Germany media Tycoon Reinhard �� morn _ world wind English springs

Reinhard Mohn, German media magnate, died aged 88 onOctober 3rd, Germany media Tycoon Reinhard �� morn 3 October at the 88-year-old CAPITALISM red in tooth and claw never seemed to Reinhard Mohn. toappeal Asked to write an essay entitled ��MyThoughts on Choosing a Profession��, the 16-year-old schoolboy dwelton his obligations to society, his natural abilities and the desirefor a useful life. These concerns, he said, were to stay with himthroughout his career. Indeed ��co-operation and compassionateleadership�� were the key to his success. And success he surelyfound. Not long before he died, his family-owned company, Bertelsmann, was the world ' s sixth-biggest media group, with over100, 000 employees in 50-odd countries. Reinhard �� morn for capitalism's bloody past of King seems to never cold. 16-year-old, school layout of compositions of the "Careers", he talked a lot about their own endowment and for social responsibility, and aspires to become a useful person. He said that these beliefs will continue throughout his entire career, in addition to that, "the spirit of cooperation and humane leadership" will also be a key element of success. He really succeeded. Shortly before his death, he owned family company Bertelsmann is the world's sixth largest media group, branches in over 50 countries, more than 10 million employees. Bertelsmann had been founded in 1835, as apublisher and printer of religious books. It was, and still is,based in G��tersloh, a dozy town in eastern Westphalia, where MrMohn��s great-great-grandfather, Carl Bertelsmann, was a Protestantlithographer. The firm prospered until the great Weimar inflationcut its workforce from 84 to six in 1921-23. But it bounced back,and was employing 440 people in 1939. Then it did even better,producing quantities of Nazi novels and propaganda. When Mr Mohncame home from the war, though, the buildings had been bombed, sothe young would-be engineer persuaded by his father to join thefamily firm was hardly taking on a thriving business. DG headquarters are located in Germany's Eastern Westphalia gutersloh, this is a slower pace of life in towns. 1835, there appeared the embryonic form of Bertelsmann (at first printing and publishing of religious books, morn �� grandfather Carl Bertelsmann is the local a Protestant slate printing duplex). The company's business is booming, until the Weimar Republic period that the arrival of the malignant inflation �� in 1921-1923 years, company employees from 84 to 6 people. After inflation, the company quickly restore their strength, 1939 when the total number of employees reaches 440 people. After the company's business is more (by printing a large number of novel filled with Nazi ideology and propaganda). But when the morn from (WWII) back from the battlefield, but when it is ruining the building after the bomb. The young man this is like to be an engineer, but the father la has entered this family business. It should be said that the company is in the morn ebb time undertake responsibility. Reluctant he may have been, but he had alreadylearned some useful lessons. One, he would claim, was the value oftrust. This he came to appreciateas an officer in the AfrikaKorps, lying wounded on a hillside in Tunisia. The American soldierwho found him helped him down the mountain, instead of suspectingan attempt to escape and shooting him dead. Perhaps this example ofhumanity was later responsible for Mr Mohn��s readiness to give hismanagers their head (so long as their units were profitable) andhis workers a share in the company��s profits (though not votingshares). Perhaps not. But never in his day did Bertelsmann have astrike. joined the company while not morn wish, but with some (from the war experience) learn useful things into the company. One thing that people trust (morn never denied the value), this is he made the German Africa Corps officers are aware of: in Tunisia, he was injured, lying on the hillside. Find his United States soldiers did not doubt that he is attempting to run away, then shot him to death, but to hold him down the mountain. Morn was later was willing to devolution of managers (as long as they are responsible for the sector are profitable), is pleased to be part of company profits distributed to staff [and employees use the money to purchase company stock, that is, the following paragraph of the "profit-sharing plan" �� the translator] (although staff have is not the number of voting shares), it may be because the subject of humane treatment. It may not be. However, during the power in the morn of the Bertelsmann has not been a strike. A useful captivity a useful imprisoned Less open to doubt was the value of being aprisoner-of-war in America. There Mr Mohn learnt English and, moresurprising, something of American business practices. Inparticular, he came to see obstacles as inspirations foropportunities. Thus, if post-war Germans would not go to bookshopsto buy relatively expensive books, he would set up a club whosemembers would receive discounted ones, so long as they agreed topay for a regular supply��which they did, in their hundreds ofthousands. Similarly, when Bertelsmann had bought so many Germancompanies that the anti-competition authorities were calling ahalt, he stepped up expansion abroad. In America he bought recordlabels like Arista and RCA Victor, and publishers like Bantam,Doubleday and, eventually, Random House; in Europe, he acquired 90%of RTL Group, a huge radio and television company. Even theBertelsmann profit-sharing scheme was partly a response to thescarcity of capital, since some payments were deferred untilworkers retired, so profits were booked as liabilities, with taxbenefits for the company in the United States for morn-prisoners less harvesting should be questioned. Morn was there not only mastered the English language, but also learned a set of United States persons generally. In particular, he began to learn the difficult as opportunities for germinal agent. Thus, when the post-war Germany people because of economic constraints and not go to the bookstore to buy books, morn was established a club, to beThousands of species of provided discount books, as long as they agree to pay a certain amount of contributions on a regular basis (they of course willing). Plus, when too many because Bertelsmann acquired domestic companies are (anti-competitive) Government halted, morn began to accelerate the pace of overseas expansion. In the United States, he bought several record companies (like Arista Records and RCAVictor record companies) and publishers (like Bantam press and raising press, finally bought the RHW); in Europe, he acquired a large radio and television broadcasting company RTL Group, 90% of the shares. Even the Bertelsmann introduced the "profit-sharing plan" are also part of the gift is difficult: to address the shortage of capital, as part of the dividend to wait staff retired to get their hands on, before the money will be credited to the company's liabilities, so the company can thus get tax relief. As time went by, Mr Mohn came increasingly to beseen as a benign patriarch who personified the collaborative,we-all-eat-together-in-the-canteen way in which Germans didbusiness. This helped him brush off a few embarrassments, notablythe publication by Stern, one of his magazines, of some bogusdiaries supposedly written by Hitler. Potentially more damaging, because it showed that Bertelsmann had not come clean earlier in 2002 wasthe revelation, by a commission appointed by the companythat it had co-operated closely with the Nazis during the war andused Jews as cheap labour. as time goes by, morn as company "parents" of the image has become closeorange county personal injury attorney to moderate. He is the example of Germany businessmen: the kind of stress cooperation, "everybody eats canteens" way to do business. Good public image to help him solve a number of embarrassing, it is worth mentioning that once he's the star of the weekly magazine published a few fake Hitler diaries. And may cause more harm to the company a is large bottom tearing 2002 (say cause greater harm, because the facts disclosed by the Bertelsmann inglorious past): DG appointed an investigator found that the companyohio mesothelioma attorney in collaboration with the Nazis during World War II, and the Jews as cheap labour employment. In 1977 Mr Mohn set up a non-profit foundation,which now holds 76.9% of Bertelsmann��s shares, though the votingrights lie with another company, half of whose directors aremembers of the family. Ultimate control, however, has for some timerested with Liz, Mr Mohn��s second wife, whom he met at a companyparty when she was a 17-year-old switchboard operator. Years later They married24. morn in 1977 establishing a not-for-profit nature of the Bertelsmann Foundation, now holds 76.9% of the shares. But has the right to bookselling absolute holdings is another company [i.e. Bertelsmann management company, Bertelsmann Verwaltungsgesellschaft �C translator], the company management's half comes from the family. And morn's second wife, Leeds once owned Bertelsmann's ultimate holding power. The two met at a company party, Leeds was 17 years old, is a telephoneair ambulance specialists operator. 24 years later, the two were married.