The magnitude of Canadian foreign-owned industry is unique among the world's industrial nations. Foreign ownership has been a controversial issue in this country for more than a decade, but the debate has not stood out for its high level of analysis. In February 1967 the Canadian government appointed a Task Force to study the political and economic implications of foreign investment in Canada, which resulted in a report entitled Foreign Ownership and the structure of Canadian industry (or Watkins Report). The dominant aspect of the Report is that foreign direct investment can be viewed in the context of the multinational operations of corporations. ; La magnitud de la industria canadiense de propiedad extranjera es única entre las naciones industriales del mundo. La propiedad extranjera ha sido un tema controvertido en este país por más de una década, pero el debate no se ha destacado por su alto nivel de análisis. En febrero de 1967 el gobierno canadiense designó un Grupo de Trabajo que estudiara las implicaciones políticas y económicas de la inversión externa en Canadá, el que tuvo como resultado un informe titulado Propiedad Extranjera y Estructura de la Industria Canadiense (o Informe Watkins). El aspecto dominante del Informe es que la inversión directa extranjera puede ser vista en el contexto de las operaciones multinacionales de las corporaciones.
Plan de operaciones en el que se consignan las modalidades convenidas entre el SENA, en representación del gobierno de Colombia y la ACDI, en representación del gobierno de Canadá, modalidades concernientes a la meta del proyecto, método y calendario para lograrla, recursos necesarios y medio de gestionar y evaluar la realización del proyecto. ; Operational plan containing the agreed modalities between SENA, representing the Government of Colombia and CIDA, representing the Government of Canada, modalities concerning the project goal, method and timetable to achieve it, necessary and average resources to manage and evaluate the implementation of the project. ; Introducción -- Descripción del proyecto -- Logística -- Organización del proyecto -- Control del proyecto -- Calendarios y presupuestos -- Evaluación del proyecto -- Lista de anexos ; na
Knowingly or not, the Trudeau government's foreign policy reflects the continuity of Canadian-Latin American relations since 1867. Trade, investment, communications, education (through missionary efforts), and development have been for a long time objects of major interest in Canadian contact with Latin America. Canada's foreign policy in this region is open to review, and such review does not necessarily lead to expansion. Canada, with its global interests and cultural duality, is likely to focus its attention on a few Latin American nations rather than trying to build relationships with all of them. ; A sabiendas o no, la política exterior del gobierno de Trudeau refleja la continuidad de las relaciones canadiense-latinoamericanas desde 1867. El comercio, las inversiones, comunicaciones, la educación (por intermedio de los esfuerzos de los misioneros), y el desarrollo han sido por mucho tiempo objetos de mayor interés en el contacto canadiense con América Latina. La política exterior del Canadá en esta región es susceptible de revisión, y dicha revisión no conduce necesariamente a la expansión. Canadá, con sus intereses mundiales y su dualidad cultural, probablemente enfoque su atención en unas cuantas naciones latinoamericanas en vez de tratar de estrechar relaciones con todas ellas.
Based on a research project called "Science and technology policy instruments," sponsored by the International development and research center of Canada.
El tema central de este número de CHASQUI es "Democracia y Comunicación"". En esta sección de Controversia, el periodista argentino José Ricardo Eliaschev, de larga trayectoria en diversas publicaciones latinoamericanas, parte de la posición que el fenómeno de la innovación tecnológica es abrumadoramente positivo, democratiza de hecho los procesos sociales del conocimiento y que sus supuestos técnicos y culturales básicos deben ser aprehendidos con la mayor prisa por las naciones atrasadas. Considera que para ello, es necesario trabajar con las transnacionales, y no contra ellas. Por su parte, William H. Melody, profesor de Comunicación de la Universidad Simón Fraser, Canadá, en un tono mucho menos polémico y dejando a un lado importantes consideraciones, que habrían sido de gran interés para los lectores de CHASQUI, plantea que los cambios de los últimos años se han producido básicamente en las características comerciales de la información, por lo que es necesario buscar nuevos tipos de información, no explorados en el pasado por no ser lucrativos. En ambos ensayos el aspecto de la democratización de la Comunicación juega un papel importante, aunque los dos expertos abordan el tema desde diferentes puntos de vista."
The Eastern Airlines Collection, 1927-2008 (bulk 1965-2008), consists of news clippings, press releases, newsletters, annual reports, monthly reports, correspondence, memoranda, photographs, slides, an early scrapbook (or day book), artifacts (promotional items) and audiovisual materials. This collection mainly provides insight into publicity and outreach efforts at Eastern Airlines, but also its history, charitable work, and day-to-day operations. The materials were accumulated by Carolyn Lee Wills, who worked in the Public Relations Department of Eastern's Southern Regional Office from 1965 until 1987. ; Carolyn Lee Wills graduated from Georgia State University, where she studied journalism, history and speech. She also participated in many extra-curricular activities including Panhellenic Council, Delta Zeta Sorority, and yearbook. Before she began her work at Eastern Airlines, she traveled extensively throughout Europe, Asia, North and South America, Jamaica, the Bahamas, and Bermuda.; In 1965, Wills joined Eastern Airlines as a Representative of Women's Activities. In this role, she interpreted the company's program to women by working in the fields of fashion, radio, television, public relations, and promotions. In 1971, Wills became made Regional Manager of Public Relations. Eastern Airlines closed its Atlanta offices in November 1973, but found it difficult to cover their public relations needs in Atlanta from their headquarters in Miami. Four months after closing, Wills was re-hired by Eastern to manage the Southern Division covering Atlanta to Tokyo. While employed by Eastern Airlines, Wills served on many boards including American Women in Radio and Television, Georgia State University Alumni Association, and was a national representative of Delta Zeta Sorority. In 1966, she married attorney Charles H. Wills. The earliest incarnation of Eastern Airlines was Pitcairn Aviation, founded in 1927, which was the U.S. Postal Service contractor flying from New York to Atlanta. In 1930, the carrier was sold to North American Aviation owner Clement Keys and was renamed Eastern Air Transport. It soon added passenger routes and adopted the name Eastern Air Lines. Throughout the pre-World War II era, Eastern dominated passenger travel and air transport along the Atlantic coast, including the introduction of one-day service from New York to Miami in 1932. Famed pilot Eddie Rickenbacker bought the company in 1938 and was closely identified with it until his 1963 retirement. During the air travel boom of the 1950s and 1960s, Eastern Airlines grew into one of the ""Big Four"" United States carriers, enhancing its status as the lead air travel carrier on domestic east coast flights with the introduction of air shuttle service in 1961. Shuttle service was created as an alternative to bus routes and included hourly flights from Atlanta to Washington D.C., New York, and Boston. During this time, Eastern Airlines also expanded international service to Mexico, Bermuda, Puerto Rico, and Canada. Under the leadership of former astronaut Frank Borman (hired as an advisor in 1969, he became Chief Executive Officer in 1975), Eastern Airlines enjoyed continued successes in the industry until the enactment of the Airline Deregulation Act of 1978.; Beginning with Eastern's early U.S. Postal Service government contract, the company had relied upon the regulated and protective policies governing the airline industry. Without government protection, Eastern's profits began to make a downward turn that eventually culminated in the selling of the company to Texas Air International, headed by Frank Lorenzo. Following deregulation, Lorenzo was able to purchase multiple airlines including Continental, Frontier, New York Air, and Eastern. To cut costs in the midst of declining profits, Lorenzo asked Eastern's union employees to take massive pay cuts in wages and benefits. Union workers refused to accept Lorenzo's demands and opted to go on strike. By claiming bankruptcy in 1989, Lorenzo was able to hire non-union workers to fill the jobs of striking employees. Lorenzo took his demands a step further when he asked the machinists' union to take a pay cut, which resulted in another strike that dealt the final blow to any hope that Eastern Airlines would recover lost profits. In 1991, Eastern Airlines was permanently grounded. Eastern's main hubs in Atlanta and Miami were taken over by various competitors and its concourses in New York and Newark were demolished. ; Personally identifiable information has been redacted from this item.
