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Word: shaiken (lookup in dictionary) (lookup stats)
Dates: during 1990-1999
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Usage:

...president of Teamsters Joint Council 43 in Detroit. He parlayed that role into alliances with local Teamsters officials around the U.S., including some who were later purged during Carey's tenure because of corruption. And Hoffa's support "wasn't confined to the union's old guard," says Harley Shaiken, professor and labor-relations specialist at the University of California, Berkeley. It also reflected the Teamsters' unhappiness with its own place, slipping in the economy...

Author: /time Magazine | Title: A HOFFA RISES AGAIN | 10/20/1997 | See Source »

...much to worry about in the long run. When the dust clears, they will still own some of the most modern and flexible production plants in the world, not to mention much of the best automotive technology. "The Japanese carmakers have serious problems but also impressive strengths," says Harley Shaiken, a professor of technology at the University of California at San Diego. "They are still going to be major innovators. One of their strongest attributes has been the ability to rebound...

Author: /time Magazine | Title: Running On Empty | 1/11/1993 | See Source »

...years of today. During the 1950s, GM's gas-hogging V- 8s and exuberant tail-finned sedans reflected the confidence of a nation newly arrived at superpower status, with seemingly unlimited resources and skyrocketing productivity. "With GM, you were really talking about a bold vision of America," says Harley Shaiken, a professor of work and technology at the University of California at San Diego. Former chairman Charles ("Engine Charlie") Wilson immortalized GM's role when he told a congressional committee in 1952 that "what is good for the country is good for General Motors, and what is good for General...

Author: /time Magazine | Title: What Went Wrong? Everything at Once. | 11/9/1992 | See Source »

...other trend-setting muscle cars. When buyers flocked to small cars during oil crises in the 1970s, GM's failure to produce a winning model was ominous. "They had become so arrogant and efficient at defining trends that when a fundamental shift took place, they failed to adapt," says Shaiken. "They couldn't do anything radically different from what they had done before." The company's rush to downsize at the end of the decade led to the notoriously shabby quality of its X-car line...

Author: /time Magazine | Title: What Went Wrong? Everything at Once. | 11/9/1992 | See Source »

Stempel's defenders portray him as a scapegoat for errors that GM's now militant directors did nothing to stop. "He became captain after the Titanic had already hit the iceberg," Shaiken says. A strapping 6-ft. 4-in. former college football tackle with a booming voice but a gentle nature, Stempel took a conciliatory approach toward downsizing the work force. When a United Auto Workers strike shut down 14 of GM's factories in August and September, Stempel agreed to add 900 jobs at two Lordstown, Ohio, plants where workers had complained about being shorthanded. Earlier, Stempel had signed...

Author: /time Magazine | Title: What Went Wrong? Everything at Once. | 11/9/1992 | See Source »

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