Word: succeeders
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Dates: during 1950-1959
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...might argue that the question of the isolation of science is too much for secondary education, and that only the college can handle it. Not many colleges are interested or capable, of course, but even those that try do not succeed very well. They have to contend with two sorts of prejudices built up in high schools--the idea that math and science are either much too difficult or much too boring for the ordinary, healthy student, or the other snobbery that regards any history course at all as an imposition on the time of the budding engineer. The best...
...program has had the benefit of some exceptional, versatile teachers, and that is obviously a large part of the battle in any educational program. But Augustus Pigman, one of the teachers who has helped to develop it, argues that only good, interested teachers are necessary to make the program succeed, and he hopes that other institutions will copy the Walden program...
...that must be beaten down in order to have one's say. In Cambridge, where so much of the recent appointments scandal was carried on in "executive session," from which visitors were barred, such a structure has been built up, at least in the minds of the citizenry. To succeed in running an effective school system, then, the school board must unite the community behind it, and in so doing it will absorb and affect the ideas of the citizens who feel that they have a significant role to play in the education of their own children. This is being...
Executive mouth is not limited to jobs with tension, says Dr. Lynch; even manual laborers with a strong drive to succeed may take their troubles out on their teeth. The executive-mouth victim might conceivably "be a ditchdigger who gets frustrated because he wants to dig better ditches, and somehow...
...James L. Palmer, 59, president of Chicago's Marshall Field & Co. since 1949, was named chief executive officer to succeed Hughston McBain, 56, who retired as chairman and chief executive after 15 years. Palmer has worked hand in hand with McBain in guiding Marshall Field through a postwar expansion period that saw the opening of three suburban stores, doubled total store space, pushed sales up some 35% (fiscal 1957: $219,011,532). A onetime professor of marketing at the University of Chicago, Palmer joined Field's in 1936, became president after he turned down an offer to become...