The corner-gang structure arises out of the habitual association of the members over a long period of time. The nuclei of most gangs can be traced ba… - William Foote Whyte
" "The corner-gang structure arises out of the habitual association of the members over a long period of time. The nuclei of most gangs can be traced back to early boyhood, when living close together provided the first opportunities for social contacts... The gangs grew up on the corner and remained there with remarkable persistence from early boyhood until the members reached their late twenties or early thirties. In the course of years some groups were broken up by the movement of families away from Cornerville, and the remaining members merged with gangs on near-by corners; but frequently movement out of the district does not take the corner boy away from his corner. On any evening on almost any corner one finds corner boys who have come in from other parts of the city or from suburbs to be with their old friends...
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About William Foote Whyte
(June 27, 1914 – July 16, 2000) was an American sociologist, chiefly known for his ethnographic study in , . A pioneer in participant observation, he lived for four years in an Italian community in Boston while a Junior Fellow at Harvard researching social relations of street gangs in Boston's North End.
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William F. Whyte
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Additional quotes by William Foote Whyte
Without this combination of research methods, it is hard to imagine how this theoretical advance could have been achieved. If I had only relied on the anthropological studies, I would not have believed a student's report when professional anthropologists provided conflicting interpretations of the same community. Relying on the survey data alone, it would not have occurred to me to check the correlations between perceptions of conflict and perceptions of cooperation. If I had found a zero correlation, I could not have known how to interpret it.
The personnel man should regard personal resistance as entirely normal and simply as presenting problems that he has to contend with. At the same time, he must have a clear idea of his own role and functions. He must be prepared to explain them fully when asked. He must also be prepared to take a firm initiative in cases where others take such actions as may jeopardize his role.
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I must confess at the outset that I never felt at ease in dealing with Smith. Perhaps my insecurity stemmed in large part from my youth and lack of much previous experience in dealing with management people. Beyond this, Smith was known even to his associates as “a hard fellow to get to know.” He did not encourage informality. My meetings with him were generally held in his office, with an atmosphere of strictly business. Even when we had lunch together, the businesslike atmosphere prevailed. Had I been able to see him more than once a month, it might have been possible to reduce these barriers, although I am convinced that much of the problem would still have remained.
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