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Relevant bibliographies by topics / Chase Manhattan Bank

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Academic literature on the topic 'Chase Manhattan Bank'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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Journal articles on the topic "Chase Manhattan Bank"

1

Rust, Roland T., Timothy Keiningham, Stephen Clemens, and Anthony Zahorik. "Return on Quality at Chase Manhattan Bank." Interfaces 29, no. 2 (April 1999): 62–72. http://dx.doi.org/10.1287/inte.29.2.62.

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Child, James W. "The Limits of Creditors' Rights: The Case of Third World Debt." Social Philosophy and Policy 9, no. 1 (January 1992): 114–40. http://dx.doi.org/10.1017/s0265052500003629.

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At present, Third World countries owe over one trillion dollars to the developed Western nations; much of the debt is held by the leading international commercial banks. The debt of six Latin American countries alone — Argentina, Brazil, Chile, Mexico, Peru, and Venezuela — is over $330 billion, of which $240 billion is owed to commercial banks. Let us immediately narrow our focus to loans made by the major international commercial banks to Third World governments. We shall not be concerned with government-to-government loans, or private-party-to-private-party loans, or with debt owed to the World Bank or the International Monetary Fund. The bank-to-government loans — the so-called “sovereign loans” — are the most economically troublesome and morally interesting. The largest lenders, at least with respect to the Latin American countries, are the American banks Citibank, Chase Manhattan, Bank of America, Manufacturers Hanover, and Chemical Bank. About fifteen Third World countries have serious debt problems, including the largest: Brazil, Mexico, and Argentina.

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Wolters, Timothy. "‘Carry Your Credit in Your Pocket’: The Early History of the Credit Card at Bank of America and Chase Manhattan." Enterprise & Society 1, no. 2 (June 2000): 315–54. http://dx.doi.org/10.1017/s1467222700000550.

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Drawing from newly available archival material, this article explores the early history of one of today’s most ubiquitous financial instruments, the bank credit card. It focuses on the managerial decisions that led to the implementation and development of charge card programs at the two largest American banks of the late 1950s and early 1960s. Even though the initial performance of the two programs was comparable, top management at each bank ultimately adopted different business strategies. The differences resulted from managers’ contrasting interpretations of the appropriate market for the credit card, interpretations formed within the context of two distinct banking cultures.

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Dilworth, Robert J. "Wells Fargo Asia Ltd. v. Citibank, N.A. Trinh v. Citibank, N.A. Edelmann v. Chase Manhattan Bank, N.A." American Journal of International Law 83, no. 3 (July 1989): 573–80. http://dx.doi.org/10.2307/2203320.

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In these three breach-of-contract actions, United States federal courts considered the liability of home offices of U.S. banks for obligations of their foreign branches in the event of foreign governmental expropriation or exchange control measures. In each decision the court of appeals did not apply the act of state doctrine and gave no effect to the foreign governmental action, largely on the ground either that the situs of the debt was not within the exclusive jurisdiction of the foreign state carrying out the governmental measure at issue or that the law governing the obligation was not that of the foreign state.

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Wolters, T. "'Carry your credit in your pocket': the early history of the credit card at Bank of America and Chase Manhattan." Enterprise and Society 1, no. 2 (June 1, 2000): 315–54. http://dx.doi.org/10.1093/es/1.2.315.

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6

Grant, Delvin. "Business analysis techniques in business reengineering." Business Process Management Journal 22, no. 1 (February 5, 2016): 75–88. http://dx.doi.org/10.1108/bpmj-03-2015-0026.

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Purpose – Using 12 case studies, the purpose of this paper is to investigate the use of business analysis techniques in BPR. Some techniques are used more than others depending on the fit between the technique and the problem. Other techniques are preferred due to their versatility, easy to use, and flexibility. Some are difficult to use requiring skills that analysts do not possess. Problem analysis, and business process analysis and activity elimination techniques are preferred for process improvement projects, and technology analysis for technology problems. Root cause analysis (RCA) and activity-based costing (ABC) are seldom used. RCA requires specific skills and ABC is only applicable for discrete business activities. Design/methodology/approach – This is an exploratory case study analysis. The author analyzed 12 existing business reengineering (BR) case studies from the MIS literature. Cases include, but not limited to IBM Credit Union, Chase Manhattan Bank, Honeywell Corporation, and Cigna. Findings – The author identified eight business analysis techniques used in business process reengineering. The author found that some techniques are preferred over others. Some possible reasons are related to the fit between the analysis technique and the problem situation, the ease of use-of-use of the chosen technique, and the versatility of the technique. Some BR projects require the use of several techniques, while others require just one. It appears that the problem complexity is correlated with the number of techniques required or used. Research limitations/implications – Small sample sizes are often subject to criticism about replication and generalizability of results. However, this research is a good starting point for expanding the sample to allow more generalizable results. Future research may investigate the deeper connections between reengineering and analysis techniques and the risks of using various techniques to diagnose problems in multiple dimensions. An investigation of fit between problems and techniques could be explored. Practical implications – The author have a better idea which techniques are used more, which are more versatile, and which are difficult to use and why. Practitioners and academicians have a better understanding of the fit between technique and problem and how best to align them. It guides the selection of choosing a technique, and exposes potential problems. For example RCA requires knowledge of fishbone diagram construction and interpreting results. Unfamiliarity with the technique results in disaster and increases project risk. Understanding the issues helps to reduce project risk and increase project success, benefiting project teams, practitioners, and organizations. Originality/value – Many aspects of BR have been studied but the contribution of this research is to investigate relationships between business analysis techniques and business areas, referred to as BR dimensions. The author try to find answers to the following questions: first, are business analysis techniques used for BR project, and is there evidence that BR affects one or more areas of the business? Second, are BR projects limited to a single dimension? Third, are some techniques better suited for diagnosing problems in specific dimensions and are some techniques more difficult to use than others, if so why?; are some techniques used more than others, if so why?

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7

"Garcia v. Chase Manhattan Bank, N.A. 735 F.2d 645." American Journal of International Law 79, no. 2 (April 1985): 454–56. http://dx.doi.org/10.2307/2201719.

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8

"THOMAS REUTER, Plaintiff-Appellant, v. MASTERCARD INTERNATIONAL, INC.; VISA U.S.A., INC.; MBNA CORPORATION; CITIGROUP, INC.; CHASE MANHATTAN CORPORATION; BANK ONE CORPORATION; BANK OF AMERICA CORPORATION; U.S. BANCORP; FLEET FINANCIAL GROUP, INC.; FEDERAL DEPOSIT INSURANCE CORPORATION, as Receiver of Citizens National Bank of Macomb; BUSEY BANK OF URBANA; UNITED COMMUNITY BANK OF CHATHAM; and PALMER BANK, Defendants-Appellees." Gaming Law Review and Economics 15, no. 3 (March 2011): 135–41. http://dx.doi.org/10.1089/glre.2011.15310.

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9

Palinchak, Mykola, and Diana Steblak. "ECONOMIC AND RELIGIOUS RELATIONS IN THE CONDITIONS OF GLOBALIZATION." Herald UNU. International Economic Relations And World Economy, no. 41 (2022). http://dx.doi.org/10.32782/2413-9971/2022-41-15.

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Globalization is an integral part of today, a process of global economic, political and cultural integration and unification. The process of globalization has many positive and negative consequences, given the views on globalization among scholars divided their views on the positive or negative consequences of globalization in international relations. Features of globalization and its impact on religion are described in the study. Religion has been an integral part of human development throughout history. The influence of religion on the economy and the economy on religion is investigated in the article. The peculiarities of the influence of religion and religious factor on the economy, economic development and factors of economic development of the country are analyzed in the work. Economic and religious relations in the context of globalization are described in the study. The concepts and features of globalization are described. The transformations of the world community into an open integrated system of socio-political, financial-economic, information, socio-cultural relations and interdependencies within the globalization process are studied. The role of religion and church in the development of multinational companies and subsidiaries in Asia is described. The role and place of religion and religious philosophy in the development of the economy of the Asian tiger. The influence of religion and religious philosophy on the development of Asian companies. The influence of religion on the development of the international banking system is analyzed. Features of Islamic banks and the influence of religion and religious traditions on their functioning and development. The modern development of Islamic banks and the principles of their activities in the process of globalization are described. Differences between Islamic banks and others are described. The situation of Islamic banks in the period 2007 is analyzed. The peculiarities of the existence and activity of Islamic banks have interested many of the world’s largest commercial banks, such as «Chase Manhattan», «ING». The work of Islamic banks has attracted a large number of companies, such as «General Motors», «Alcatel», and other. The influence of religion on the economy is a relevant topic of research in political science.

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Dissertations / Theses on the topic "Chase Manhattan Bank"

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"Implementation of total quality management: a case study in banking industry." Chinese University of Hong Kong, 1994. http://library.cuhk.edu.hk/record=b5888068.

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by Hui See-mun Alice.
Thesis (M.B.A.)--Chinese University of Hong Kong, 1994.
Includes bibliographical references (leaves 51-53).
ABSTRACT --- p.i
TABLE OF CONTENTS --- p.ii
LIST OF ILLUSTRATIONS --- p.iii
Chapter
Chapter I. --- INTRODUCTION --- p.1
Chapter II. --- METHODOLOGY --- p.3
Chapter III. --- TOTAL QUALITY MANAGEMENT - AN OVERVIEW --- p.5
Importance of Quality to banks --- p.5
History of TQM --- p.7
Definitions on Quality.......: --- p.9
Definitions of Total Quality Management --- p.10
Critical factors for a successful TQM program --- p.14
Chapter IV. --- TQM IN CHASE MANHATTAN BANK --- p.18
Reasons for implementing TQM in Chase --- p.18
Fundamental principles and values of Chase TQM --- p.18
TQM implementation in Hong Kong --- p.23
Chapter V. --- EVALUATION AND RECOMMENDATIONS --- p.29
Evaluation of the system --- p.29
Recommendations --- p.33
Chapter VI. --- CONCLUSION --- p.39
APPENDIX
Chapter 1. --- Overview of ISO 9000 --- p.41
Chapter 2. --- HKMA Quality Award Criteria Framework --- p.43
Chapter 3. --- TQM plan --- p.44
Chapter 4. --- Problem solving process 8c Quality improvement process --- p.45
Chapter 5. --- Deming's 14 principles --- p.46
Chapter 6. --- Juran's 10 steps in quality improvement --- p.47
Chapter 7. --- Crosby's 14 steps in quality improvement --- p.48
Chapter 8. --- Malcolm Baldrige Award assessment system --- p.49
BIBLIOGRAPHY --- p.51
LIST OF ILLUSTRATIONS
Figure 1. Framework of Chase TQM --- p.19
Figure 2. Plan-Do-Check-Act Cycle --- p.21
Figure 3. TQM Plan --- p.44
Figure 4. Problem Solving Process --- p.45
Figure 5. Quality Improvement Process --- p.45

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Books on the topic "Chase Manhattan Bank"

1

Carpenter, Keith. Global customer access at Chase Manhattan. [Atlanta, Ga.]: Information Management Forum, 1999.

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Bradshaw, Laura. Strategies for obtaining & retaining scarce talent at Chase Manhattan. [United States]: Information Management Forum, 1997.

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Jim, Schneider. Using Intranets and other new enabling technologies at Chase Manhattan. [Atlanta, Ga.]: Information Management Forum, 1998.

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4

Bijutsukan, Yokohama, ed. Nyū Yōku, nyū āto: Chēsu Manhattan Ginkō Korekushon Ten. [Tokyo]: Nihon Keizai Shinbunsha, 1989.

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5

Bank, Chase Manhattan, ed. Commissioned art. [Tokyo]: Nihon Keizai Shinbunsha, 1989.

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6

Holguín, Carlos Holguín. El fraude de los US$13.5 millones: Proceso de la República de Colombia ante la corte de Londres. Santafé de Bogotá, D.C., Colombia: Banco de Colombia, 1991.

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7

author, Postal Matthew A., ed. Bank of the Manhattan Company Building, Long Island City, 29-27 Queens Plaza North (aka 29-27 41st Avenue, 29-39 Northern Blvd), Borough of Queens: Built 1925-27; Morrell Smith, architect. New York]: NYC Landmarks Preservation Commission, 2015.

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Pavlović, Vesna. Office taste. Belgrade: Skart, 2005.

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9

Rogers, David. The future of American banking: Managing for change. New York: McGraw-Hill, 1993.

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10

author, Postal Matthew A., ed. Manufacturers Trust Company Building interior, later Chase Bank Building, first floor interior: Consisting of the entrance vestibule and lobby at the corner of Fifth Avenue and West 43rd Street, the former banking room, the 43rd Street elevator lobby, the corridor in front of the vault on Fifth Avenue, and the escalators leading from the first floor to the second floor; second floor interior, consisting of the former banking room; and the fixtures and interior components of both floors, including but not limited to, wall surfaces, ceiling surfaces, floor surfaces, columns, and vault door facing Fifth Avenue; 510 Fifth Avenue (aka 508-514 Fifth Avenue and 2 West 43rd Street), Borough of Manhattan : built 1953-54 ; architects Skidmore, Owings & Merrill ; Gordon Bunshaft, partner in charge and chief designer. New York]: NYC Landmarks Preservation Commission, 2011.

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Book chapters on the topic "Chase Manhattan Bank"

1

Schmidt, Helmut. "Speech of Chancellor Helmut Schmidt and Subsequent Discussion with the Advisory Committee of the Chase Manhattan Bank, 16 June 1980 in Bad Godesberg." In SpringerBriefs on Pioneers in Science and Practice, 115–23. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-03868-1_15.

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Gottschalk, Petter. "IS/IT Outsourcing." In E-Business Strategy, Sourcing and Governance, 159–70. IGI Global, 2006. http://dx.doi.org/10.4018/978-1-59904-004-2.ch009.

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Information technology outsourcing—the practice of transferring IT assets, leases, staff, and management responsibility for delivery of services from internal IT functions to third party vendors—has become an undeniable trend ever since Kodak’s 1989 landmark decision. In recent years, private and public sector organizations worldwide have outsourced significant portions of their IT functions, among them British Aerospace, British Petroleum, Canadian Post Office, Chase Manhattan Bank, Continental Airlines, Continental Bank, First City, General Dynamics, Inland Revenue, JP Morgan, Kodak, Lufthansa, McDonnell Douglas, South Australian Government, Swiss Bank, Xerox, and Commonwealth Bank of Australia (Hirsheim & Lacity, 2000). How should firms organize their enterprise-wide activities related to the acquisition, deployment, and management of information technology? During the 1980s, IT professionals devoted considerable attention to this issue, primarily debating the virtues of centralized, decentralized, and federal modes of governance. Throughout the 1980s and 1990s, IT researchers anticipated and followed these debates, eventually reaching considerable consensus regarding the influence of different contingency factors on an enterprise’s choice of a particular governance mode (Sambamurthy & Zmud, 2000).

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Levy, Daniel S. "Creating Breathing Space." In Manhattan Phoenix, 266–79. Oxford University Press, 2022. http://dx.doi.org/10.1093/oso/9780195382372.003.0018.

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This chapter turns to the need for open land in New York. In the 1850s, New York was on its way to becoming a world metropolis, strengthened by its businesses, banks, merchant houses, streets, water aqueduct, railways, ferries, food markets, and housing. However, years of development meant that open space was vanishing, and what remained needed to be preserved. By taking over the African-American community of Seneca Village and the surrounding land that would become Central Park, city officials believed they could redeem their metropolis, bring nature's grace back to Manhattan, and restore what the New York Mirror called “the lungs of the city.” On July 21, 1853, the legislature passed the Central Park Act, declaring hundreds of acres in the middle of Manhattan Island “a public place.” Mayor Fernando Wood chose Egbert Viele to create the park, and the chapter considers the disappointment many had with his plan, and how architect Calvert Vaux agitated to get the city to hold an architectural competition to find a different design of the space.

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May, Gary. "His Own Worst Enemy." In Un-American Activities, 277–96. Oxford University PressNew York, NY, 1994. http://dx.doi.org/10.1093/oso/9780195049800.003.0019.

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Abstract High above Washington, D.C., on a flight bound for Manhattan, Joe Rauh jotted down legal strategy on the back of a postcard: 3 questions. 1) Basic Philosophy of Case; 2) Motions; 3) My Participation. The next day, April 18, 1952, he was to meet with the man whom William Chanler wanted to try the case-John McKim Minton, a distinguished criminal lawyer. But Rauh was not convinced that Minton was right for the job. A wide chasm separated Minton’s views, as reported by Chanler, from his own, one that Rauh feared could not be bridged. He thought he might have to withdraw, a prospect Remington said “was too bitter to think about.” He had expected to work with Chanler’s replacement, although the years of litigation were costing him time and money. For almost four years, he had turned down other cases to represent Remington without charge, paying even his own expenses-travel, accommodations, long-distance phone calls-that now amounted to over two thousand dollars. But, he believed that the legal principles were so important that he was prepared to go on; in fact, he had already drafted a series of motions calling for the dismissal of the indictment. He had no doubt that the court would reject them, but the effort was essential to keep alive the civil-liberties issues, should they again have to appeal. To Rauh, these were still the heart of the case.

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