News Scrapbook 1985

San Diego, CA (San Diego Co.) Evening Tribune (Cir. D. 127,454)

1985

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hi. 1~68 ~hristian ministry training program started at University of San By Robert Di Verot~5 gram leading to a masters in practical theology, graduate any~hing for the public at lar~e." ·t h f th Tribune Religwn Writer cour es at second level and non-credit seminars, conferences Sister Irene Cullen supervises th_e non-cr~d• Pthase 1~ . e f h bl . t th th d 1 1 p hence said program and Dr Helen de Laurent1s superv1Ses e re 1g1ous The Universitl'.,2,f §!1Jl Diego has begun an Institute for Chris- and courses or t e pu 1c a e If eve , ac · . . . · .d t1an Ministries to train lay people and professionals in church The lat~er would include ~essions on parish ministries, Scrip- education section, Pachence sa1 • work. ture, confmnat10n and ba~tism, !or example, and wo~ld be held "Religious education for adults is desperately ne~ded

both at USD a nd m lay people. he said.

ca th ohc panshes for bo th professionals a nd

"It's the kind of thing that's aimed at the general needs of the public and is low cost," said the Rev. Ronald Pachence, institute Pachence said USD has expanded its master of arts program in practical theology and will phase in non-degree programs as director.

throughout the country," he said. "With the shortage of pne~ and sisters it is critical for Catholic adults to be educated m their Christian tradition so that they can assume their roles in

San Diego, CA (San Diego Co.) Dally Transcript (Cir. D. 7,415)

He said degree and non-degree programs will include courses in leadership training, spirituality and its relation to social justice, pastoral ministry, theology, prayer and meditation. . "It's meant to fill a gap," Pachence said. "The church runs its own catechetical and liturgical things, but there never was

the work of the ministry."

early as next month.

He said pastoral counseling may eventually become part of

The mstitute offers study at three levels -

a graduate pro-

the institute program as well.

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.l81.!~~~!!P..~~~r~~.~!t?~~!. !~nu~._1)~~.k .. wti~ pop than water, acc:or- and poeitive publicity for bottled Murphy found that North County Agency. Sylveitter wu formerly

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San Diego, CA (San Diego Co.) Dally Transcript (Cir. 0. 7,415)

IDi to Neent artlcl . But when 1·• com

water companiea.

BMW buyen "tend to be _ or want aggreas,ve, athletic, htgh achievers who sometimes inveet i high-risk stocks and graphite ten- nis rack.eta." They tend to be r 0 ur to five years older than the average BMW buyer, and they don't have n ,, Being well educated and well paid ("Every other guy's a doctor or attorney up here," said Murphy) thia breed of cat has discovered that adding about $40 a month to his car payment will get him a BMW in,tead of a-Chevrolet. The Grayaon Ae._ncy had a •trong ahowing at the annual SAM awards banquet Oct. 26. The two- year-old marketing firm took. five first place awards and two awards of excellence. Ted Hauen Deaip "-iatea• won aeven awards of e.:i:oellence, which went along with annelting another floor at ita officea on Fourth and Grape. "We put the nail holes on the walla 80 fast you wouldn't believe it." said Hansen. William P. Thomu has been promoted to vice (lTesident of mar- keting for Sea World. He wtll direct the aquatic park's marketing, advertising, group sales and public Joan Murry is the new director of alumni relations for th~niver- s1ty of San Diego replacinir"Toiig om Sheryl Kushner becomes director of research at Arnold. Buck. Inc. where she will supervise all agency research pro;ec•~ Nick Sylvelier takes over viee president in charge of public relation1 for Chase/Simp 11 on to , ..... 88 , . . . to be - 88 many children. • • • • • • relations programs. ' , ~::; :C~a:~7j~~ ~rt:fe~ ni-

th -''-~-- al . ..._ auYert111n, and public relation, for the Rad.iaon Volunteer • of America ut weat. California Corp. hu,. tained 1.alll'II Walcller to manage publicity awl promotion for the non-profit organization and to pro- duce all marketin, material. VOA So h treatment cent.ff, five mental health care facilities, an emergen- cy center and an offender rehabili- Candice White, former art director/deaigner for BBDOIWeat Advertising in Loa Angeles, hu joined the fhj]Jjpe ~•niut.ion 61 anartchrector. SEA1TLE (UPI) _ DecliDN in Safeco Insurance Co.', auto, hom&- owner and commercial linea. bUli- neea continued through the third quarter, bringing th e 1985 under- writing la. to $89.S 9 million, company officiale announced. Safeco reported an u.nderwritilli of $64.69 million for the same nine-month period in l984. Safeco continWl raiaing auto inaur- ance rates in an effort to ofl'Nt 1 0811 ·11 W1 tve Vice pres1 ent. share increued to $3.43 Crom $2.86 for the aame period last year, com- et 1n0ome per · • e _.....,.. H '·l h · o.., ere. currently operate. two alcohol tetion program. Safeco Loss I 'd J 088811 , 11A1 a.llle8 CaDDOn, execu- t" · "d N ·

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Marketlnk by Hoyt Smith

Organiz1//~lare a natural breeding ground for romantic involvements. Thei1 structured settings put people in close proximity and create the interaction neces- sary for establishing intimate relationships. Particular romances may or may not be counterproductive to organiza- tional goals and purposes, but management should be aware of sexual dynamics at work and be prepared to deal with pro- blems that may be created by office romances. In a University of San Digeo study, a samp e ot-l'T~te- collar employees working in different San Diego organiza• tions received questionnaires asking them to describe the of- fice romance with which they were most familiar. Results in- dicated that the incidence of of- fice romance in San Diego is high. Eighty-six percent of respondents had been exposed to one or more organizational romances . One respondent quipped, "I would be hard pressed to think of a time when I haven't been a third-party observer to some sort of organizational romance". In the entire sample, only five cases reported a woman in the higher job position. This suggests that men may be able to use greater status to attract women - and, indeed, 62 per- cent of the organizational romances involved a man in a higher position. In 30 percent of cases, the male and female were at the same levels. Results showed that in 68 percent of romances partici- pants were at least in the same immediate vicinity, and in 94 percent of cases, they were in the same building. In 34 per- cent of cases, romances either shared the eame office or had adjoining offices; in cases where the male was in a higher posi- tion, 44 percent shared the same office or had adjoining of- fices. (These relationships fre- quently were "the boss and his secretary".) But the data indicated that the hours of necessary associa- tion do not always have to be extensive. In 44 percent of all cases, work requirements /2rought romancers together less than five hours each week. Approximately 30 percent of men and 38 of women were thought to be in love. The data indicated that "true love" fre- quently involved two unmar- ried people and often ended in marriage. People with motives of ego gratification were described as being after such personal reqards as excitement, satisfaction, adventure and sexual experiences. In approximately 37 percent of cases, women were judged as seeking ego rewards, while about 40 percent of men were put into this category. In 45 percent of cases in which ego satisfaction was given as a

romancer's motive, one or both of the participants were mar- ried to other people. In these cases, survey respondents' feel ings were never positive; they ranged from very negative to neutral. It's easier for peers to have a romantic relationship, since Viewpoint by Phillip Hunsaker workers are immediately suspicious of an affair between a boss and an employee. When romancers were seen as pursu- ing potential job-related benefits, they were almost ex- clusively women. In few cases were men seen as having job- related motives and under• standably so, since women held higher positions in only a few instances. About 16 percent of women were seen as seeking increased power, while approx- imately 12 percent of men were seen this way. The characteristics and norms of an organization are very important in shaping the behavior of romancers. In some organizations, there are explic- it rules against fraternization, while in others, characteristics of the work group actually en- courage involvements. In 61 percent of cases, there were neither rules nor expecta- tions about romance. Only 9 percent of organizations had explicit rules against in- traorganizational relation- ships, but 23 percent had pow- erful unspoken norms of discouraging them. Seven per- cent of organizations were said to have norms that actually en- couraged romantic liaisons. The data showed that ap- proximately 70 percent of cou- ples tried to keep their roman- tic relationships secret. In organizations with explicit rules against socializing, breaking the rules could lead to punishment and, in other cases, fear of gossip or disapproval fostered secrecy. Where one or both participants were married the predominant fear was of course that family members would find out. Some of the most common ways of being discovered were: being seen together away from work (one. couple was seen at a weekend resort); unusual amount of worktime chatting; long lun- ches together; long discussions behind closed doors. In some instances, the work group benefited from the rela- tionship (21 percent of women and 9 percent of men were seen as being more productive). Respondents said that 29 per• cent of the women in a rela- tionship where the male was in a superior position became more productive. Some men and women (17 percent) were co-workers tend to accept these liaisons more readily. Co-

reported as easier to get along with as a result oftheliaison. On the other hand, many negative behavior changes were reported. In 35 percent of the cases, favoritism\vas shown to the female; in 41 percent of cases, the female was believed to favor the male. Oft.en these negative attributions were reduced performance and subsequently a lower quality of work produced by the group. This created intraorganiza- tional tensions and resent- ments. Some people were said to have made costly errors. Romantic entanglements at work can cause serious pro- blems and have implications for women aspiring to top manag• erial positions. As "latecomers" in the business, women rather than men may very well be the ones excluded from higher-level positions because of manage- ment's fear of romantic devel- opments. Furthermore, misconceptions and stereotypes about male-female relation- ships still exist: women may be restricted from developing close work relationships because they fear gossip. They may also be unfairly accused of using manipulation and sexual le- verage to attain higher-level positions. Organizations need to estab- lish policies and guidelines concerning office romance and communicate these to employ- ees. Of course, policies will not solve all the problems for women, but they will make everyone more sure of the ground they stand on. All too frequently, organiza- tions have tried to ignore the office romance, despite evi- dence of a potentially substan- tial negative impact. Relatively few companies have policies addressing the issue, and little has been written about the management of romance - even though it affects everyone in the workplace. As the struc- ture of the workforce changes, organizations need more than ever to recognize the issue, be prepared to deal with it, and be consistent in managing it. When something other than romance causes productivity losses, lowered morale, poor quality of work, or failure to of- fer equal employment opportu- nity, management steps in to remedy the problem. It may be time for organizations that are affected to address this sticky but troublesome issue. Phillip L. Hunsaker is pro- fessor of management and director of management pro- grams in the School ofBusiness Administration at the Univer- sity of San Diego. He is the author ofmore than 80 publica- tions, including the Art of Managing People and Strategies and Skills for Man- agerial Women. Hunsaker received his PhD in organiza- tional behavior from the Uni- versity ofSouthern California.

"Spark.letta generation''? The bottled water industry ii do- ing just fin without all the hoopla, and many indunry people don't "~t~ WJWN> kind of • elle 1taetf," according to William Deal, ncut,ve director of the Interna- llonal Bottled Water AllllOCiation. Deal aald that betw en 1977 and 1982 there wa • a 93 percent in- creaae in bottled wat r ulea, and up from $276 million in 1976. Clem Wachner, communica- tione director for Sparldettl Drink. ina Water Corp.-:--cfc, oean't fin,_t to spend millions of dollars on advertising. "Bottled water ia accepted 10 California," be eaid. "It's 11 way ofhfe." Wachner aaid Californians con- .ume abo. ut 50 ~~nt of the "1ve aaJlon bottles eold in the Un 1 "t.ed States, but that the industry is ex- peri ncine tremendolll! growth na- tionally, somewhere between 10 ,,_..- 11 • may not have to advert,·= 80 heav 1·. ly ii becal116 of ....,;wing public con- oern about the quality of public = o•~ .,_..,... ~cmoe~n•. po u~tng _th~ tap water 1n areae like HacJen- . Ii ve it'an~. th la year I I will top $1 billion, ,. u , neceuary a~~6 ~r:! t I" W . f wa er supp 1ea. 1118....,.._., · armngs o II ·

Wilson Frank. handles the ad ac- count for Pure-Flo, a local water Accordmg to Frank., II106t water compapies are built around a local water source, 80 they can't expand indefinitely. Pur&-Flo, for example, geta all its water from a well in One product which bottled water companiea may start marketing wat.er, which Arrowhead'• director of marketinJ Larry Fried describes aa a "aubcompetitor" in the soft drink ware. Arrowhead has already introduced a line of apar mg water to compete with the ever 80 popular and lucrative lcl ' With such similar products as club soda and tonic water comprie- ing about two percent of a aoft 'nk. market worth $300 million a 11 are, and with more European bottlers entering the market, it may be time for the bottled water dri h company. more aggreuively ie sparkling Perrier. • Murphy, of Patrick J. Murphy Advertising ha11 stalking the North County BMW uyer and has found him to be a "I " I b' ..,,. 1tt e 1! ""'erent breed ofcat." Acconbng to reaean:h compiled been b I • • • p tri k J a c

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$2.36 per Bhan,, compared with $2.58 for 1984 Safeco said. ......,

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Son Diego, CA (Son Diego Co.) San Diego Union (Cir. D. 217,3241 (Cir. S. 339,788) NOV 3 1985

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San Diego, CA (San Diego Co.I San Diego Magazine (Cir. M. 20,3241

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I '" 'Business Update Breakfast Seminars-Lec- ture series on business topics of current inter- est, spo nsored bx IJ SD, .J:eatures Nov.. 1: "Assessing the Environment and Evaluating Strategic Option .. by Dr. Fred R. Behars. Nov. 8: " What ,s the Dow Jones Industrial Aver- age?" by Elizabeth Hennigar. Nov. 22 :. ·'A Checklist of Constructive Approaches to D1sc1- plinary Problems that will Result .in.Po~_itive At- titudes and Long-Term Producuvuy, by Dr. Robert O' eil. Continental breakfast at 7:30, ,,, seminar at 8. at Manchester Execut1¥,~ ~- ence Center, USD. Info: 260-4585 .,.<..~

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Jane The rese Hoffner and Mark Anthon • DeLuca were united in holy matrimony on Sept. 21 in Our Mother of Confidence Roman Catholic Church in San Diego. A graduate of the University of San Diego, the bride is the daughter ofMr. and Mrs. Conrad Charles Hoffner of San Diego. She is a teacher ~or _the San Diego Unified School D1stnct. The bridegroom, also a graduate of USD, is the son of Mr. and Mis. Arthur Sam Frank DeLuca of San Diego. He is vice president of Art's Inc. < /

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