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1 Disconcerting Stares

Gary M. Lavergne University of North Texas Press PDF

chapter one

Disconcerting Stares

“I want to get to that killer while the blood is still wet and while the adrenalin is still flowing.”

—Bill Parker

Retired Dallas Police Department

I

B

ill Parker had just fallen asleep. He had been out to dinner that night and had even had a couple of drinks. The phone rang right after midnight. Many times he had gotten up in the middle of the night to rush off to a murder scene. But this time was different.

The dispatcher was excited and at times hard to understand.

He told Bill that as many as a dozen people could be dead in a restaurant on the corner of Midway and Interstate 635 in the north section of Dallas.

“I’ll call you right back,” Bill said, before hanging up. He thought the best thing to do was to splash water on his face, wake up, and give the caller time to pull himself together.

“I had never heard of Ianni’s,” Bill recalled years later. But he would learn much about Ianni’s Restaurant and Club. On the night of June 29, 1984, Bill would see the club for the first time—the site of the largest mass murder in the history of Dallas, Texas.

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Chapter 10: “Making ’em Believe in Ghosts”

Bill Neal University of North Texas Press PDF

10

CHAPTER

“Making ’em Believe in Ghosts”

The Beech Epting Murder Trial

A MONTH AND THREE DAYS AFTER the Fort Worth jury cleared John Beal Sneed for the killing of Colonel Albert Boyce, he was involved in another murder trial. But he was not the defendant in this one. His cohort, Beech Epting, was on trial for his role in the killing of Al Boyce, Jr.

Al Boyce was killed on September 14, 1912, in Amarillo, and a

Potter County grand jury had promptly indicted Beal Sneed and

Beech Epting, jointly, for murder.1 “Wild Bill” McLean once again was captain of the defense team, and he wasted no time in winning three major tactical victories during pretrial proceedings.

First, McLean argued for a change of venue to transfer the trial out of Potter County. With considerable water under his paddle, he argued that on account of the sensational nature of the killing as well as the massive publicity that followed, it would be impossible to get an “unpolluted” jury in Amarillo. There was another factor of which McLean was mindful: although a hung jury was a victory for the defense in the first Fort Worth murder trial, nevertheless, he and Beal Sneed were determined to win this trial—12 to 0 for the defense. In Amarillo, sentiment was bitter and split down the middle between Boyce partisans and Sneed partisans. Hence, it seemed most unlikely that any twelve Amarillo jurors could be found who would agree, unanimously, on any verdict.

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2.3 Authority and power

Low Sui Pheng Chartridge Books Oxford ePub

CHAPTER 2

Behavioural influence of ISO 9000

2.1 Introduction

The ISO 9000 standard is a quality management system which involves every employee within an organisation, both directly and indirectly. As a management system, it requires discipline within an organisation to ensure that procedures are followed closely by all employees. Unless everyone contributes with the right attitude, the system will not function properly. While documentation is the key to implementation, top management’s commitment, the generous provision of resources and a positive attitude towards ISO 9000 are important attributes which underpin quality management systems. Quality management systems do not function effectively without the support of senior management.

In reality, however, things are not always smooth going. It is human nature to resist change, even for the better. Apart from employees’ reluctance to follow a set of rigid procedures, they may also perceive it as pointless to document procedures for activities which they have been doing every day for many years. The failure of management in securing co-operation and co-ordination adds to difficulties in implementing quality systems. Furthermore, organisation politics is another reality which should not be ignored for managing quality systems effectively. While the technical requirements of ISO 9000 are important, studies have suggested that other non-technical, irrational and socio-political factors may have an equally adverse influence on quality management systems (Seymour and Low, 1990; Low, 1989, 1993).

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4 America

Gary M. Lavergne University of North Texas Press PDF

chapter four

America

“He believes that there is something extremely special about him.”

—Dr. Sheldon Zigelbaum

Psychiatrist for the Defense

I

T

he tragedy of September 11, 2001, the terrorist attacks upon

New York City and Washington, D.C., focused attention on how visitors of other nations come to the United States. Some of the resulting debate included observations that it was too easy for dangerous people to penetrate American borders. Since that tragedy, pundits and many citizens voiced concern over the failings of intelligence services like the Central Intelligence Agency (CIA) and the Federal Bureau of Investigation (FBI) to preemptively identify visitors, legal and illegal, capable of such a monstrous crime. Included in the discussion were hard, pointed questions about the inability of the Immigration and Naturalization Service (INS) to keep track of those already within our borders.

Yet the United States clings to its heritage of openness. To close our borders is to close off ourselves to international ideas and influences. To close our borders is to reject our heritage. To close our borders is itself anti-American.

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8.4 Implementing TQM using the ISO 9000 route

Low Sui Pheng Chartridge Books Oxford ePub

CHAPTER 8

Total Quality Management

8.1 Introduction

While quality management systems will help to promote good quality construction, it should be realised that the building industry is, however, frequently characterised by diverse professionals as well as a heavy dependence on foreign labour in some countries. This diversity and reliance can lead to cultural, social as well as professional stratification. Hence, to achieve quality construction, there is a need for all parties involved in the building process to cultivate a teamwork mindset. Unfortunately, such a mindset appears to be still lacking in today’s construction industry. It follows from such a situation that a more rational management approach for the construction process needs to be identified. The existing system of project implementation frequently leads to conflicts among the parties involved in the building process, hence rendering the system devoid of effective communication and teamwork. As construction projects become more varied and complex in nature, a fresh management paradigm seems imperative. In this context, a shift from the profession based scenario to a project-oriented team based scenario may be envisaged. The various disciplines should function within such a team culture, guided by policies, procedures and systems whilst focusing on the objectives and benefits identified for the project from the outset.

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