Annual report of the general manager /

Description based on: 1959-1960.

Report of the general manager of railways.

1903 has appendix: Statement of revenue and expenditure and statistics of traffic of each station for the year ended 31st Decenber, 1903.

The unit general manager

DUE TO COPYRIGHT RESTRICTIONS ONLY AVAILABLE FOR CONSULTATION AT ASTON UNIVERSITY LIBRARY AND INFORMATION SERVICES WITH PRIOR ARRANGEMENT

Letter - Frederic Nicholls (Canadian General Electric) to W.B. Rankine, 17 December 1897

A letter from 2nd Vice President and General Manager of Canadian General Electric Company, Frederic Nicholls to W. B. Rankine regarding a bid for contract. The letter mentions that the bid for two alternating generators for the Canadian side of Niagara Falls was won by Westinghouse Eletric and Manufacturing Co. Nicholls also mentions that there will be other opportunites to win contracts as more machines are required. Nicholls also implies that Westinghouse may have bid under cost in an effort to secure the first of many contracts with the Canadian Niagara Power Company.

Translation and news making : a study of contemporary arabic television

Arabic satellite television has recently attracted tremendous attention in both the academic and professional worlds, with a special interest in Aljazeera as a curious phenomenon in the Arab region. Having made a household name for itself worldwide with the airing of the Bin Laden tapes, Aljazeera has set out to deliberately change the culture of Arabic journalism, as it has been repeatedly stated by its current General Manager Waddah Khanfar, and to shake up the Arab society by raising awareness to issues never discussed on television before and challenging long-established social and cultural values and norms while promoting, as it claims, Arab issues from a presumably Arab perspective. Working within the meta-frame of democracy, this Qatari-based network station has been received with mixed reactions ranging from complete support to utter rejection in both the west and the Arab world. This research examines the social semiotics of Arabic television and the socio-cultural impact of translation-mediated news in Arabic satellite television, with the aim to carry out a qualitative content analysis, informed by framing theory, critical linguistic analysis, social semiotics and translation theory, within a re-mediation framework which rests on the assumption that a medium “appropriates the techniques, forms and social significance of other media and attempts to rival or refashion them in the name of the real" (Bolter and Grusin, 2000: 66). This is a multilayered research into how translation operates at two different yet interwoven levels: translation proper, that is the rendition of discourse from one language into another at the text level, and translation as a broader process of interpretation of social behaviour that is driven by linguistic and cultural forms of another medium resulting in new social signs generated from source meaning reproduced as target meaning that is bound to be different in many respects. The research primarily focuses on the news media, news making and reporting at Arabic satellite television and looks at translation as a reframing process of news stories in terms of content and cultural values. This notion is based on the premise that by its very nature, news reporting is a framing process, which involves a reconstruction of reality into actualities in presenting the news and providing the context for it. In other words, the mediation of perceived reality through a media form, such as television, actually modifies the mind’s ordering and internal representation of the reality that is presented. The research examines the process of reframing through translation news already framed or actualized in another language and argues that in submitting framed news reports to the translation process several alterations take place, driven by the linguistic and cultural constraints and shaped by the context in which the content is presented. These alterations, which involve recontextualizations, may be intentional or unintentional, motivated or unmotivated. Generally, they are the product of lack of awareness of the dynamics and intricacies of turning a message from one language form into another. More specifically, they are the result of a synthesis process that consciously or subconsciously conforms to editorial policy and cultural interpretive frameworks. In either case, the original message is reproduced and the news is reframed. For the case study, this research examines news broadcasts by the now world-renowned Arabic satellite television station Aljazeera, and to a lesser extent the Lebanese Broadcasting Corporation (LBC) and Al- Arabiya where access is feasible, for comparison and crosschecking purposes. As a new phenomenon in the Arab world, Arabic satellite television, especially 24-hour news and current affairs, provides an interesting area worthy of study, not only for its immediate socio-cultural and professional and ethical implications for the Arabic media in particular, but also for news and current affairs production in the western media that rely on foreign language sources and translation mediation for international stories.

Teollisuuden ja yhteiskunnan palveluksessa : Arkkitehti Bertel Liljequist (1885 - 1954) tuotantolaitosten suunnittelijana maailmansotien välisenä aikana

My thesis concerns the plans drawn up by architect Bertel Liljequist (1885 1954) for an industrial corporation and a city in Finland during the interwar years. These were two quite different clients: the Kymi Company operating in Kuusankoski and the City of Helsinki. My study includes the micro-examination of the wider social issues involved. That the industrial community and factories in Kuusankoski be constructed correctly in a way supporting corporate strategy was of primary importance for the company s operations. Through the planning process for Helsinki s abattoirs, I show how a city dealt with the twin problems of hygiene and increasing demand for food resulting from a growth in population. I clarify how society and its economic, political and class structures affected the practice of architecture and its expression in the built environment. I analyse how the different backgrounds and starting points of the clients affected the construction projects under study and architect Bertel Liljequist s work. In studying Liljequist as an industrial designer, I have considered it vital to ascertain the client s intentions and objectives within the framework of the prevailing social situation. I examine the meanings the client wished the architecture to express and also to communicate to those working in the factory and the area as well as to the workers living on company land. The social outlook of the owners and management of Kymi Company implicitly affected the appearance of the factory. A brick fairface for the factories was a safe and natural material at the beginning of the 1920s when taking into consideration the events of the 1918 Civil War. To have built a White factory in the style of a defence building would have been provocative. Outside the factory gates, however, the company supported White architecture. The company used the factory buildings to manifest its power and the dwellings to bind the workers and make them loyal to the company. Architecture was thus one way in which the company manifested its position as the higher and undisputed authority. The role of the City of Helsinki within the planning process was for its officials to provide expert opinions but also to arrange study trips for the architect and the abattoir s general manager. The city also decided on the standard of the design. The city s responsibility for the health of its inhabitants and the requirements of modern meat production can be seen in the minimal architecture and clear functionality of the plant. The architecture left no doubt about the trustworthiness of the modern city. Translation: Michael Wynne-Ellis

Gestão em saúde, uma perspectiva ergológica: com quantos gestos se faz uma gestão

Baseado na convicção de que trabalhar é gerir fruto das pesquisas com a perspectiva da Ergologia , procura-se nesta tese pensar gestão como um conceito ampliado, algo que todos os humanos operam ao trabalhar, e não somente como uma função exclusiva de administradores, no sentido restrito do termo (referido apenas aos chefes, diretores, etc.). Tendo como campo empírico o Sistema Único de Saúde (SUS) e investigando-se as proposições de alguns dos principais autores sobre o tema da Gestão e Planejamento em Saúde, verificou-se que uma exaustiva busca vem sendo empreendida por diversos agentes do campo da Saúde e por pesquisadores para aproximarem-se, compreenderem e desenvolverem melhor as habilidades, os conhecimentos, as competências e os dispositivos que permitiriam uma gestão mais eficiente do SUS e, mais especificamente, no âmbito de uma Unidade de Saúde Pública no Brasil. Estiveram em análise as práticas de gestão desenvolvidas em um Centro Municipal de Saúde do estado do Rio de Janeiro (Brasil), no qual o autor da tese, além das atividades de pesquisa, exercia a função de diretor geral. A tese teve como objetivo principal analisar, do ponto de vista da atividade, a dimensão gestionária do trabalho na Unidade de Saúde citada, a fim de discutir a viabilidade naquele local e, possivelmente em outras Unidades de Saúde do exercício de uma ergogestão, isto é, uma gestão com base nos princípios propostos pela Ergologia quando o ponto de vista da atividade tem cidadania no meio de trabalho. O referencial teórico constituiu-se de algumas abordagens clínicas do trabalho (Ergonomia da Atividade, Psicopatologia do Trabalho, Psicodinâmica do Trabalho e Clínica da Atividade, esta última em menor proporção) com elementos das contribuições do educador brasileiro Paulo Freire, do psicanalista inglês Donald Winnicott e do biólogo chileno Humberto Maturana, todas colocadas em sinergia dialética sob a orientação da perspectiva ergológica. No curso da investigação foram utilizados métodos e técnicas pertinentes a este quadro e que objetivaram possibilitar a aproximação e o diálogo com os protagonistas da atividade na Unidade de Saúde em análise. Destacam-se as influências da pesquisa-intervenção e da pesquisa etnográfica, sendo o principal dispositivo técnico utilizado aquele denominado Encontros sobre o Trabalho. A pesquisa empreendida, conjuntamente com a experiência concreta de gerenciamento (como diretor geral), permitiu concluir que o esforço de implantação da modalidade que se denomina ergogestão, privilegiando o ponto de vista da atividade, pôde colaborar para promover transformações positivas no cotidiano da Unidade posta em análise. Contudo, sua aceitação por um maior número de atores e seu desenvolvimento dependem do atendimento de algumas necessidades, apontadas pelo coletivo de trabalho como entraves a superar. Os achados aqui presentes podem contribuir para a construção de um patrimônio de informações acerca da Unidade. A partir desse patrimônio outras experiências de gerenciamento podem vir a se desenvolver, obtendo-se assim, cada vez maior êxito na gestão do processo de trabalho e na melhoria das condições do atendimento oferecido aos usuários.

Upper Lakes Shipping Ltd. fonds 1955-1990, n.d. (non-inclusive)

In March 1931, Captain Bruce Angus was sent to Sarnia by Gordon C. Leitch, general manager of Toronto Elevators. He was sent to inspect the Sarnian to ensure it was still seaworthy. Leitch was a savvy business man, who had been active in the business community for a number of years. Leitch began his career with a partner in the lumber business. When that went under he moved into graineries and worked for the Winnipeg Wheat Pool for 12 years. After Winnipeg he moved to Toronto, which was closer to his home town of Ridgetown, Ontario. In Toronto Leitch became manager of the Toronto branch of the Canadian Wheat Pool. While managing the wheat pools in Toronto Leitch became aware of huge costs associated with shipping the grains from the praries into the Toronto area. He felt that there was no need for such costs and decided to do something to make them better and cheaper for the business. Originally the grain was loaded onto Lakers that would bring the grain from the praries to Lake Huron and Georgian Bay. It was stored there until needed by the Toronto graineries and then hauled across land by either truck or train. The land journey was the most expensive and the one which Leitch wanted to eliminate. This was a fine plan except for 2 obstacles that were quickly overcome. First of all the Welland canals were not large enough to accommodate the large carriers that were bringing in the grain. This was changing as the expansion and widening of the canals was already underway. The second issue was the lack of storage in Toronto for the grain. The grain elevators had been destroyed by fire in the late 1880s and never replaced. Leitch propsed his company built its own storage elevators along the water front to allow not only for easier access to the grain, and more timely production of products. The elevators would aslo create a reduction in shipping costs and an overall more competitoive price for the customers of the grainery. The company refused, so Leitch went elsewhere to friends and contacts within the grain industry. The elevators were built and Leitch quit his job with the Canadian Wheat Pool and became the general manager of the elevators. Although the elevators were built and ready for storage the next issue was filling them. None of the carriers wanted to do business with Leitch because the competition in Georgian Bay threatened to cancel their contracts if they did. Leitch saw no way around this, but to provide his own transportation. This is when he sent Captain Bruce Angus to scout out potential ships. The ship was purchased for $37,000 and after another $30,000 was spent to fix it up, it was ready for business. The need for transportation and the finding of a seaworthy ship, lead to the beginnings of the Northland Steamship Company. The Sarnian proved to not be enough for the business underway. Leitch decided another ship was necessary. He joined forces with James Norris the owner of the Norris Grain Company. He proposed they join forces to create a more economical means of transportating their products.

Port Weller Dry Docks collection, 1959-1967

Port Weller Dry Docks Limited was officially established on April 25, 1946, near Lock 1 of the Welland Canal. Charles A. Ansell was the company’s first President and General Manager. Initially, the company focused on repairing ships, but in June, 1951, built their first ship, the Scott Misener. In 1956, the Upper Lakes and St. Lawrence Transportation Co. purchased all of the shares of Port Weller Dry Docks Limited. In the mid-eighties, ULS (Upper Lakes Shipping) International (which owned the Port Weller dry docks), and Canada Steamship Lines, merged their operations. As a result, the Port Weller Dry Docks became a division of this newly formed company, known as Canadian Shipbuilding and Engineering Limited. In 2007, Seaway Marine & Industrial Inc. took over ownership of the Port Weller Dry Docks, but declared bankruptcy in July 2013.

Upper Lakes Shipping Ltd. Vessels Scrapbook, 1964-1967, no date

The origins of Upper Lakes Shipping can be traced back to 1931, when Gordon Leitch, the general manager of Toronto elevators, sent Captain Bruce Angus to scout for potential ships that could be used to transport grain. The ship Sarnian was purchased as a result. It soon became apparent that more ships would be needed by the business, and Leitch subsequently partnered with James Norris of the Norris Grain Company, in order to transport their products more economically. The Upper Lakes and St. Lawrence Transportation Company (which later become known as Upper Lakes Shipping), was incorporated in 1932. In 1956, the company bought Port Weller Dry docks. At this point, the company began constructing new vessels designed to meet specific freight and classification needs.

Arthur A. Schmon fonds

Arthur Albert Schmon was born in 1895 in Newark, New Jersey. During his studies at Barringer High School in Newark, he met Eleanore Celeste Reynolds who was to become his wife in August of 1919. Mr. Schmon studied English literature at Princeton and graduated with honours in 1917. That same year, Mr. Schmon joined the United States Army where he served under Colonel McCormick as an adjutant in field artillery in World War I. In 1919, he was discharged as a captain. Colonel McCormick (editor and publisher of the Chicago Tribune) offered Schmon a job in his Shelter Bay pulpwood operations. Mr. Schmon accepted the challenge of working at this lonely outpost on the lower St. Lawrence River. Schmon was promoted to Woodlands Manager in 1923. In 1930, he became the General Manager. This was expected to be a seasonal operation but the construction of the mill led to the building of a town (Baie Comeau) and its power development. All of this was accomplished under Schmon’s leadership. In 1933, he was elected the President and General Manager of the Ontario Paper Company. He later became the Chairman and Chief Executive Officer. Arthur Schmon made his home in St. Catharines where he played an active role in the community. Schmon was a member of the Founders’ Committee at Brock University and he was a primary force behind the establishment of a University in the Niagara Region. The Brock University Tower is named after him. He also served as Chairman of the St. Catharines Hospital Board of Governors for over 15 years, and was responsible for guiding the hospital through a 3 million dollar expansion program. He was a Governor of Ridley College and an Honorary Governor of McMaster University in Hamilton. Mr. Schmon died of lung cancer on March 18, 1964. He had been named as the St. Catharines’ citizen of the year just one week earlier. Mr. Schmon had 2 sons Robert McCormick Schmon, who was chairman of the Ontario Paper Co. Ltd., St. Catharines, Canada, and the Q.N.S. Paper Co., Baie-Comeau, Canada. He was also director of a Chicago Tribune Co. He died at the age of 61. Another son, Richard R. Schmon, was a second lieutenant in the 313th Field Artillery Battalion, 80th Infantry Division in World War II. He was listed as missing in action on November 5, 1944.

Meeting Minutes September 11, 1972

The meeting begins with an amendment to a banking by-law from February 1966. The amendment would allow Miss D.M. Harwood to sign cheques. The list of business is as follows: Valley Rouge Wines Limited Final Release, G & A Holdings Incorporated offer to purchase 40 Acres, F.L. Laundry Real Estate, Purchase of Shares of Bessy Barnes Barkley Gay, Date of Annual Meeting, Retirement of Miss Goffin, Salary of Vice-President and Managing Director, Term Insurance on Vice-President and General Manager, Appointment of Vice-President, Negotiation with Dr. Peller.

Case of Colonel Booker. The Court of Inquiry

A four sided pamphlet written by Alexander Somerville, and printed by Lawson & Co., Hamilton, Ont. The list of contents for the article reads: "Evidence Suppressed, Newspapers Silenced, Statement of Captain McGrath, General Manager of the Welland Railway, as to Colonel Booker's apparent mental aberration, on June 3rd, at 4 A.M. Squire Larne's statement. Other evidence."

Industria de calzado jovical una lección empresarial de perdurabilidad

Esta investigación acerca de lecciones empresariales de perdurabilidad se basa en el caso de Industria de Calzado Jovical, reconocida empresa del sector de la industria del cuero y calzado en Colombia. A lo largo del documento se tienen en cuenta tres momentos en la historia de esta compañía: Antes, durante y después de las crisis de los años 90 resultado de la difícil situación económica que vivía el país ocasionada por la contracción de la demanda. Esta investigación tiene como objetivo principal identificar las causas que llevaron a la crisis a Industria de Calzado Jovical y además aprender cómo esta organización logró alcanzar la ruta de la perdurabilidad después de sobrepasar esta crisis. Este trabajo, se desarrolló con la colaboración del Sr. Cesar Jaramillo Gerente General de Industria de Calzado Jovical, quien nos brindó su ayuda para el trabajo de campo permitiendo tener una mejor visión y entender el problema en su totalidad. Se plantea un proceso de observación y posterior análisis con el fin de entender cómo fue que la empresa entró en estado de crisis y también como logró mitigarlo, convirtiéndose en una empresa perdurable hasta la actualidad. Teniendo en cuenta las situaciones que condujeron a la empresa a la crisis y su comportamiento a nivel interno, externo y del mercado. Además se realiza un acercamiento a la gestión de sus líderes y las estrategias utilizadas por estos, basadas en testimonios y experiencias. Para efectos de este documento se propone seguir el lineamiento planteado por la Universidad del Rosario en el que se divide la gestión administrativa de una empresa en Dirección y Gerencia, los cuales serán los argumentos centrales de esta investigación con el fin de explicar los motivos del fracaso que están asociados a cada uno de los componentes esenciales de la gestión administrativa, y es en este punto donde se buscan las fallas para lograr visualizar las estrategias implantadas por la compañía Industria de Calzado Jovical para conseguir ese resurgir en la industria de calzado.

Potencial y plan exportador agua mineral BE

Agua Mineral BE Ltda es una empresa dedicada a la extracción, embotellado y comercialización de agua mineral colombiana, originada en las cordilleras de los Andes. Se caracteriza por ser de alta pureza y ser una bebida funcional, que trae beneficios adicionales a la salud por su composición de minerales, oligoelementos y electrolitos. Las condiciones de la empresa resultaron ser muy atractivas para desarrollar una investigación, por otro lado, el dueño y gerente general mostro gran interés en comenzar una investigación y análisis de la situación actual para medir su potencial exportador y posteriormente incursionar en mercados internacionales. Se recolecto toda la información posible de la empresa BE por medio de la encuesta y modelo de potencial exportador donde se evaluaron cada una de las aéreas y procesos dando un puntaje junto con el gerente para determinar en qué estado se encontraba la empresa, cuáles eran sus fortalezas y debilidades para establecer estrategias de mejora en las áreas que lo necesitaran. Los resultados ubicaron a Be como una empresa en condiciones de realizar exportaciones en el mediano plazo. Después de clasificar a BE como una empresa con potencial exportador se inició la inteligencia de mercados para encontrar el mercado objetivo con el que se deberían iniciar las primeras exportaciones y abrir mercado, realizando un proceso de internacionalización exitosa. La elección de este mercado se realizó por medio de la matriz de selección de mercados donde por medio de puntajes y categorías de comparación se fueron descartando países potenciales para así llegar a un solo país clave en donde BE podrá tener un buen posicionamiento y ventajas frente a otras marcas.