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The article focuses on Graduate School of Sales Management and Marketing (GSSMM) sessions organized by National Sales Executives Inc. (NSE) which uses actual case histories to demonstrate sales and marketing theory. It states that executive-students at the GSSMM session in Rutgers University suggested the marketing of Lily-Tulip Cup Corp.'s Mixrite cup at a similar price but different sales pitch. It adds that a business training in Harvard Business School serves as a pattern of GSSMM.

The article features the Harvard Business School (HBS). The school gives much importance to contact with industry, which it reportedly considers its lifeblood and laboratory. The HBS studies industry to see how people work, so that they may teach their students how to do things better. Most of their students, teachers and financial support come from industry and in return they reportedly produce highly trained men who know how to think and are able to take on executive responsibility.

The article presents information on a report "Making the Automatic Factory a Reality," by graduate students of Harvard Business School headed by professor John T. Diebold. The report studies the prospects of applying automation processes, like those used in oil refineries, to unit manufacturing. The report concludes that the application of automation in unit manufacturing is difficult, because machines are not flexible in handling a group of functions and some product designs are not feasible.

The article talks about the revision of the curriculum at Harvard Business School. Reasons for the overhaul include the determination to keep up with changing business conditions and an awareness of increasing competition. Under Dean George P. Baker, the business school will make some dramatic changes including exposure of students in the Master's degree to the changes in the business world and the retention of the case method of instruction.

The article is based on three speeches delivered in April and May 1949 by Donald K. David, dean at Harvard Graduate School of Business Administration. The events occurred at the Economic Club of Detroit, a joint meeting of a Chamber of Commerce, Harvard Club, and Harvard Business School Club, and at Washington & Lee University. Topics are the responsibility of business, the uncertainty of war, executive ability and leadership, the possibility of atomic warfare, and ideological conflict that is challenging democracy and capitalism.

The article presents the results of a survey of case studies concerning the influence of interest rates upon entrepreneurial decisions. To select the appropriate cases to be examined, the researchers separated each case by subject indexes and chose only the ones with indexes pertaining to interest rates. The author looks at how the data was appraised, and mentions several flaws relating to the compilation of the cases by Harvard Business School. He also suggests that surveying the teaching staff at Harvard Business School may provide some substance to back the case studies. Through these two surveys the researchers found that interest rates are not viewed as an important factor in decision making.

The article presents a lecture by L. J. Henderson, delivered in the course Business Policy I at Harvard Business School on November 14, 1933. Henderson talks about what happens when two or more people carry on a conversation. He says that people need an adequate conceptual scheme as well as an adequate method for conversing about anything in a logical manner. He states that there are two forms of reasoning and action, logical and nonlogical, and presents several examples of each. He also discusses the effects of protectionist tariffs and free trade.

The article presents a speech by Wallace B. Donham, Dean of the Harvard University Graduate School of Business Administration, delivered at the Wharton Alumni Institute, March 23, 1933. He addresses the current economic state with a call for action. He also mentions that important questions affecting the U.S. should be decided with primary reference to domestic problems, rather than by efforts at international agreements.

The article presents a speech by Melvin T. Copeland delivered at the first annual meeting of the Two Hundred Fifty Associates of the Havard Business School on December 6, 1930. He discusses problems in distribution in order to demonstrate that powerful economic forces are at work which are modifying existing marketing methods, including the growth of large-scale retailing in the form of department stores and chain stores, the development of comprehensive planning and control methods in marketing, and the increasing use of trademarks.

The article presents the principal address given by Owen D. Young, delivered on June 4, 1927, at the dedication of a new group of buildings comprising the George F. Baker Foundation of the Harvard University Graduate School of Business Administration. He discusses the changing face of business and the role of the Graduate School of Business Administration in the business world.

The article presents a speech given by Edwin F. Gay on June 4, 1927, at the dedication of several new buildings comprising the George F. Baker Foundation at the Harvard University Graduate School of Business Administration in Cambridge, Massachusetts. He discusses the founding of Harvard Business School and its importance in the world of business.

The article presents a speech by Wallace B. Donham delivered on June 4, 1927 at the dedication of several new buildings comprising the George F. Baker Foundation at the Harvard University Graduate School of Business Administration in Cambridge, Massachusetts. He discusses some emerging aspects of business such as a code of ethics and business research.

The article examines the purpose of awards and their application in the field of advertising. Several notable awards foundations are discussed, including the Nobel prize and Pulitzer prize. With the growing importance of advertising in business, the creation of the Advertising Awards of the Harvard Business School was proposed as a means to encourage integrity, truthfulness, and educated advertising, as well as the individual worker by affording public recognition to the worker who produces advertisements of merit. The educational value of the awards is discussed.

The article focuses on the international business program being offered by American universities to prepare the students to handle American overseas business. It is stated that Columbia University's Graduate School of Business will be providing degrees to 20 students of its first batch of international business administration. Harvard Business School also launched a similar program in international business and the business school of the University of Indiana is in the process of organizing one.

The article focuses on the challenges facing Lawrence E. Fouraker as dean of the Harvard Business School in Massachusetts. Fouraker is the successor of Dean George P. Baker. Fouraker is an experimental economist who has taught business and government relations in Harvard since 1961. It details the implications of the increasing popularity of the master of business administration (MBA) program of Harvard. INSET: B-school's link to businessmen.

The article reports on the business condition of KLH under its president Robert H. Elman. It states that Elman used the techniques he learned from Harvard Business School (B-school) to the way he runs KLH. It says that due to the fast growth of KLH, Elman cites that KLH needs a professional approach of business management such as clarification of employees' duties. It adds that Elman also pointed the need for more specific data to respond on KLH's lack of enough information for decision making.

The article features Paul Cherington, former James J. Hill Professor of Transportation with the Harvard Business School, who has taken up a new post as the Transportation Department's Assistant Secretary for Policy & International Affairs as of April 1969. It states that Cherington used to work at the Civil Aeronautics Board in the 1940s, and was United Research Incorporated's president at one point. He is currently focusing on both federal control of the aviation industry, and is calling for setting up an independent Maritime Administration. INSET: Pacific air-route expansion deflated.

The article reports on an internship program run by the Harvard Graduate School of Business Administration which revealed the lack of interest among undergraduates to enter corporations. Students are citing that a business career is far down on their list of goals and that they are not sure this is the way they want to be challenged. The purpose of the program was to give campus leaders a clearer image of business.

The article reports on the decision of Westinghouse Electric Corp. to send its supervisor William E. Collar to the Harvard Business School as part of a middle management training program in Boston, Massachusetts, in February 1954. It says that Collar had been a plant supervisor of the small motor plant of Westinghouse in Union City, Indiana. According to the author, Collar was called together with 49 other young executives to appear before Westinghouse's management training board. The professional background of Collar is also discussed.

The article focuses on two experiments designed to assess what modern executives can learn in school and the manner of teaching them. It says that a group of 85 Young Presidents Organization (YPO) members spent six days at Harvard's Business School attending an intensified, brief version of the Advanced Management Program of the school. Participating presidents says that the experiment, handled by professor Ralph M. Hower, was worthy of their time and effort.

The article offers information on the reports published by students at Harvard Business School on the trends and development in manufacturing industries in the U.S. It notes that the topics for of the 1953 batch of reports include researches on synthetic soil conditioners, the television and steel industries, and glass-reinforced plastics. Also discussed are reports on the automatic factory, use of computers in business management, and the formulation of scientific techniques in decision-making.

The article discusses research by Harvard University Business School's Division of Research which suggests that religion has something to do with the preferences by college graduates and some firms may need to change their manners of hiring enough employees. The study aimed at knowing the types of firms students from various religions prefer. The study also sought to learn the things that influence companies' interviewers whose recruiting patterns seem to favor a religion over others.

The article reports on the growing popularity of management development programs run by U.S. universities which have become a status symbol for corporations. Studies conducted by Michigan State University and Harvard Business school on the role of the university in executive education found that executives support such programs. An increase in the number of universities that offer executive training programs is also predicted.

The article reports on the establishment of the Ouchy Management Development Institute by the Swiss coffee and chocolate company known as Nestle Alimentana Co. The school for management training is located in Lausanne, Switzerland. The eight-month course of the institute was patterned after the middle management program of the Harvard Business School. More than 35 men between the ages of 28 and 38 from various countries are set to participate in the course.

The article focuses on the decision of the 36 American college presidents to obtain a 10-day Advanced Management Program at the Harvard's Business School in Boston, Massachusetts. It mentions that these students are considered new in performing their executive tasks on their respective colleges in the U.S. In addition, the said education program was supported financially by the Carnegie Foundation. Moreover, the program for the college presidents' wives, is also detailed.

The article focuses on the management policy course on the U.S. business methods offered at Catholic University in Lille, France. It says that textile executive Stephan Cambien, who earned his M.B.A. at Harvard Business School, started by giving a human relations course and, along with fellow Andre Segard, formed a study group of executives until becoming a business school. It states that the curriculum highlights case studies from Harvard B-School.

The article offers information concerning the growing number of management training courses for business executives in various colleges and universities in the U.S. It mentions that the increasing number of industrial businesses has contributed to the increase of the demand of such courses in the country. It also notes several universities offering such training courses which include Harvard Business School, University of Pennsylvania and Columbia University.

The article reports on the concerns expressed by department store owners in the U.S. concerning the impact of war prosperity on their operating costs in 1943. It mentions that their main problems include the right management of prices and the rising manpower costs. According to the study conducted by Harvard Business School, the cost percentage of retailers with regards to their sales was at the lowest level for 14 years since 1928. It also indicates the rise of dollar sales in 1942 by 12.4%.

Focuses on the students of Harvard Business School. Description of a discussion at the class of professor Carl Roland; Financial status of the students admitted to the business school; Teaching methodology at the school.

The article discusses the kind of education being provided by Harvard Business School and its advantages in training potential chief executive officers (CEO). According to dean Lawrence E. Fouraker, many Harvard students eventually become CEO because the school is oriented to the practicing manager, and it focuses more on teaching than on research. He adds that Harvard now pays more attention to the external difficulties often faced by current chief executives.

The article features Gardiner Symonds, chairman of the natural gas company Tennessee Gas Transmission Co. Symonds graduated from the Harvard Busines school. He was Tennessee Gas' first president in 1943 and directed the building of the first long-distance, high-pressure pipeline from the Gulf Coast to the Northeast. In 1951, Symonds started Tennessee Life Insurance Co. to write group life insurance for its own employees.

The article discusses the lecturers at the Harvard Business School 33rd National Business Conference. The author focuses on computer services company IBM Philippine division vice-president Ramon V. Del Rosario, electrical manufacturing firm Philips president Frits J. Philips, and French Minister of Finance Valery Giscard D'Estaing. Also commented on are IBM chairman Thomas J. Watson Jr., and Dr. Marcus Wallenberg Sr. chairman of 14 companies.

The article features Georges Frederic Doriot, founder and president of American Research and Development Corp. in Boston, Massachusetts. It notes that while managing the company, Doriot also works as a full-time professor at the Harvard Business School in Boston since the foundation of the company in 1946. It highlights his belief that investing money in small companies with unproven ideas could result in big profits. Also mentioned is the growth of Doriot's investment portfolio.

The article offers information on the 24th National Business Conference held at the Harvard Business School in June 1954, in which the speakers discussed ways to realize the full potential of the management team.

Several letters to the editor are presented in response to articles in previous issues including "The Harvard Business School" in the May 31, 1952 issue, one on the postwar sales of Ford in the June 21, 1952 issue, and another on the educational program of the Industrial College of the Armed Forces in the June 21, 1952 issue.

Several letters to the editor are presented in response to articles in previous issues including "The Customers Are Getting Older" in the May 3, 1952 issue, the story of Oklahoma's Grand River Dam Authority (GRDA) in the May 1952 issue, and an item about the initiatives of the Harvard Business School in Cambridge, Massachusetts.

Several letters to the editor are presented in response to articles in previous issues including one regarding the Harvard Business School in the May 31, 1952 issue, "For Tourists, the Red Carpet" in the May 24, 1952 issue, and one on the U.S. tax collection reorganization in the May 31, 1952 issue.

The article provides insights on cumulative voting based on the Harvard Business School book "Cumulative Voting for Directors," by Charles M. Williams. One example is the cumulative voting of the 650,000 shares of minority stakeholders at Curtis Publishing Co. in 1951. Williams claims cumulative voting originated in the U.S. The opposition of management men to cumulative voting is partly attributed to the possibility that selfish stockholders may use it as a weapon.

The article presents the highlights of the reunion of the 1921, 1926, 1931, 1936 and 1941 graduating classes of Harvard Business School in Massachusetts in June 1951.

The article focuses on the Advanced Management Program at Harvard's Graduate School of Business Administration which aims to train departmental specialists for bigger policy-making jobs. The program also broadens businessmen who have climbed about as far as they can in their own fields within a company. The impetus for the program and its components as well as the participation of managers and executives from nearly 300 companies in the 13-week course are also noted.