1929-2009 UMKC Theses - Freely Available Onlinehttps://hdl.handle.net/10355/115982024-03-28T16:35:51Z2024-03-28T16:35:51ZAlderman Jim PendergastDorsett, Lyle Wesleyhttps://hdl.handle.net/10355/141832016-02-05T22:24:26Z1962-01-01T00:00:00ZAlderman Jim Pendergast
Dorsett, Lyle Wesley
James Pendergast came to Kansas City in 1876 from
St. Joseph, Missouri. After working for several years as
a laborer, Pendergast entered the saloonkeeping business
in the West Bottoms, the heart of Kansas City's industrial
and commercial district. He became interested in local
politics soon after coming to Kansas City. An extremely
generous man, Pendergast, who was always helping the needy,
became popular with the Irish, Italian and native American
laborers who inhabited the West Bottoms. In 1892, the
working class dwellers in the First Ward, which encompassed
tbe West Bottoms, elected James Pendergast to the lower
house of the city council. Alderman Jim, as Pendergast
became known, was re-elected eight times in succession to
the lower house from the First Ward. Between his first election in 1892, and his retirement
from politics in 1919, Pendergast reigned supreme in
the First Ward. His political power, however, transcended
the boundaries of the First Ward which he represented in
the city council. Alderman Jim's popularity and political
adeptness helped him extend his political machine from its
base in the West Bottoms, into the North end. By the turn of the century, Jim Pendergast had established himself as the boss of a large area of Kansas
City. He sometimes used the large number of votes which
he controlled to further his own interests. However, he
often threw his political strength on the side of the reformers,
to further the general interests of Kansas City.
At times Pendergast's devotion to the general welfare of
Kansas City was detrimental to his own financial interests,
for he was no corrupt, self-seeking politician like so many
bosses who wielded their power during the same period. The significance of a study of James Pendergast
lies in the fact that he does not fit the stereotype of the
"typical" political boss that has been depicted by so many
writers. Unlike many city bosses during the late nineteenth
and early twentieth centuries, there is no evidence
that Pendergast was ever in the ranks of the boodlers and
grafters who sold their votes when the price was right.
Likewise Pendergast was on the side of the reformers on
many important municipal issues, not at loggerheads with
them as the stereotype often portrays city bosses. James Pendergast also merits study because of the
extremely important role he played in putting his younger
brother, Thomas J. Pendergast, on the road to political
domination of Kansas City. Alderman Jim was the most powerful
boss in Kansas City between 1892 and 1910. During
those years, the saloonkeeper put Tom Pendergast to work
within the organization, and taught him every aspect of managing a political machine. When Jim Pendergast retired
from local politics in 1910, Tom Pendergast was well trained
by his brother to assume the leadership of the Pendergast
machine. From that base created by Alderman Jim, Tom Pendergast
was able to build a larger organization, which ultimately
enabled him to become as powerful in Kansas City
as "Boss" Tweed had been in New York.
Title from PDF of title page, viewed on May 16, 2012; Thesis advisor: Robert L. Branyon; Includes bibliographic references (p. 101-103); Thesis (M.A.)--Dept. of History. University of Kansas City, 1962
1962-01-01T00:00:00ZThe complex refractive index of waterSegelstein, David J.https://hdl.handle.net/10355/115992018-01-18T21:21:54Z1981-01-01T00:00:00ZThe complex refractive index of water
Segelstein, David J.
A spectrum of the imaginary part of the complex index of refraction for water as a function of wave number was compiled from the literature and theoretical considerations. The spectrum ranged from 10⁻⁶ through 10⁸ cm⁻¹. The curve was adjusted within the limits of error for the data used until an electronic sum rule gave proper results. The spectrum was then appropriately Fourier transformed to yield the real part of the complex refractive index. The results of several calculations over various ranges were combined into one spectrum over the range 10⁻³ through 10⁶ cm⁻¹. Both real and imaginary parts are presented in graphical and tabular form.
Title from PDF of title page, viewed on September 6, 2011; Thesis advisor: Marvin R. Querry; Vita; Includes bibliographical references (p. 165-166); Thesis (M.S)--Dept. of Physics. University of Missouri--Kansas City, 1981
1981-01-01T00:00:00ZA Description of the Technical Aspects of Missouri Vanguard TheatreColes, Ronald T.https://hdl.handle.net/10355/590382017-02-22T15:52:07Z1972-01-01T00:00:00ZA Description of the Technical Aspects of Missouri Vanguard Theatre
Coles, Ronald T.
Missouri Vanguard Theatre is a small professional touring company with its base at the University of Missouri—Kansas City. This touring company performs primarily in the rural areas of the State of Missouri before audiences of all ages. The philosophy of performing for people of all ages has become the ambition of Missouri Vanguard, and the programs presented by Vanguard are expanding each year to encompass this philosophy.
Many of the touring restrictions and limitations placed upon the technical operations of Missouri Vanguard are complex and interrelated. But one of the primary restricting factors to the operation of Vanguard is imposed by the allotted budget, which limits the number of actors and technicians hired, the number of vehicles rented, the type of scenery and lighting used, and most importantly, the scenic style of productions presented.
Missouri Vanguard performs in very few buildings equipped with adequate theatre producing facilities; consequently, many existing physical conditions in the theatre plants often place limitations and restrictions upon the manner of technical operation and execution. For example, the location of the unloading area, the height of the stage ceiling, the arrangement of audience seating, and the accessibility of the electric power sources are but a few of these restricting factors.
The Vanguard technicians are obligated to operate within the limitations imposed by such things as the budget, pre-tour deadlines, truck capacities, theatre plants, and the ritual of daily tour schedules, and still construct scenery and purchase equipment that is rugged, durable and of high scenic quality.
In 1968, the first year of the Vanguard tour, many technical failings resulted from the technicians' lack of experience with touring. After the first tour, with the limited experience gained, the technicians progressed to the use of better and faster means of executing their technical work. The modified method of scenery construction for two-dimensional scenery has now become standardized, and an inventory of durable, stock flats has been increasing each year. Three-dimensional scenery and set properties are being constructed so that they break down into smaller units for both storage and handling. Both ornamental elements of scenery and dress properties have been a problem in the past, and they will probably continue to remain so simply because they are delicate necessities which often are unique to a particular production and present special problems of construction and handling.
Vanguard has progressed from renting to owning lighting equipment. In the process or acquiring lighting equipment to tour, some selections have proven to be better than others. The most extensive improvements have been made in the lighting for the out-front positions and in the portable, legged onstage light batten.
After five years of successful touring, improvements in Vanguard’s technical program are still being made. Past experiences of the seasoned technicians and new ideas of younger technicians are invaluable to the technical growth of Vanguard.
Missouri Vanguard Theatre has played to well over one hundred thousand people in its five years of existence. A total of forty-two productions and classroom programs has afforded the people in the rural areas of Missouri the opportunity to experience live theatre.
Title based on PDF of title page viewed February 22, 2017; Thesis advisor: Max Allen Beatty; Vita; Includes bibliographical references (page 117); Thesis (M.A.)--Department of Speech and Theatre. University of Missouri--Kansas City, 1972
1972-01-01T00:00:00ZThe Education of a Staff Officer: The Life and Career of Samuel Cooper, 1798-1852Veatch, Matthew Brianhttps://hdl.handle.net/10355/972612023-10-28T09:43:18Z1989-01-01T00:00:00ZThe Education of a Staff Officer: The Life and Career of Samuel Cooper, 1798-1852
Veatch, Matthew Brian
Samuel Cooper was an officer in the United States Army from 1815-1861, and a Confederate States Army officer from 1861-1865. Cooper's long career as a staff officer in the U.S. Army culminated in his appointment to the post of adjutant general in 1852. With the onset of the sectional crisis in 1861, Cooper elected to resign from the U.S. Army. He accepted an assignment as the adjutant and inspector general of the Confederate Army, and he eventually became the highest ranking general of that army. This thesis concentrates upon Cooper's pre-1852 career in the U.S. Army.
Cooper's experiences as an officer in the antebellum U.S. Army, although representative in many respects, were not entirely typical. He endured the low pay, slow promotion, and monotonous duty at remote outposts that accompanied nineteenth century army life. Yet Cooper, using a combination of natural ability, personal and political connections, and patience, was able to avoid many of the disadvantages of the antebellum army. More than most officers, he found ways to supplement his income, to circumvent the barriers to promotion, and to secure assignments in desirable locations. Thus, Cooper's career demonstrates both the difficulties nineteenth century army officers faced and the manner in which resourceful officers overcame them.
Cooper's pre-1852 career left him uniquely qualified to assume the duties of adjutant general when the opportunity finally arose. Stationed in Washington, D.C. as a staff officer for twenty-seven of the thirty-seven between 1815 and 1852, Cooper had experience in the Adjutant General's Office, the Headquarters of the Army, and the War Department. His service as an artillery officer in garrison, a field staff officer, and an inspection officer enhanced his qualifications to be adjutant general. By 1852, Samuel Cooper possessed the administrative expertise required to perform the duties of adjutant general of the United States Army.
Title from PDF of title page, viewed October 27, 2023; Thesis advisor: Herman M. Hattaway; Includes bibliographical references (pages 261-269); Thesis (M.A.)--Department of History. University of Missouri--Kansas City, 1989
1989-01-01T00:00:00Z