Word: riche
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Dates: during 1980-1989
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...then wonders why minority and women students and faculty applications are down, and why there is such widespread discontent with the administration. Harvard is either too native to recognize or too boorish to acknowledge the blatant hypocrisy and fraud it is engaging in. Harvard is so powerful and rich that it raises serious questions of integrity when the University fails to act progressively--especially since the University need not worry about alumni support or public opinion as other schools must...
...George Bush was bashing and mischaracterizing liberal principles, he kidnapped the mainstream liberal positions of the Democratic Party--daycare, education, the environment and defense of the middle class. Bush said he wanted a "kindler, gentler" nation and he realized his more conservative side--which grants tax breaks to the rich and wages negative campaigns--couldn't bring that about...
...showed him answering questions from avariety of people and then summarizing hiscampaign argument that Bush stands only for thewealthy. He said his rival's call for a reductionin the capital gains tax would benefit the rich atthe expense of everyone else and said, "Look inthe mirror and ask yourself, 'Is George Bush onyour side?' I want to give every American a chanceto build a better life...
Whatever the venue, desserts ring up rich profits for purveyors. Because they are based on relatively inexpensive ingredients that can be prepared in advance, there is a higher profit percentage in desserts than in most appetizers or entrees. "Waiters also like to offer pastries because that raises the check and, therefore, the tip that is a percentage of the total," observes Dieter Schorner, the gifted pastry chef whose velvety chocolate cake and supple, sugar-glazed creme brulee have caused many a dieter's downfall at such restaurants as Le Cirque in Manhattan and Potomac in Washington...
...19th largest U.S. corporation (1987 revenues: $16 billion), can be taken over by the new breed of dealmakers, is any company safe? Is Du Pont doable? Can General Electric be hot-wired? Worse, must every chief executive view a healthy balance sheet as his worst enemy, a potentially rich source of leverage for a pushy buyer? Concludes James Scott, professor of finance at Columbia Business School: "There is no magic number anymore. There is no safety in size...