‘The contribution made by American capitalism to German war preparations can only be described as phenomenal. It was certainly crucial to German military capabilities... Not only was an influential sector of American business aware of the nature of Naziism, but for its own purposes aided Naziism wherever possible (and profitable) - with full knowledge that the probable outcome would be war involving Europe and the United States.’ Penetrating a cloak of falsehood, deception and duplicity, Professor Antony C. Sutton reveals one of the most remarkable but unreported facts of the Second World War: that key Wall Street banks and American businesses supported Hitler’s rise to power by financing and trading with Nazi Germany. Carefully tracing this closely guarded secret through original documents and eyewitness accounts, Sutton comes to the unsavoury conclusion that the catastrophic Second World War was extremely profitable for a select group of financial insiders. He presents a thoroughly documented account of the role played by J.P. Morgan, T.W. Lamont, the Rockefeller interests, General Electric Company, Standard Oil, National City Bank, Chase and Manhattan banks, Kuhn, Loeb and Company, General Motors, the Ford Motor Company, and scores of others in helping to prepare the bloodiest, most destructive war in history. This classic study, first published in 1976 - the third volume of a trilogy - is reproduced here in its original form. (The other volumes in the series study the 1917 Lenin-Trotsky Revolution in Russia and the 1933 election of Franklin D. Roosevelt in the United States.)
Franklin D. Roosevelt is frequently described as one of the greatest presidents in American history, remembered for his leadership during the Great Depression and Second World War. Antony Sutton challenges this received wisdom, presenting a controversial but convincing analysis. Based on an extensive study of original documents, he concludes that: FDR was an elitist who influenced public policy in order to benefit special interests, including his own; FDR and his Wall Street colleagues were ‘corporate socialists’, who believed in making society work for their own benefit; FDR believed in business but not free market economics. Sutton describes the genesis of ‘corporate socialism’ - acquiring monopolies by means of political influence - which he characterises as ‘making society work for the few’. He traces the historical links of the Delano and Roosevelt families to Wall Street, as well as FDR’s own political networks developed during his early career as a financial speculator and bond dealer. The New Deal almost destroyed free enterprise in America, but didn’t adversely affect FDR’s circle of old friends ensconced in select financial institutions and federal regulatory agencies. Together with their corporate allies, this elite group profited from the decrees and programmes generated by their old pal in the White House, whilst thousands of small businesses suffered and millions were unemployed. Wall Street and FDR is much more than a fascinating historical and political study. Many contemporary parallels can be drawn to Sutton’s powerful presentation given the recent banking crises and worldwide governments’ bolstering of private institutions via the public purse. This classic study - first published in 1975 as the conclusion of a key trilogy - is reproduced here in its original form. (The other volumes in the series are Wall Street and the Rise of Hitler and Wall Street and the Bolshevik Revolution.)
The significance of organization in human affairs; The management of organizational design; The imperatives: critical dimensions for understanding organizations; Organizational continuity.
Originally published in 1987. It has been questioned whether management theory can offer viable insights for education, largely because, unlike many other institutions, there is no exclusive managerial structure in schools - the roles of the teacher and manager are inextricably linked. This dual role usually even includes the head of a school. Nevertheless, some schools seem to be more effective than others. This book argues that, although teaching and managing are inseparable, they are not necessarily indistinguishable activities and that important non-teaching roles can be identified through critical analysis of practice in different educational contexts. The first section describes developments in organisational theory that are producing useful models for school life and also for other comparable areas in the public sector, such as health, the police and local government. The second section examines the actual processes of management in context by analysing how leadership, planning, decision-making and communication operate in real situations.
Criminal Law' is written with the needs of the student foremost in mind to provide, more than ever, as modern and as comprehensive an exposition of the criminal law as he or she could possibly require.
Smith, Hogan, & Ormerod's Criminal Law is rightly regarded as the leading doctrinal textbook on criminal law in England and Wales. Published in its first edition over fifty years ago, it continues to be a key text for undergraduates and an essential reference source for practitioners.
Criminal Law is written with the needs of the student foremost in mind to provide, more than ever, as modern and as comprehensive an exposition of the criminal law as he or she could possibly require.
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