"Ohio and Pennsylvania Rail-Road," (to connect Pittsburg with the great west.) : report to the president and directors of the Ohio and Pennsylvania Rail-Road Company /

Mode of access: Internet.

Annual report.

Beginning with report for 18 includes the reports of leased and purchased companies, e. g.: Dayton and Michigan, Cincinnati, Richmond and Chicago and Cincinnati, Hamilton and Indianapolis railroad companies.

Communication to Hon. George B. McClellan Mayor and Hon. Alexander E. Orr President Rapid Transit Board /

Cover title.

Annual report.

Beginning with report for 18 includes the reports of leased and purchased companies, e.g.: Dayton and Michigan, Cincinnati, Richmond and Chicago and Cincinnati, Hamilton and Indianapolis railroad companies.

Letter of the Postmaster General to Hon. George W. Hopkins, in answer to a publication made by the Joint Board of Directors of the Delaware and Raritan Canal and Camden and Amboy Railroad and Transportation Companies.

Signed: C. Johnson, Postmaster General.

Chicago, Burlington & Quincy railroad company. Documentary history; articles of incorporation, leases, mortgages, decrees, consolidations, deeds; trackage and depot contracts, and history of affiliated companies ...

v.1. Lines east of the Mississippi River.--v.2. Lines in Iowa and Missouri.--v.3. Lines west of the Missouri River.

Annual Statements of the Railroad and Canal Companies Together with Report of the State Director of the United New Jersey Railroad and Canal Company

Mode of access: Internet.

Annual statements of the railroad and canal companies of the state of New Jersey.

Vols. for 1867-1915 include report of the state director of the United New Jersey Railroad and Canal Company issued through 1878 under its earlier names: 1867-71, Delaware and Raritan Canal and Camden and Amboy Railroad and Transportation Companies (which continues the reports of the State Directors); 1873-78, United Rail Road and Canal Company of New Jersey.

Bigg's General railway acts. A collection of the public general acts, for the regulation of railways: including the companies, lands and railways clauses consolidation acts, complete. 1830-98.

Mode of access: Internet.

Correspondence between the Chesapeake and Ohio Canal Company, and the Baltimore and Ohio Rail Road Company. : In relation to the disputes between those companies concerning the right of way for their respective works along the Potomac River.

Thomson, T.R. Railroads,

Railroad statistics, comparative operating statistics of 53 of the principal raliroads in the United States.

"These statistics are based upon information derived from the annual pamphlet reports of the sevral companies, supplemented, in certain cases, by the annual returns to the Interstate Commerce Commission."

Annual Report [Including Returns of Railway Companies]

Mode of access: Internet.

Address of the directors of the Camden and Amboy Rail Road and Delaware and Raritan Canal companies to the people of New Jersey.

Original has call no. : ARCHIVES/O/J900/M2/no. 54

The adjustment of leadership styles in intercultural workplace – some evidences from the multinational construction companies in Hong Kong

This study investigates the existence of intercultural adjustment in the multicultural construction workplaces by examining the leadership orientations (task-/people-orientation), communication and conflict resolution skills (high/low-context culture), and power relationship styles (high/low power distance) of local Chinese and the British expatriate project managers in the multinational construction companies in Hong Kong. A sample of project managers (N = 40) and their subordinates (N = 61) were surveyed using the structured questionnaires. Statistical techniques (independent-samples t-test, and Pearson correlation analysis) were employed to evaluate the data. The results revealed a number of interesting findings. First, it was found that both project manager groups equally considered the importance of task performance and interpersonal relationship. The results of correlations analysis provide support for the linkages of the length of working abroad with the change in task/people orientation for Chinese and expatriate managers. The analysis revealed that those Chinese managers who have the longest length of time living or working in Western countries tended to measure higher on task-orientation. Similarly, those British expatriate managers who have the longest period of working in Hong Kong tended to be less task-orientated. Second, local Chinese managers were found to be more confrontational when they strongly disagree with their team members than their British expatriate counterparts. It would appear that stress from project deadline which increase the directness and terseness in communication acts, and retain the composure of project managers in dealing with the subordinates. Finally, our findings show that there is significant difference between local Chinese and British expatriate managers in their power relationship with subordinates. This implies that although the intercultural adjustment might influence perceptions of local and expatriate managers, some dominant deep-rooted cultural values and beliefs are still not easily altered. Conclusions are presented along with suggestions for future studies.