Word: productive
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Dates: during 1950-1959
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Individual Responsibility. Kennedy argues that such critics misunderstand the policeman's role. And he is angrily suspicious that sometimes they do not even understand their own. Says he: "They say some young punk is 'the product of his environment.' Well, who isn't? They say 'He suffered a traumatic experience in his youth.' Well, most of us have. They say 'He's the victim of a broken home.' Well, there are lots of kids from broken homes who didn't become vengeful and take it out on someone else...
...Chairman, in respect to a coat . . . Mr. Goldfine has always been proud of his [vicuña] product. He makes a good product . . . The cost at his mill was in the vicinity of $69. The garment he made up at a local tailor. Now, Mr. Chairman, that was not an unusual activity . . . You are concerned, and I think correctly so, as to how such a friendship could affect the conduct of myself, an official, Assistant to the President, in his relations with men within the Government...
...touching bottom-that happened some weeks ago. The question now is how fast the recovery will spread. "Even the incomplete data for the second quarter add up unequivocally to more than a seasonal gain." Not only did defense outlays and public works shoot ahead, but housing, car sales and production of steel, lumber, apparel, aircraft, petroleum were all on the upgrade. The FRB index of production, which rose a point in May, will probably be up another point for June, said FORTUNE. "Together, these gains add up to an all-around recovery." FORTUNE'S predictions through 1959: the gross...
Despite the good intentions of the Ministry of Trade, the exhibit seemed to make little impression on the Japanese conscience. Said one gentleman of Japan to his wife at the exhibit last week: "When you see some high-priced foreign product, do not buy it but wait; after a few months a good Japanese imitation is bound to be on sale cheap...
Geneen rattled the structure of Raytheon so completely that the dust has just started to settle. He found "a $200 million operation with management enough to run only a $20 million company," a history of cases in which Raytheon developed and marketed a product only to lose out when hit by competition. To solve such problems, Geneen brought 32 executives into new management spots, reorganized the company into seven divisions, set a controller over each to exercise searching financial control...