Word: welched
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Dates: during 1990-1999
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...former S.L.O.C. and bid-team members who have admitted to the payments have had a harder time admitting to wrongdoing. Their attitude is, "Quid pro quo? Nah--we're humanitarians." Thomas Welch, the leader of the bid and organizing committees who resigned after pleading no contest to a spousal-abuse charge in 1997, told the Salt Lake Tribune he and other boosters did nothing wrong in their pursuit of Olympic glory. "Never, not once in all that time, seven years, did an I.O.C. member offer a vote for money," he insisted. "I never offered anything to get anyone to vote...
...schedule for the two-month period immediately preceding his stroke. He took trips from his home base in Tokyo to New Jersey, Washington, Chicago, San Francisco, Los Angeles, San Antonio, Dallas, Britain, Barcelona and Paris. During that time he met with Queen Elizabeth II, General Electric chief Jack Welch, future French President Jacques Chirac, Isaac Stern and many other politicians, bureaucrats and business associates. He attended two concerts and a movie; took four trips within Japan; appeared at eight receptions; played nine rounds of golf; was guest of honor at a wedding ceremony; and went to work as usual...
Wall Street's favorite boss today is the power tool who can shred humanity like an old memo to "create value." GE's Jack Welch, soon after becoming CEO, earned the label "Neutron Jack" for closing plants and laying off workers. He's a prince compared to "Chainsaw" Al Dunlap. A West Point graduate and former paratrooper, Dunlap struck like Sherman and crowed about it. At Lily Tulip he fired 50% of the corporate office; at Crown-Zellerbach, 20% of the work force; at Scott Paper, 11,000 employees. After firing 6,000 at Sunbeam, Chainsaw himself got axed...
...beginning of the 1980s, 45-year-old Jack Welch became CEO of another giant, General Electric. Farsighted, incisive--and controversial--he recognized the threat of competition from Japan and elsewhere and had the intellectual and emotional strength to deal with it. He set the tone for U.S. industry. GE became highly productive by undertaking a complex reorganization that simplified the company into one with dominant positions in its carefully chosen businesses. Welch then remade GE into a boundaryless organization that encouraged, and got, participation from employees at all levels. He extinguished turf wars and the not-invented-here syndrome that...
...John E Welch Jr. becomes CEO and begins to decentralize management. GE will buy nearly 350 businesses and sell more than...