Word: profitably
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Dates: during 1970-1979
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Pudgy Supersalesman Edgar Gregory set out in 1971 to make a fortune. Flush with cash from the sale of his used-car agencies in Warrensburg and Joplin, Mo., the high school dropout bought a propane-gas dealership in Pensacola, Fla. Three years later he sold out for a net profit of over $1 million. He then bought five small banks in Alabama, and by 1975 was operating ten motels in that state and in Florida and Mississippi. By the end of last year, Gregory, 40, was boasting about a personal fortune of $11 million and corporate assets of close...
Generally, the income of a top executive rises and falls in line with his company's profits. Examples: Willard F. Rockwell Jr., chairman of Rockwell International Corp., got $636,000 last year, an increase of 27% on a 17% profit gain. Reginald H. Jones, chairman of General Electric Co., received $687,000, a boost of 11%, reflecting a 17% profit rise. Chiefs taking pay cuts included John J. Riccardo, chairman of Chrysler. With company profits down 61%, he received $427,000, a 38% reduction from the year before...
...committee is a non-profit organization seeking support from all segments of society, but has so far relied on major corporations for its "start-up money." Linda Bagby, a staff member of the committee, said last week...
Sounds like Tinker-to-Evers-to Chance? It gets even more complicated. The ACSR-CSSR-Treasurer's Office route is only needed for shareholder resolutions, for those investment issues which involve social and ethical questions. On purely financial issues, Harvard turns to the professional money managers to keep the profit margin steady. Once the treasurer managed the Harvard portfolio in his spare time. But as the size of Harvard's holdings grew, and as the University turned towards the more unpredictable forms of investment, like common stocks--instead of bonds, government securities and real estate--a full-time treasurer...
...academic goals of the University above all other considerations." Harvard does not select students on the basis of their ability to manage a $1.4 billion endowment. Harvard chooses students who values the academic goals of morality, truth, and beauty. By teaching students how such goals are more important than profit and power, Harvard guarantees that its students will never repeat the criminal greed of U.S. corporations now in South Africa. Partisan agitation on the part of undergraduates is secondary to the achievement of a deeper understanding of ethics, science, and esthetics. And it is probably premature. --Susan Esser...