Search

The article presents information on legal developments in marketing relative to the regulation of monopolistic methods. The author cites the case of General Foods Corp. v. United States Federal Trade Commission, in which General Foods challenged the commission's finding that one of the company's acquisitions promoted unfair competition. Also noted is the case of United States v. Johns-Manville Corp., in which the U.S. issued an injunction against Johns-Manville for allegedly engaging in price-fixing activities.

IN MID-FEBRUARY 1949, WORKERS AT the Jeffrey Mine in Asbestos, Québec, voted to strike against the American-owned Johns-Manville Company. This work stoppage precipitated a provincial industry-wide strike that lasted for almost five months. The 1949 Asbestos strike has been incorporated into Québec's broader political historiography, and is generally regarded as a critical turning point in the history of labour and social relations in French-speaking Canada. Yet the environmental health aspects of the conflict in Asbestos remain largely unexamined. Showing how environmental health issues were a trigger for the strike and a sustained goal of the Asbestos workers seeking improvements in their conditions of work, this article demonstrates how central dust and disease were in the negotiations and arbitration hearings involving unionized workers and the company, both in 1949 and in the years that followed. It also accents the extent to which these environmental issues became health concerns that spread throughout the community. In looking at the Asbestos strike of 1949 through the lens of environmental concerns, fresh insight is gained about the nature of one of Canada's major labour conflicts, expanding our understanding of how health issues emerging in the workplace but extending well past it can affect the nature of everyday life and well being in a resource community. [ABSTRACT FROM AUTHOR]

An IT function—hamstrung with a patchwork of legacy systems, a fragmented functional structure, out-of-date technical skills, and a reactive mind-set—had little choice but to change its people before it could hope to deliver a platform of world-class systems and technology to support a global company's profitability and growth. The organizational transformation discarded functional silos for customer-focused centers of excellence and opened all positions to be staffed according to explicit new requirements for both “hard” and “soft” skills. Vigorous change management efforts included assimilation plans for new incumbents, outplacement support, and carefully timed communication. Leadership and team coaching helped set cultural/behavioral expectations and aided individual development, team building, and creation of a shared vision, strategy, and values. © 2008 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This paper explores the American bankruptcy system--especially the Chapter 11 code--which since 1978 has allowed insolvent companies the opportunity to restructure and reorganise with the benefit of court protection from creditors. Particular attention is focused on asbestos companies, such as Johns-Manville, which have been among the most consistent and controversial filers for bankruptcy under Chapter 11. The history of asbestos and Chapter 11 is explored, against the backdrop of the burgeoning asbestos "crisis", caused by increasing mortality and litigation. Some of the business and ethical issues involved are highlighted by examining in detail a recent bankruptcy (Federal Mogul/T&N in 2001) that has implications in both Britain and America. Chapter 11 bankruptcy is evaluated, particularly in the light of the trend towards similar mechanisms of insolvency in the UK, Europe and the rest of the world. It is concluded that, certainly as regards the experience with asbestos, Chapter 11 offers an inefficient and inequitable method of rehabilitating or rescuing failing businesses. [ABSTRACT FROM AUTHOR]

Presents news briefs on the glass industry as of April 2004. Features of the LM Glassfiber blades for rotors; Election of Richard E. Wright in the ASTM International Committee C14 on Glass and Glass Products; Features of the ThermoFlow strands for thermoplastic compounds developed by Johns Manville.

Discusses the issues regarding the bankruptcy petition filed by Manville Corporation, an asbestos producer and a major defendant in asbestos litigation in the U.S. Damages for environmental and occupational disease; Application of the automatic stay to codefendants when one defendant files a bankruptcy petition; Existence of sufficient cause for relief from automatic stay in toxic tort cases.

Employs the Manville case to examine whether and how the bankruptcy system may appropriately be used by a solvent company facing massive tort liability. Application of the Doctrine of Dismissal of Bad Faith Reorganization Petitions to the Manville case; Reason for leaving the estimation of individual claims to state courts and other federal courts; Implications of the reorganization petition filed in federal bankruptcy court by the Manville Corporation.

Can the Manville Corporation and International Harvester stave off bankruptcy? Both have low Z-scores in the bankruptcy predictor model, demonstrating danger for Manville, and little chance of survival in its present form for Harvester unless it receives government assistance. [ABSTRACT FROM AUTHOR]

The article examines the litigation involving the Johns-Manville Corp. and asbestos related diseases to depict the complexity of dealing with the growing problem of insidious injuries. A new legal field, "mass torts" has emerged to deal with liability stemming from public hazards, dangerous workplaces and injurious consumer products. Injuries are insidious when the links between their causes and manifest symptoms are obscure. Insidious injuries are associated with increased scale of social organization and with introduction of complex and dangerous new technologies. Some injuries like those stemming from exposure to asbestos dust are insidious. Asbestos related litigation combines several dimensions of insidiousness in a very large scale mass tort, as in litigation involving John-Manville. A particularly interesting feature of the Manville case is the unusual strategy the firm adopted to protect its assets from the millions of dollars. Corporations have both caused insidious injuries and impeded individual and collective efforts to cope with them.

Denver-based glass fibre products manufacturer Johns Manville introduced new chopped strand glass fibre products for bulk moulding compound (BMC) and high-performance polypropylene (PP) applications at the JEC 2014 show in Paris, France. Belgian counterpart 3B also used the show to unveil its latest short fibre reinforcement grade for high-temperature resins. [Copyright &y& Elsevier]

Details the financial analysis method adopted by Johns-Manville Corp. Factors that influence decision-making in the company; Functions of financial analysis; Problems associated with the development of financial analysis techniques.

The article offers management news briefs related to textile industry as of March, 2012. Mohsen Sohi is appointed as the new speaker of the management Board of the Germany-based Freudenberg & Co. KG. Timothy Swales, vice president of corporate research and development, has taken additional role of chief sustainability officer at the U.S.-based Johns Manville Corp. Jürgan Hanel is the new business development manager at Germany based A. Monforts Textil-maschinen Gmbh & Co.

Presents updates on the glass manufacturing sector as of June 2005. Research on marine sponge which is a part of how glass is biologically made, conducted by Daniel E. Morse, professor at the University of California at Santa Barbara; Report on Bosch's production of the first throttle device for gasoline engines made from glass fibre reinforced composite material; Decision of Johns Manville to expand its formaldehyde free fibre glass insulation capacity.