Word: slow
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Dates: during 1970-1979
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Before the accident, the planemaker was looking good. It had more than $750 million in cash and, after its slow start, its ten-year, $1 billion investment in the DC-10 was about to pay off. The company needs 400 sales of the $40 million plane to cover costs and start making profits. It has already delivered 281, received firm orders for 49, and taken options-which buyers could still cancel-for 50. Last year the Douglas commercial-plane side, which McDonnell had acquired in 1967, lost $60.3 million, mainly because of unrecovered DC-10 costs. This was more than...
...glory decades have ended, at least temporarily. Government policies now work to discourage saving, retard investment and divert into immediate consumption the money that industry needs to spend on new factories, new equipment and new skills. Partly because of this, over the past ten years, annual productivity growth has slowed to about half the average 3% increase of the 1960s. This has been a major cause of slow economic expansion, the debilitated dollar and double-digit inflation...
...enactment of mandatory wage and price controls remains a remote possibility if inflation shows another alarming burst as the economy winds down. But, short of that, recession seems about the only option still open to the Administration to curb the nation's crippling consumption of oil and to slow the price surge...
...enriching the curriculum with women's studies is a slow and difficult process. Faculty members are only just beginning to think about women's issues in their disciplines, and if resources exist to help them investigate those problems, they often don't know about them, or don't have the financial backing to examine them. The Mellon Foundation this year gave Radcliffe $300,000 over three years, one-third earmarked for Harvard faculty to do research at the Schlesinger Library or Radcliffe's Data Resource Center. The research must contribute to a new course in women's studies...
...concern for GSAS administrators and individual departments. Besides the more general considerations affecting the quality of the nation's graduate education, GSAS students and Faculty also spent this year discussing internal administrative problems peculiar to Harvard. No group initiated substantial changes, because "change at the GSAS is like a slow-moving ship," says Edward L. Keenan '57, dean of the GSAS. But administrators and students have clearly maneuvered into positions from which to take action next year...