Company limousines roll through the British countryside carrying executives' children from their boarding schools to holidays at home. France's nationalized coal companies provide their engineers with rent-free homes. Swedish business men hunt elk in company-owned forests. Officials of Rio de Janeiro's Mesbla department store enjoy free vacations at their company's summer resort. All these-and many more-are the fringe benefits that are taken for granted by executives abroad, and account for the fact that they can often live high on salaries that usually run much lower than those...
...than Meshulam Riklis. When the art of acquisition was new in the late 1950s and early 1960s, he was one of the canniest practitioners. In time, he parlayed nerve and some fancy forms of financing into control of a string of businesses in such diverse fields as retailing and men's wear, building products and theaters. Now that conglomerates are running into all sorts of head winds, Riklis' own interest seems to be veering from making mergers to simply managing his $2 billion annual sales complex...