By Martin Packer
Altering periods tells the tale of Willow Run, a small, negative, ethnically-mixed city in Michigan's rust belt, a group in turmoil over the introduced final of a close-by vehicle meeting plant. As lecturers and directors started to locate how one can make education extra correct to working-class youngsters, large-scale college reform projects swept into city: the Governor's "market-place" reforms and the nationwide technological know-how Foundation's "state systemic initiative." opposed to the backdrop of a post-fordist economic system, the writer exhibits complicated linkages at paintings as society constructions the advance of kids to maturity.
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Extra resources for Changing Classes: School Reform and the New Economy (Learning in Doing: Social, Cognitive and Computational Perspectives)
So we didn't do it the right way. "3 In 1990 Smith retired - with an annual pension of $1 million - and Roger Stempel took over. Stempel immediately announced that job security could be ensured only if GM became a low-cost producer, focused on quality. 1 billion charge for the restructuring. 5 billion, the largest annual loss ever for any American company. Hence the further cuts announced on Blue Monday. 5 billion? If you could spend it, you could buy 562 Drummond Islands (asking price $8 million), pay outfielder Cecil Fielder's salary for 1,000 years or buy 201,793 fully loaded 1992 Chevrolet Caprices (at $22,300 apiece, and manufactured at the doomed Willow Run plant).
John Engler, State of the State Address, Jan. 21, 19922 Stempel insisted early in February that GM's choice between Arlington and Willow Run would be based entirely on cost and that the company had no wish to initiate a bidding war between the two communities. Hopes in Michigan remained high, especially after a report published on February 21 claimed that GM had reached a decision to close Arlington. The Willow Run plant was reported to have a $500 to $1,000 cost advantage per car; it is also closer to parts suppliers.
Early this school year the assembly plant finally closed its doors. And this poses as big a challenge to Mrs. Brandau and the teachers at Kettering as the challenge she posed to the families attending today's graduation: How best to prepare Willow Run's children to face not just the pressing demands of their present way of life, but also those of an uncertain future in the new millennium? 2 Blue Monday December 1991-February 1992 The day a General Motors manager stood on a stage at the Willow Run assembly plant here and told 2,000 workers the line would shut down forever by the fall of 1993, Chuck Kehrer watched as the man next to him bolted for the nearest trash can and threw up.