University Of North Texas Press (50)
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10. When People Act on the Gospel Values

Mary Beth Rogers University of North Texas Press PDF

10

When People Act on the Gospel Values

Chicago, 1971

When Ernie Cortes came to the Industrial Areas Foundation

Training Institute in 1971, Saul Alinsky was conspicuous by his absence. Edward Chambers was fully in charge, struggling to build a program to attract and train professional organizers.

When Alinsky died of a heart attack in 1972, it was Chambers who had to scramble to raise money to keep the training institute alive. Alinsky's speaking fees had supplemented foundation grants to underwrite the program, and now without Alinsky, it was going to be difficult for the IAF to survive financially.

"The first five years I had to sell my soul to raise money.

Foundations wouldn't fund us and I had to figure out a way to make it self-sufficient," Chambers recalls.

Everything was in a state of flux within the IAF-the money, the ties with local organizations, the concept of organizing, and the development of training programs for organizers and volunteer leaders. Then Ernie Cortes came along and dropped into the brewing stew his interest in theological concerns.

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11. Leave Them Alone. They’re Mexicans.

Mary Beth Rogers University of North Texas Press PDF

106 I Leave Them Alone. They're Mexicans

of that. Public money should support public projects-not groups of activists whose independence and integrity could be compromised with high salaries and low accountability. At the

Industrial Areas Foundation, Cortes had come to believe wholeheartedly in Alinsky's Iron Rule-never do for people what they can do for themselves.

Father Rodriguez liked the Iron Rule, as well as the other ideas spewing from Cortes' active, volcanic mind. The talks continued over the weeks. Cortes laid out his proposal. Based on what he had learned as an IAF organizer, Cortes envisioned a new San Antonio organization to be built around poor Mexican parishes, like Father Rodriguez's Our Lady of Guadalupe

Church on the near West Side, not far from the old MissouriPacific Railroad station. This organization would take no federal or local government money, nor would it hustle private foundation grants. Instead, its seed money would come from an ecumenical sponsoring committee, which would closely monitor the project and hold the staff accountable for how money was spent.

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12. A Theology That Does Not Stop

Mary Beth Rogers University of North Texas Press PDF

12

A Theology That Does Not Stop

Los Angeles, 1976

Sister Maribeth Larkin has only a small role to play today at city hall when members of a new East Los Angeles community group make their presentation to the city council. All she has to do is to translate from Spanish to English the words of the local leaders who will present the concerns of the United Neighborhoods Organization (UNO) to the council. But she is queasy.

Fear grips her stomach, and the telephone call from Ernesto

Cortes doesn't help.

"I'm testing you out," Cortes tells her. "We'll see how well you do today and then decide how we can use you." That's all the shy and slender, dear-eyed Sister of Social Service needs to lose her breakfast, even consider calling in sick. How can she possibly stand up and talk in front of the politicians and news media in the chambers of the Los Angeles City Council? Yet, how could she even consider backing out with so many people depending on her? Once again, fear and duty-the hallmarks of her life-provoke conflict within Maribeth Larkin. As usual, duty wins the battle, but the fear remains and turns to panic when she and almost 200 UNO members arrive to see that the council chambers are already full.

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13. We Are Not an Illusion of the Moment

Mary Beth Rogers University of North Texas Press PDF

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We Are Not an Illusion of the Moment

Houston, 1978

Houston, Texas, is a city true to its past.

It grew out of a land development scheme in a hot, humid,

mosquito-infested marsh in 1836 when two imaginative entrepreneurs-J.K. and A.C. Allen-persuaded Texas hero Sam

Houston to lend his name to the settlement in return for a few acres of free land. Sam Houston also used his influence in 1837 to help the outpost become the capital of the new Republic of

Texas. 1 In the next two years, the city's population tripled from

500 to 1,500, and the Allen brothers began to make a fortune.

With Sam Houston on their side, the developers boasted to their East Coast investors that their city would soon become the

"great commercial emporium of Texas.,,2

For the next 142 years, other imaginative developers, cotton brokers, merchants, railroaders, bankers, oil producers, shippers, and lawyers had a host of public officials on their side as well, and they made deals every bit as clever as the Allen brothers' alliance with Sam Houston. Like the AlIens, their moneymaking schemes helped the city grow.

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14. Is COPS Coming to Your Neighborhood?

Mary Beth Rogers University of North Texas Press PDF

14

Is COPS Coming to Your Neighborhood?

New York, 1986

Texas Lieutenant Governor William P. Hobby Jr. and I share a cab to La Guardia Airport on a crisp fall afternoon. It is one of those interminable rides out of Manhattan, with the mix of high speed, quick stops, and long waits that sends most Texans in New York into orbit. But I am relatively free of anxiety because we have plenty of time before our plane departs and

Hobby is calm because . . . Hobby is always calm, sometimes even maddeningly so.

We have been in New York to see the bond rating agencies about the financial condition of the State of Texas, which has not been good since the price of oil slipped from $21 to $11 a barrel. Wall Street is wary of Texas' ability to meet its obligations, and we have been part of a delegation to reassure investment bankers and bond analysts that state officials will behave responsibly and with fiscal "prudence." No one in the state can do a better job of reassuring Wall Street than quiet, seriouseven shy-Bill Hobby, who since 1972 has stood guard against extremism in Texas government.

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Laxmi Publications (17)
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Sangit Kumar Ragi Laxmi Publications PDF

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Chester Irving

Barnard (1886–1961)

Biographical Sketch

Chester Irving Barnard was born on November 7, 1886 in Malden,

Massachusetts in America in a poor family. When he was barely five years old, he lost his mother and he was taken care of primarily by his father and grandfather. Though he was educated at Harvard but he was not the one who was born with a silver spoon. His father was a blacksmith. The family earning thus was not very high, yet he was intellectually very vibrant. Barnard himself recalls that there were always intellectual discussions on philosophical writings of people like Herbert Spencer, in his family. That certainly shaped his intellectual mind. Philosophy became a lifelong hobby for him. He also served as the member of the American Philosophical Society. Besides philosophy, what attracted him as a hobby was music. He learnt it while he joined a piano factory at the age of fifteen. He earned money from work and used it to get formal school education by enrolling himself at Mount Herman

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Chris Argyris (1923–2013)  245

effectiveness. Chris studied the behaviour of the senior executives in order to know how they influence the effectiveness of the organization. A book came out to this effect in 1962 with the title Interpersonal Competence and Organizational

Effectiveness. But the most significant works of him came out in a joint exercise with scholars like Robert Putman, D.M. Smith and Donald Schon. He laid the idea of action science and the famous concepts like organizations by learning, single-loop and double-loop learning. Some of the famous works of Argyris, other than those mentioned above, are: Organization and Innovation (1965),

Theory in Practice (1974) and Organizational Learning: A theory of Action

Perspective I (1978) and Organizational Learning II (1996) with Donald Schon,

Action Science, Concepts, Methods and Skills for Research and Intervention (1985) with Robert Putman and Diana Mclain Smith.

Argyris is indeed credited with several conceptual contributions to the field of the business organization. He believed in the strength and maturity of the employees and suggested that the management should treat them as an adult and mature person. He held that if the employees are treated positively and as mature they would behave in more responsible ways and will display a better sense of participation and commitment to the goals and objectives of an organization.

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Herbert A. Simon

(1916–2001)

Biographical Sketch

Herbert Alexander Simon was a multifaceted American social scientist. Born on June 15, 1916, Milwaukee did his schooling from a public school before he could join the University of Chicago from where he graduated in political science in 1936 and completed his doctorate in the same discipline in 1943. In

Chicago he was trained and taught by two great masters of his time Charles E.

Merriam and Herald Lasswell. Political science and mathematical economics remained the favourites of him in the Chicago University. In the university he also worked with Clarance Ridely with whom he co-authored a book titled

Measuring Municipal Activities in 1938. This drew him towards organizational decision-making but the same became the Central premise of his doctoral thesis and his subsequent research works. The most celebrated book that he authored is still the administrative behaviour and the result of his doctoral thesis.

He started his professional career as a director of a research group at the

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Mary Parker Follett

Biographical Sketch

Mary Parker Follett was an American political scientist and a management thinker. An author rightly commented that she carried several hats at the same time.1 She was a multifaceted personality indeed. She was a prolific writer, an untiring social and political activist, an academician of great repute and a great organization and management thinker. She wrote extensively and on diverse issues ranging from women empowerment to political democracy to resolving conflicts in the organization to crowd psychology. All her writings bear the stamp of her practical experience in the field and her emotional and penchant fervor for democracy in all walks of life starting from nearby organizations to industry to the political system. As monopolization of power anywhere is antithetical and incongruent to democracy Follett strongly argued in favour of pluralism and decentralization of authority.

Parker was born in a rich family at Quincy in Massachusetts. She did her schooling from Thayer Academy. Though she was born in a relatively affluent family, her childhood was witness to several storms. While she was too young her father died. Her mother was already a disabled person. She had to take up a lot of responsibility at home as well. In 1892, she joined the Society for

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Douglas McGregor

1906–1964

Biographical Sketch

Douglas McGregor, popularly known as Doug among the students and faculty of Michigan Institute of Technology (MIT), where he served as a faculty member for over a decade, was a great management thinker. The beauty of his thought lies in the fact that he did not attempt to idealize the situation in industry but looked at its working and the problems as well as solutions from a purely practical point of view. He always said, ‘Forget the “intellectual claptrap and theoretical nonsense” and come out with “practical ideas” which could improve the organization’s performance’. His two seminal works The Human

Side of the Enterprise published in 1960 and The Professional Manager (1967) have truly been described as the guide books for the practicing managers as they involve a whole set of new ideas relevant to modern management. The two books are truly a great contribution to the field of management science.

Born in a family of strong religious belief and passion for music, on September

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