Who Really Made the Decision to Drop the First Atomic Bomb on Hiroshima?: Was It President Harry S. Truman or His Advisors, the Chief Executive or His Team of Technical Experts?

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1990 ◽  
Vol 52 (1) ◽  
pp. 71-75
Author(s):  
Naoki SADAMORI ◽  
Mariko MINE ◽  
Makoto HORI ◽  
Naoko FUJIWARA ◽  
Osamu TAKAHARA ◽  
...  

Author(s):  
Matthew M. Briones

Following Japan's attack on Pearl Harbor in 1941, the U.S. government rounded up more than one hundred thousand Japanese Americans and sent them to internment camps. One of those internees was Charles Kikuchi. In thousands of diary pages, he documented his experiences in the camps, his resettlement in Chicago and drafting into the army on the eve of Hiroshima and Nagasaki, and his postwar life as a social worker in New York City. Kikuchi's diaries bear witness to a watershed era in American race relations, and expose both the promise and the hypocrisy of American democracy. This book follows Kikuchi's personal odyssey among fellow Japanese American intellectuals, immigrant activists, Chicago School social scientists, everyday people on Chicago's South Side, and psychologically scarred veterans in the hospitals of New York. The book chronicles a remarkable moment in America's history in which interracial alliances challenged the limits of the elusive democratic ideal, and in which the nation was forced to choose between civil liberty and the fearful politics of racial hysteria. It was an era of world war and the atomic bomb, desegregation in the military but Jim and Jap Crow elsewhere in America, and a hopeful progressivism that gave way to Cold War paranoia. The book looks at Kikuchi's life and diaries as a lens through which to observe the possibilities, failures, and key conversations in a dynamic multiracial America.


Author(s):  
Chris Van Melle Kamp ◽  
Karl Hofmeyr ◽  
Mandla Adonisi

In this study we draw on a series of in-depth interviews with chief executives of some of South Africa’s most prominent businesses, to investigate how their careers unfolded as they rose to the top of their organisations.Twenty-seven CEOs of South Africa’s top companies were interviewed. Eleven of these companies are listed among the top 50 South African companies.We trace the evolution of leadership, from its embryonic beginnings in childhood and adolescence, through the different stages of a developing career to the crucial transformation of an operational mindset into a strategic one.We examine the circumstances that led to these CEOs being appointed and describe the difficulties of transitioning from a senior management role into that of chief executive. We look at the competencies and experience necessary to be effective as the leader of an organisation, as well as the role played by motivation and self-belief. Finally, we identify the unique leadership challenges faced by chief executives in South Africa and pass on their advice to the country’s next generation of leaders.


Author(s):  
Anthony Moung Yin Chan ◽  
Paul Lo ◽  
Kong Ng

Our study covered the development and evolution of the management accounting system of a subsidiary company in a group. Our study was a longitudinal one starting from the incorporation of the company. We divided this period into five stages according to the major events happened, namely the formation of the company, the invoicing crisis, the conflict with parent company, the conflict with fellow subsidiaries, and the influence of the chief executive. In our analysis we applied the three dimensions of structure in the theory of structuration (i.e., signification, legitimation and domination). The structuration theory explained the emergence of certain phenomena and events that were not explained by traditional accounting theories. Many events in our study validated the core ideas of the structuration theory which composes of the concepts of structure, system and duality of structure. The phenomena suggested that structure was both the medium and outcome of the conduct it recursively organized. Other features of the theory, such as the dialectic of control and system contradiction, were also applicable


2013 ◽  
pp. 5-5
Author(s):  
Philip Wright
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2001 ◽  
Author(s):  
Vladimir Shamberg
Keyword(s):  

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