Word: developable
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Dates: during 1970-1970
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...team must overcome, however, its upcoming spring trip-an event which has become an annual disaster and which contributed heavily to last spring's disappointing record. Harvard tends to incur many injuries and develop low morale, after losing during the week to some of the nation's top lacrosse colleges...
...Regan, too, has been trying to develop in this spring's team the discipline which has been so absent in recent years. Recently, while the Crimson was doing its daily 100 jumping jacks someone got out of step on number 75, and Regan had everyone start all over again. "He's a great drilling instructor." back-up goalie Brian Landry said...
...Harlem tenement. Jebbie, "a fat Harlem rat," sits counting his money amidst a six-foot-high crib and ten-foot baby chair. It is quite possible that a metaphor of a man as a rat in the nursery of the universe was implied, but Horovitz did not choose to develop the play in that direction. Bobby is a hung-up Greenwich, Connecticut rat. Jebbie exclaims, "I gotta tell you kid, I'm hip to your problems (Greenwich and all that) because I get calls from two-hundred little madras-commuting-blond-Nazi-God-bless-America mice like you every week...
...informal office that serves as a "social circle" for employees, says Eric Larrabee, an administrator at the State University of New York at Buffalo, may look sloppy to outsiders but is usually quite efficient. Its employees, he reasons, develop a community spirit, learn one another's strengths and weaknesses, and "adopt a kind of rhythm" that enables them to produce work quickly with a minimum of fuss. This is not likely to be achieved in a business environment totally dominated by men. "Women," contends Larrabee, "are much more efficient in offices than...
...efficiency likely to develop best in big, rich corporations. The giant company tends to become a political structure in which executives invest considerable time campaigning for higher office and protecting their flanks by rigidly following fixed procedures. Many an executive, for example, is required to hand over all buying decisions to a purchasing department that will bury them in paper work, attend meetings at which he knows no one will say anything of any interest to him, and address memos to other managers on everything that he does. (The managers probably will not read them but must be given...