USD Magazine, Spring 1996

Business Strategies for a Global

ears ago, a popu lar song lamented, " I'd love to change the world, but I don't know what to do." T hat refrain still echoes throughout our society.

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Every day, we confront so many problems - violence, social inequality, corruption and plain old meanness, to name a few - that it often seems as if we should throw up our hands, forget about trying to change the world and think only of ourselves. Fortunately, our society is blessed with a number of people who refu se to believe that changing the world is an impossible task. A few of them are featured on these pages. In our Alcala Almanac section, for exam- pie, you' ll meet alumna Kathleen Dunn Wellman , who never stopped believing she could make a difference for homeless men in her community, and alumnus Todd Cote, who uses his medical training to heal those who might not otherwise have access to medical care and to educate children and families about health issues. In " Faith, H ope and Charity," you 'll discover how university ministry staff provide comfort, coun- seling and guidance to members of the USO communi- ty while encouraging students and employees to reach out to other communities. In "Sowing the Seeds of Success" and "Doing the Right Thing," you 'll see that USO professors are teaching students how to be sue- cessful in today's world, but also are teaching ethical and moral values at the same time. We can take heart that these unselfish people are working to improve our society, but more important, we can take a lesson from them, too. Each of these stories is about people changing just a small part of the world around them and improving life for just a few other people. If every one of us does the same, together we can change the whole world.

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SPRING 1996 Volume 11 , Number J

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USD MAGAZINE

Sawing Tbe Seeds DI Success Teaching Business Strategies for a Global Marketplace By Jill Wagner '91 American businesses in the 1990s are facing fierce competition for consumer dollars. Success in the marketplace today requires out-producing and out-selling foreign-based companies in both domestic and international markets. As more U.S. firms move into the global arena, two School of Business Adminis– tration professors are teaching strategies to help businesses achieve world-class status.

EDITOR Trisha J. Ratledge CONTRIBUTING EDITORS Kate Cal!en Michael R. Haskins Jill Wagner '91 ART DIRECTOR V isual Asylum PHOTOGRAPHERS Pablo Mason

Jonathan Woodtvard ILLUSTRATION Amy Levine Troy V iss

Faith, Hape and Charily University Ministry Nurtures the Spirit of USD By Patti Testerman

THE UNIVERSITY OF SAN DIEGO

Just as the process of learning cannot be confined solely to a classroom, neither can the growth of the spirit be limited to any specific place or time. Recognizing that spiritual needs know no boundaries, USD's Office of University Ministry is growing to provide support and outreach to the USD community and beyond.

PRESIDENT A lice Bourke Hayes VICE PRESIDENT FDR UNIVERSITY RELATIONS

John G- McNamarn DIRECTOR OF PUBLIC RELATIONS Jack Cannon DIRECTOR OF ALUMNI RELATIONS John Trifiletti '78

Doing the Righi Thing By Michael R. Haskins

Complaints about the lack of ethics and morals in today's society abound. While many political pundits and newspaper columnists lament the moral decay of our society, however, a number of USD professors are addressing the need - and the desire - for new ways to examine ethics and reintroduce ethical principles into our lives. These professors have found that people in overwhelming numbers are looking for guidance in re-establishing ethics as a cornerstone of our society.

USD Magazine is published quarterly by the University of San Diego for its alumni, parents and friends. Editorial offices: USD Magazine, Publications Office, University of San Diego, 5998 Alcala Park, San Diego, CA 92110-2492. Third-class postage paid at San Diego, CA 92110. USD phone number: (619) 260-4600; emergency security: (619) 260-2222; disaster: (619) 260-4534. Postmaster: Send address changes to USD Magazine, Publications Office, 5998 Alcala' Park, San Diego, CA 92110-2492.

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Hahn University Center will serve as headquarters for a projected 2,000 media representatives covering the debate, while other USD locations will house offices for the candidates and the Secret Service. USD faculty and staff are familiar with the requirements of putting on a presidential debate. The university was selected as a debate site in 1992, but the USD event was later canceled due to scheduling difficulties with the candi– dates. USD's preparations for that event, which demonstrated the university' s willingness and ability to stage a debate, were factors in the decision to designate USD as a 1996 site. USD is one of four universities that will play host to 1996 Presidential or Vice Presidential debates. Washington University in St. Louis will host the first presidential debate on Sept. 25, Trinity College, in Hartford, Conn., will host the second presidential debate on Oct. 2 at the Hartford Civic Center, and the University of South Florida in St. Petersburg will host the vice presidential debate at the St. Petersburg Bayfront Center on Oct 9.

he University of San Diego was selected in January by the Commission on Presidential Debates as the site of the third and final 1996 Presidential Debate, to be held Wednesday, Oct. 16. USD President Alice B. Hayes says the debate will be an extraordinary occa– sion for students and faculty to organize and participate in seminars, conferences and other educational events accompany– ing the debate, and for students to perform volunteer work for the commission, the media and political groups. "We are tremendously excited by this opportunity to make history," Hayes says. "This event will teach our students an unforgettable lesson about democracy." Hayes also notes the debate will provide national recognition for USD, showcasing the university to millions of television viewers worldwide. Soon after the selection of USD as a debate site was made public, university officials met with members of the com– mission and with representatives of national media organizations to begin preparations for the debate, which will take place in USD's Shiley Theatre. The theater will be renovated to accommodate the event, with improvements that may include replacing bench seats with stan– dard auditorium seats, enlarging the stage and adding air conditioning.

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"We were able to craft a long-range plan. We're proud to say we've met all the goals and we're now in our second stage," Trifiletti says. "Events, activities and alumni participation in the annual fund are at an all-time high.'' Trifiletti is a natural for his role as ambassador to alumni and parents. He was the youngest of four children and from an early age participated in the entertaining and socializing connected with the family's manufacturing busi– ness. "As a child, I had no fear of people whatsoever," Trifiletti says. "I wasn't shy in front of large groups, and I was certainly the comic of the family.'' His family taught him important val– ues, too. "I learned from my family how to treat people, about hospitality and going the extra mile.'' When Trifiletti entered USD as an undergraduate in 1974, he had no idea of the experiences that lay ahead. "But I knew from the moment I walked onto this campus there was something special here," he says. "It wasn't until much later in my academic career that I learned that didn't just happen to USD - it was planned by Mother Hill and Bishop Buddy.'' Trifiletti says his deep respect for the personal commitment and accomplish– ments of Mother Rosalie Hill make him a proud recipient of the award that bears her name. "I see in USD today what Mother Hill set out to do," he says.

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It is amazing that this friendly decep– tion was carried out behind Trifiletti's back, considering that "Trif," as he is known, is usually the man behind the scenes. There were close calls, including one a few moments before the program started. Admittedly fanatical about details, Trifiletti had tried to check the name of the newest honoree on the recognition plaque. "The plaque was draped so tight it was practically upholstered," he says. Michael Liuzzi '76 (J.D. '80, LL.M.'83), who helped plan the surprise, steered Trifiletti away from the plaque before he could discover the true identity of the honoree. The Mother Rosalie Hill Award is named for the founding president of the San Diego College for Women and is given annually to an alumna or alumnus who personifies the spirit and philosophy of the university. One of the criteria of the award is that the recipient demon– strates service to and support of the goals of the alumni association. Trifiletti is unique in that he helped establish those goals soon after he became the director of alumni relations in 1988.

director of USD's Office of Alumni and Parent Relations, John Trifiletti '78 was busy orchestrating activities for Homecoming Weekend last fall. Little did he know that entirely dif– ferent plans were being made behind his back. Among other tasks, Trifiletti was involved in nominating and selecting the recipient of the fifth annual Mother Rosalie Hill Award. Trifiletti sat on the recognition committee, contacted the family of the proposed recipient, con– ducted research and, with his staff, planned every detail of the recognition dinner, including preparing a video pre– sentation about the honoree. When the time came for the video presentation, however, a well-planned switch was made. The subject of the video was none other than Trifiletti him– self, the 1995 recipient of the Mother Rosalie Hill Award. " I was shocked," says Trifiletti, shaking his head at the memory. "Touched, embarrassed, the whole thing. A lot of people went out of their way to totally surprise me."

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THE HOUSE ON THE HILL

t night, from her house high on a ridge in Carlsbad, Calif., Kathleen Dunn Wellman '71 (J.D. '74) could often see the campfires

Kalhlaen Dunn Wellman '71 (J.D. '74) and family al Iha Alumni Mass.

when her third son was born with Down syndrome in 1991. But the highest praise was reserved for her work with La Posada de Guadalupe. "Kathleen is a visionary whose caring and compassion, combined with her for– midable practical skills, her boundless faith, energy and obstinacy, united the community to a common purpose - to help relieve the suffering of the home– less," the award citation read. Although the shelter she helped estab– lish has done much to help homeless men in Carlsbad, Wellman's work with the organization is far from over. She still participates as one of the facility's directors, finding new sources of funding and staying on top of the legal aspects of the shelter's land lease with the city. As she explains the shelter's amenities - from the grounds and garden the resi– dents themselves landscaped and planted to the clean beds and dining hall that make La Posada look more like a dormi– tory than a shelter - she also points out the tents of the homeless who still live in the canyon below the shelter. Wellman can be proud, however, that for many homeless men she helped pro– vide a house of their own on the hill.

Catholic Charities, which runs the shel– ter, La Posada de Guadalupe de Carlsbad opened four years ago. Since then, the shelter has provided more than 1,200 men with housing, food, health care, English classes and employment leads. "There never were any guarantees that we would succeed," says Wellman, recalling the numerous tasks she faced in helping obtain the land, raise money and find donors of materials and services for the shelter. "We decided to do the best we could so, at the very least, we could make a statement." The strength of that statement was one reason Wellman was honored in Decem– ber with USD's Bishop Charles Francis Buddy Award, given out at the annual Alumni Mass. The award recognizes an alumnus or alumna who demonstrates service to others and the community, and who makes significant contributions to his or her professional field. At the Mass, Wellman was praised for her two decades of work as a probate lawyer in Carlsbad, where she was instrumental in forming a branch of the Lawyers Club, an organization devoted to the advancement of women in the legal profession. Wellman also has worked with the Carlsbad Housing Commission, the St. Patrick Catholic Church and School and the Down Syndrome Association of San Diego. She got involved in the latter organization

lit by the homeless in the canyons below. When she drove her son to nursery school, she saw homeless men, most of whom were migrant workers, lining the roads and waiting to be hired to work the farms that cover much of the city's land. Like many people, she felt powerless to do anything for these men. But in 1990, when some local busi– ness owners, tired of the migrant work– ers who hung around outside their store, chained a homeless man to a railing, put a bag over his head and pasted a sign reading "No Mas Aquf" (No More Here) to his body as an example to other migrant workers, Wellman decided that enough was enough. "That incident was a flashpoint for me," she says. "It's the kind of thing you read about that happens elsewhere. I thought to myself, 'How can this happen here?'" Soon after the incident at the store, Wellman and a group of concerned citi– zens from her church came together to decide what they could do to alleviate the plight of the homeless in their com– munity. The group, which eventually evolved into a nonprofit organization called Caring Residents of Carlsbad, decided to focus on building a shelter where homeless men could be safe and get a fresh start. After Wellman used her legal exper– tise to help the group cut through miles of red tape, deal with city officials, search for funds and connect with

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~ 0 .l:"tune Pattengill's cycling career began while he rehabilitated from a knee injury in high school. As a youth, soccer was his sport of choice, and USD's Division I soccer team played a major role in luring Pattengill from his San Francisco home to Southern California. But once he got a taste for cycling, he couldn't get enough. He initially tried to fit in both soccer and cycling at USD, competing in collegiate cycling competitions during the soccer off-season "I just gravitated toward cycling," says Pattengill, who currently is ranked as one of the top 30 cyclists in the nation. "It's pretty exciting when you can translate the power from your body into speed and velocity." When Pattengill's academic work began cutting into soccer practice - he was a double major in marine studies and computer science - his playing time diminished. Cycling proved the best solu– tion, as he could set his own training schedule to work around lab times. That freedom, juxtaposed with the challenge to stay focused on the next competition, continues to excite Pattengill about his job. From his home in Reno, Nev., Pattengill typically heads toward Lake Tahoe when training for the long, hilly road races. He's one of six members of a team sponsored by Mongoose, a bike manufacturer, but prefers to work out alone on most days. Pattengill generally wakes up by 7 a.m., eats some breakfast and hops on his road bike for a two- to three-hour morning ride. He alternates practicing sprints and long, slower-paced intervals before returning home for lunch and a nap. His two-hour afternoon workout takes a new route and incorporates different tactics. The 26- year-old cyclist always trains with a heart rate monitor that charts the intensity of his workout. "The monitor is my little buddy, push– ing me," Pattengill says. Pattengill sticks to his workout sched– ule through the winter, then travels from race to race almost continuously from March to September. The winter also is a time to handle the business side of cycling for a living. In searching for contracts

that will pay the bills, he sends out resumes, photos and cover letters to potential sponsor companies. It's much like searching for a job, Pattengill explains, but he has to do it every year. Last year, Pattengill took on a new job racing mountain bikes for a team spon– sored by Amp Research. The Laguna Beach, Calif., company recently switched from manufacturing motorcycles to build– ing full-suspension mountain bikes. Maneuvering along dirt trails through trees and streams is vastly different from grinding out 100 miles on asphalt roads, but Pattengill says he enjoys the chal– lenge. "Mountain biking is you and the course for three hours. It's much more of an individual, all-out effort," he says. The courses mapped out for mountain biking competitions range between 30 and 35 miles and require well-honed technical riding skills. Road competitions, on the other hand, call for tactical skills and knowing when to push and when to ease up and give your body a rest, he says. "This next season I just hope to show the sponsors a little hope and promise," Pattengill says, noting that mountain bik– ing is increasingly popular and will be included in the 1996 Summer Olympics. Encouraged by his results in both sides of the sport, Pattengill will compete in road and mountain races again this sea– son. Much of his effort, however, will go into road competition, because in May Pattengill will be one of 150 cyclists vying for a spot on the five-man U .S. Olympic team. His berth in the 1996 Olympic trials requires him to ride in six races in four cities within a two-week period. Pattengill's outstanding record last year qualified him for the trials. He won three road races in 1995 and was the eighth American to finish the grueling 160-mile professional championships held in Philadelphia. In mountain biking last year, Pattengill consistently finished in the top 50 out of several hundred competitors. Not bad for the first season, he says. One of the biggest thrills, however, is not in the finish but enjoying the ride as hundreds, even thousands, of fans look on. "I couldn't believe the huge crowds at the mountain bike races," Pattengill says. "In a lot of the places we compete, every– one is really impressed by what we do and excited about bike racing."

Derby Pattengill '92

D erby Pattengill '92 has a job that reg– ularly takes him to places such as Belgium, Honduras and Costa Rica. His job requires him to careen down moun– tains as he dodges trees and jumps over ravines. He spends his days on a bicycle, training for road races and mountain bike competitions throughout the world.

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Todd Cote '82 Nanied

California Faniily PbyJician of the Year

"I think I was kind of young," says Cote, who was 34 years old when he received the award. "The award is for positively representing what family prac– tice is supposed to be about, and it's a great honor in that it recognizes what I do, as well what to do. So in that sense, it was important that they chose a young physician." Cote comes across as relaxed and down-to-earth, especially considering his schedule and how much he has accom– plished thus far in his career. After grad– uating from USD, Cote received his medical training at Saint Louis University School of Medicine, then returned to Bakersfield. In the mid-1980s, while still an intern, Cote created a program called "Housecalls for the Homeless." Since then, the program has grown into a com– munity health network, which includes a mobile clinic operated out of a specially equipped van. Cote and his colleagues united workers from a variety of health care fields to establish what is essentially a "hospital on wheels." In addition to running a private prac– tice that includes 4,000 to 5,000 patients, Cote is president of the Kern County Medical Society and devotes time to the Family Practice Speakers Bureau, traveling to elementary and high schools to talk about smoking, AIDS and drug abuse issues. He also is president of the Alliance Against Family Violence, the position in which Cote says he takes the most pride.

"I think structure is very important today. It's missing in so many families. You find that structure in religion," he says. Cote goes on to say that he is not a "goody two-shoes. I have always ques– tioned everything, which is so important to do. That's one reason I'm proud of USD. The professors encourage you to question, to look at different perspec– tives." Cote is fascinated by different perspec– tives, different ways of life and, in par– ticular, indigenous peoples of the world. He and his wife, Jean, a speech and language pathologist, enjoy traveling together, and count among their travel highlights a visit with Australian aborig– ines. In January, the couple joined the organization Helps International Angels of Healing Mercy on a medical mission to Guatemala, providing medical care in remote areas. The trip was an educational one for Cote. "These people, who don't have a lot, have more to teach us than we bring to them," he says. "They know how to be happy." Coincidentally, Cote was returning from another trip to Guatemala last year when he learned he had been named Family Physician of the Year. While he's always been comfortable lobbying the press to gain attention for others, Cote found being in the spotlight for personal achievement a little overwhelming. "I was very humbled by it," he says. "My hope is that it encourages other physicians to rethink why they do things, and encourages their support."

Todd Cote '82 on a medical mission in Guatamala.

When

you're trying to gain media attention to mobilize community action on behalf of the homeless, it helps to know a reporter or two. That's one rea– son Todd Cote '82, M.D., is delighted that so many reporters in his hometown of Bakersfield, Calif., are also his patients. "I have to talk to the press a lot, so it works to my advantage to keep them happy, and vice versa," he jokes. The media's attention was focused on Cote when the California Academy of Family Physicians presented him with the 1995 Family Physician of the Year Award at the CAFP Annual Scientific Assembly in San Francisco last year. The award is presented to a family physi– cian who embodies the finest characteris– tics of the specialty of family practice.

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!Aym-lnng smch foe a new University of San Diego provost and aca– demic vice president ended in January when Francis M. Lazarus was selected from three finalists to fill the position. Lazarus, currently vice president for aca– demic affairs at Wisconsin's Marquette University, will on July 1 succeed Sister Sally Furay, who is retiring after 24 years as USD's provost. Lazarus says he was attracted to USD "because it is a young and dynamic uni– versity with lots and lots of potential." He's also eager to work with President Alice B. Hayes, whom he has known professionally for many years but never worked with directly. A native of Elma, N.Y., Lazarus joined Marquette in 1988 after eight years as dean of the College of Arts and Sciences at the University of Dayton in Ohio. Prior to joining Dayton, he was associate academic dean at Salem College in Winston-Salem, N.C. During his seven years there, Lazarus was chairman of classics and director of the honors program. Lazarus' administrative experience dates from his years in North Carolina and a one-year stint in 1978 as special assistant to the president of Memphis State University, which came after he was named an administrative fellow of the American Council on Education. Throughout his career as an admin– istrator, Lazarus has continued the scholarly work in Latin literature and archaeology he began when he earned a master's and a doctorate in classical languages from Cornell University. One of his main interests is tracking the idea of luck and good fortune through Latin literature, he says.

Falhar lliduu,I P. Mdlrien

FUTURE TALK A sellout crowd packed the Hahn University Center Forum on Feb. 2 to hear Father Richard P. McBrien, one of America's most prominent theologians and a theology professor at the University of Notre Dame, deliver a speech titled "The Future of the Church: Looking Toward the Third Christian Millennium." Father McBrien, the author of 15 books including the Encyclopedia of Catholicism, drew upon current trends, changes and priorities in Catholicism to project the themes and ideas that will play key roles in determining the future course of the Catholic Church. The audience alternated between applause, laughter and reflection during the one– hour talk, as the charismatic Father McBrien traced the evolution of the Catholic Church, discussed the changes rooted in Vatican II and challenged Catholics to spur a new era of renewal and reform as the millennium approaches.

Francis M. Lazarus

Lazarus currently uses his spare moments to study Greek architecture and Roman epic poetry. In February, he delivered a paper to the Association of Catholic Colleges and Universities on the history and current standing of aca– demic freedom in Catholic universities. As provost at USD, Lazarus says he plans to continue his research, both for personal development and as a role model for the faculty. His interaction with the faculty during the interview process and initial look at USD's academic affairs immediately impressed Lazarus. The diversity of aca– demic programs, the exceptional creden– tials of the professors and the dedication to both teaching and scholarship convinced Lazarus USD was the next natural step in his career. "I am a person who is absolutely dedi– cated to the academic development of the university and faculty," Lazarus says. "My goal will be to work with the deans and faculty to mount the best possible academic program for the students. Excellence is really the bottom line."

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Business Strategies for a Global

STRATEGIES FOR SUCCESS As an increasing number of small and mid-sized U.S. companies work to develop worldwide appeal for their products, stu– dents are priming themselves for jobs in the international sector in the same way Quijano did. Professors at USD's School of Business Administration emphasize the need for workers who think on a global scale and understand business practices of other industrial nations. "Business activity has become global," says Dennis Briscoe, professor of inter– national human resource management. "Firms borrow money from foreign banks, hire employees born in foreign Gountries, buy parts from foreign suppliers, sell their products and services to foreign customers, and send their employees to work in foreign subsidiaries." In his classroom, Briscoe teaches students about the growing desire of companies to find "global managers" who understand multiple languages and are knowledgeable about several cultures. David Burt, professor of supply man– agement, has spent much of his career studying international purchasing prac– tices. He teaches his students about a system he calls the American Keiretsu. Burt asserts U.S. firms would be wise to adopt a practice similar to the Japanese "keiretsu," which loosely translated means "group." The strategy involves manufacturers, suppliers and financial institutions working as partners to develop and market new products. Burt calls the American Keiretsu a strategic weapon for global competitiveness, and he has reached beyond the campus to share his ideas with businesspeople and other scholars by publishing a text on the subject. Briscoe and Burt both insist that to remain successful in an increasingly complex and competitive market, American firms must take a long look at these strategies. THE GLOBAL EXECUTIVE Sitting in his office, surrounded by books on international business piled floor to ceiling, Briscoe explains that large American firms have sought inter– national customers for decades. U.S. multinational corporations - companies

rian Quijano '94 trekked to Japan 14 times in the last 12 months. His work as a buyer for Quantum Corporation, a Silicon Valley computer hard disk manu– facturer, requires monthly interaction with foreign suppliers from whom Quijano buys components for Quantum disk drives. Quijano's job is not unlike those of buyers all over the United States, who are compelled to look beyond this coun– try's shores for affordable, quality parts that will keep prices down. To compete with foreign companies that have estab– lished themselves in U.S. markets and lured loyal customers away from domes– tic manufacturers, American firms are realizing the need for global business plans. Domestic manufacturers of products from toothpaste to computer equipment to automobiles can no longer rely on this nation's consumers to sustain their busi– nesses. Foreign competitors continue to introduce new products in the United States, attracting customers with quality, low-priced goods. Foreign competition also is dividing consumer dollars among companies that sell similar products. To compete with the myriad of inter– national corporations selling goods and services in the United States, American companies are reaching out to foreign markets for parts, labor and new cus– tomers. Business in the 1990s is about expanding to the international market, about keeping the global customer in mind. Quantum is 16 years old, quite young compared with other well-known multinational corporations such as Coca– Cola and McDonald's, but is already the world's largest supplier of disk drives, Quijano says. Savvy companies like Quantum have discovered global-mind– edness begins at home with strategic planning and educated workers.

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and English, have a strong base in Brussels and contacts in the Pacific Rim, and know the cafes and bars of Singapore." MANUFACTURING MUSCLE When David Burt talks about American competitiveness, he disputes the popular notion that our economy can flourish as a service industry. Capitalizing on the information age and services accompany– ing communications technology will certainly help the economy, he says, but maintains that for our standard of living to truly improve, U .S. businesses must become globally competitive in the man– ufacturing arena. "There are some people who believe we can get by as a service industry," says Burt, a professor at USD since 1981. "I happen to be one of the people who believes we've got to have a manufacturing base. In order to have a viable manufacturing base, it means that supply management becomes increasingly important." Ninety-two percent of the cost of an Apple computer, for example, is from supplied materials, Burt says. As a pur– chasing scholar searching for improved ways of doing business, Burt likes the idea of an American Keiretsu relationship because it teams manufacturers with suppliers and focuses both on reducing costs and improving quality. THE AMERICAN KEIRETSU Burt's strategy, although foreign in its origin, is uniquely adapted to the American style of doing business and shaped to encourage U.S. companies to help each other achieve world-class sta– tus as manufacturers of quality products. One of the biggest obstacles for manu– facturers to overcome when developing a product is defective parts that affect the quality of the final product, Burt says. Substandard materials, poor workmanship and inattentive service have become a way of life in America, he laments in his book, The American Keiretsu, A Strate– gic Weapon for Global Competitiveness. Consumers experience these phenomena when shopping for everything from shoes to new homes; purchasing agents are faced with them when buying materi– als from domestic and foreign suppliers.

developing new products or searching for new markets. Briscoe tells his students to expect to work in a foreign country at some point in their career, and encourages them to study another culture that piques their interest. At the same time, the business school's curriculum requires students to study a second language. Quijano, who understood the changing job market, began his education by studying Japanese for three semesters. He also participated in an exchange program with San Diego's sister city, Yokohama, Japan. The recent graduate now holds a position strikingly similar to one described in a recent School of Business Administration newsletter. Briscoe quoted the CEO of the U.S. Conference Board, who describes global managers like this: "The successful managers of the future will probably speak both Japanese

with subsidiaries spread around the globe - comprised the majority of the top 500 international firms in the 1960s and 1970s. Today, however, the list of the top 500 multinational firms includes companies from 40 to 50 different coun– tries, he says. The intensified competition from other countries is forcing U.S. firms to search out employees who understand the global economic market and the social and political nuances of different countries. These global managers will work with personnel who are foreign born to help them understand the corpo– rate philosophy of the parent company, manage employees who are sent abroad to work in subsidiaries, and help workers and their families adjust to a new culture and a new job. The global executives also will represent the international customer to parent company officials who are

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and benefiting from the materials or services they have to offer. The Japanese keiretsu fosters an isolationist attitude that is looked upon warily by the rest of the global economic players. The American Keiretsu, on the other hand, fosters relationships that guarantee business between a manufacturer and supplier, but also encourages the supplier to seek other clients, Burt explains. All firms are equal in the American Keiretsu, with each partner focused on success in the marketplace. Japanese keiretsu groups are hierarchical and smother the ability of supplier firms to seek profits beyond those generated through the partnership. From the purchasing standpoint, suppliers are essential to helping manu– facturers achieve global success. The American Keiretsu relationship is an ideal marriage between firms that are dependent on each other. "It is simply unreasonable to assume that any firm can achieve world-class status without world-class suppliers," Burt writes in his book. international business sector, Quijano, Briscoe and Burt are anxious to see U.S. firms succeed in the global market. They can pin– point where improvements are needed and suggest solutions for improving competitiveness and strengthening INCENTIVE TO SUCCEED As employees and scholars of the the economy. They also know that without competition from foreign firms, U.S. business lead– ers may still be resting on past successes with little incentive to improve production practices or plan for long-term viability. "Without competition we wouldn't be striving to become better businesspeople and improve our economy," Quijano says.

holding down costs. It's a marked depar– ture from the typical U.S. business rela– tionship, in which buyers usually pur– chase parts or components at the lowest cost, without regard to quality. Burt, however, is careful to draw a distinction between the American and Japanese keiretsu. The latter has received considerable attention in the past few years, not all of it positive. Companies in Japanese keiretsu relationships are tightly bound to each other, with the small supply firms unable to do business with anyone but the manufacturer that heads the keiretsu. This closed-loop system, U.S. business and political leaders complain, shuts out the possibility of international companies doing business with many Japanese firms

Manufacturers typically blame 50 percent of their quality problems on supplied materials, Burt says. Nationally, the problem stems from the years following World War II, when profits were plentiful, foreign competition was minimal, and attention to quality faltered. Now, with countries like Japan and Germany turning out superior elec– tronics, communication equipment and cars, among other products, U.S. firms are struggling to keep up. When Japan and Germany were rebuilding their economies following the war, business and political leaders in those countries joined forces to develop long-term strate– gies that regarded manufacturing as a key component to a healthy economy. During the same period in the 1950s and 1960s, American executive officers and managers were lulled into believing they would always dominate their markets. Businesses dealt with short-term strategies to increase profits but neglected long-term plans for sustained viability. The American Keiretsu system squarely addresses the quality prob- lem and advises manu– facturers and suppliers to form partnerships to produce business exclusively with the sup- plier, the manufacturer provides incentive for the supplier to deliv- er high-quality materials on time, Burt explains. If the supply firm needs better equipment or addition- al funds to produce a higher-quality product, the keiretsu partners work together to find the needed funds. This type of cooperation between buyers (the manufacturing firm) and suppliers helps guarantee quality while the needed components and the completed product that will be sold on the mass market. By agreeing to do

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By Patti Testerman

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University Ministry Nurtures the Spirit of USD

Just as the process of learning cannot be confined solely to a classroom, neither can the growth of the spirit be: limited to any specific place: or time. Recognizing that spiritual needs know no boundaries, USD's Office of University Ministry is growing to provide support and outreach to the: USO community and beyond. With new programs, an expanded staff and a number of other changes - including a recent switch in name from ..campus" to "university" ministry - USO is realizing the: vision of min– istry that sc:rvc:s the: entire university community: alumni, parents and benefactors as wdl as students, staff and faculty.

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At the same time, USD's other predecessor institution, the San Diego College for Women, assigned women religious coun– selors to each of the classes. The counselors looked after the spiritual, emotional, intellectual and moral development of the students, arranging to visit each of them two or three times a semester and to be available for counseling as needed. These days, students are still looked after, but the work of the six full-time staff members in the Office of University Ministry now goes even further. In recent years, the depart– ment's mission broadened and campus ministry was given a new name to reflect the office's expanded mission. The switch from "campus" to "university" ministry illustrates a commitment to serve the entire university community, a commitment stressed by USD's recently retired president, Author E. Hughes, and carried through by his successor, Alice B. Hayes. "Dr. Hughes had the vision that ministry at USD would reach out not only to students, staff and faculty, but also to parents, alumni and benefactors," says Monsignor I. Brent Eagen, who was appointed vice president for mission and min– istry in 1993. "That is more than just a campus activity, it is a university activity." A Focal Point for Faith Ministering to students often happens in unexpected ways, especially when students are encouraged to venture beyond the campus. In addition to the Tijuana housebuilding retreat, university ministry sponsors hunger and homeless awareness programs, an annual Night Without Shelter (see "One Night Without Shelter," page 15) and volunteer opportunities at St. Vincent de Paul Catholic Workers Soup Kitchen. There are class retreats and strong involvement in liturgical services through groups like the Founders Chapel choir, which has grown in numbers, repertoire and instrumentation under staff member Annette Welsh '79. Finally, the office is planning a pilot program through which students will be able to reflect on the meaning of their experiences. "Because we live in a pluralistic society, the theological per– spective isn't always automatic: How does this fit with what we read in the Gospel? How does this fit with what Jesus did? How are we becoming more Christian by involving ourselves?" Monsignor Eagen says. "Look at your faith and look at the problem and see how the two intersect."

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formed a bucket brigade. Hauling bucket after bucket of wet cement

some 100 yards tot e house, then up to the people on the scaf– fold, then further up to the roof. Bucket after bucket, six to eight hours a day. Putting on a roof is probably the hardest part of building a house. There's no electricity in this part of Tijuana, Mexico, and no running water. Just 25 USD students, faculty and staff members, here to help their neighbors. The Tijuana Housebuilding Project is just one way USD's Office of University Ministry helps students improve the world around them. Once a semester, student volunteers attend this weekend retreat to work and learn. The experience includes a night visit to the U.S.-Mexico border where students speak, through a translator, to Mexicans trying to cross into the United States. The students pray together and listen to experts explain the social and economic realities of life for the Mexican people. The experience not only helps the community and teaches students about cultures that lie outside the university gates, it also increases their awareness of the need for cooperation and interdependency in today's world. "The fact that you have to work so hard and rely on some– body else breaks down a lot of boundaries," says MaryEllen Pitard '69, associate director of university ministry. Breaking down boundaries and building understanding is a goal the Office of University Ministry hopes to achieve with every USD student. The Tijuana Housebuilding Project and other traditional programs have long been a part of fostering that understanding. As society becomes increasingly complex, however, USD's university ministry is changing and expanding to address the spiritual and social needs of the USD communi– ty, to embrace issues both on campus and off, and to offer new outreach in an effort to show USD students how they can improve their world. From ''Campus" to "University" Ministry The roots of USD's formal ministry program were growing even as the institution was in its infancy. For Bishop Charles Francis Buddy, founder of San Diego University, one of USD's predecessor institutions, taking care of students' spiritual needs was a primary concern. The campus chaplain and faculty priests were charged with attending to the spiritual welfare of the students, but Bishop Buddy inspired a more personal involvement, setting an example by taking an active interest in students, faculty and staff.

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Amid all the activity, however, university ministry is perhaps best described by the program's director, Father John D. Keller, O.S.A. Father Keller, who came to USD last August, calls uni– versity ministry "a focal point for realizing USD's deep

Finding ways to build relationships has long been a part of USD ministry. The tradition of off-campus retreats dates to 1969, when students initiated The Big Old Sharing Session, or BOSS Weekend, a loosely organized weekend of activities meant to foster self-awareness and promote better relationships. Pitard recalls attending BOSS Weekends as a student. "BOSS Weekend meant branching out in new directions and realizing that beyond providing Masses and reconciliation, there was a need to tap into the students' spiritual growth in other ways," she says. These days, university ministry plans retreats that are more contemplative and tailored to specific groups, such as women's and athletes' retreats. They also are developing a two-day City of God Retreat, which will be an effort to see the beauty and wonders of San Diego as well as the hardships. "It's a little like helping fish recognize water. The students aren't going to say, 'Wow, the Price Club,'" says Keller. "The only way we can contrast that is to go simpler: Go to St. Vincent de Paul with those hardships, then bring them to the Missionaries of Charity who live the simple life of Mother Teresa. Then talk about poverty and hardship and explain that when it's imposed, it makes a difference. One ennobles and the other diminishes, and yet it's the same thing in a way." The retreats are always popular with students. Rich Youska '87, a marketing executive who now lives in Wichita, Kan., fondly remembers taking part in outreach weekends and cam– pus food drives, and says those experiences still affect his life. "I have very strong feelings about the retreats,'' says Youska, who continued his volunteer work when he traveled to Croatia three years ago as part of an international relief team. "Getting together with a group of people from different backgrounds and religions, and building a community around that, was one of my best experiences." Reaching Out to Other Faith Traditions A Roman Catholic university in mission and tradition, USD expects students to take classes to learn about other religions and gain understanding and respect for their traditions. The annual All-Faith Service held at the lmmaculata draws partici– pants of different faiths and different communities. In addition to the All-Faith Service, which came about after a similar ser– vice was held in San Diego during the 1987 Soviet Arts Festival, university ministry offers Hispanic and Latin Masses. "My dream is for students to leave USD with a tolerance for other religions and other cultures, so we don't replicate Israel, Ireland or Bosnia,'' Monsignor Eagen says. "There has to be a way of instilling in young people a respect for other religions. When you end up fighting, it's too late." To further that mission, a number of activities supporting cultural diversity and spiritual enrichment are part of universi– ty ministry. Monsignor Eagen and Sister Betsy Walsh arrange for faculty to hear speakers discuss theological and spiritual topics at monthly colloquiums. Sister Cullen organizes a prayer

Catholic heritage, in old ways and new." The Liturgical Ministry

In years past, when the campus ministry department was quite small, students were required to attend certain religious func– tions, including First Friday Mass (caps and gowns required) and the annual spiritual retreat. But outreach was limited to the resources at hand. "When I was teaching here, there was one priest in campus ministry for about a thousand students," says Monsignor Eagen, who was a professor at San Diego University's College for Men from 1960 to 1965. "As priests, we helped hear con– fessions and celebrated Mass, but primarily we were teaching." Today, even with the addition of numerous volunteer activi– ties, university ministry continues to focus on the liturgy, with 500 to 600 students gathering for Mass in Founders Chapel each Sunday. "The liturgy is the biggest regular gathering of students on campus, and there is a great deal of participation in the prepara– tion and follow-up for special liturgical events," says Father Keller. "The students are very active and generous with their time." In addition to offering Mass, university ministry staff respond to members of the university community who choose to deepen a commitment to the Catholic Church through the sacraments of baptism or confirmation. Every year, Sister Irene Cullen '61, who has spent the past 30 years in ministry, guides students who wish to be baptized through a program of religious instruc– tion and prayer. The classes last two to three hours every Sunday night and run from September through April. "Some start with nothing, no religious background at all," she says. "Our focus is to help them find out if they're praying, if they see Jesus Christ as important in their lives. It's not how we might have been at their age, but God is working." Ministering to Generation X USD's educators have always strived to give students perspec– tive about moral, ethical and social issues. But each generation is unique in its concerns and approach. Father Keller, along with representatives from the other two major universities in San Diego, UCSD and SDSU, is planning a joint presentation on Generation X for residence directors and counseling depart– ments. Aimed at the special needs of this generation of students, the presentation is also a way to build community among the universities.

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