Lecture topic slides added or

revised since the start

of the semester

Added to “Behavior of Orgs” on 8/30

I re-worded several slides and added a

few new ones. Please just reprint these

slides if you already had a copy.

PRIVATE orgs

PUBLIC orgs

PRIVATE vs. PUBLIC ORGS

• Private orgs focus most on wants; public orgs more on needs.

• PRIorgs use money to make money; PUBorgs use money to generate services.

• PRIorgs operate more impersonally than PUBorgs.

• PRIorgs are run mainly by power; public by influence.

• PRIorgs are driven by $; PUBorgs by people.

Private orgs are the main focus of this class. Click the “PVA Writing” link on my home page for access to innovation/practical information about guidingnon-profit orgs.

Added to “Making Plays” on

8/28

Pro Ingredients for Making Plays

1.Pro experience bank account

2.Non-konformity kapabilities

3.Repertoire of positive, relationship-building interpersonal skills

4. Outside-the-box operating potential

5. Androgyny blend6. Pro respect profile7. Influence affluence

Added to “Professional Orientation Mindsets”

on 8/28

Pro Judgment-Call Ratios

1. Reality ratio: Objective/subjective perception

2. Konformity ratio: Conventional/experimental ratio

3. Pro ambidexterity ratio: IVE/EVE

4. Org-Human interface ratio: personal agendas/org agendas

5. OWO/org ratio: OWO mission/org mission

Word changes to “Behavior of Organizations” on 8/29.

Wording changes on these slide numbers:

7, 14, 19-25 These are the revised slides

BASIC DIFFERENCES BETWEEN PRIVATE & PUBLIC ORGS

• Private orgs focus most on wants; public orgs on needs.

• Public orgs use money to make money; private orgs use money to generate services.

• Public orgs have volunteers; private orgs don’t.

• Private orgs are run mainly by power; public by influence.

Insiders (power holders) DECIDE

Outsiders (employees) HIDE

Corporate executives & strategists must master the art of sailing across impersonal (automatically-operated) capitalism systems in the same way sail boaters master wind & sails towhisk overthewater.

Amoral org behavior = values-neutral (neither moral nor immoral) actions designed to attain a self-serving agenda (profit, power, personal wealth, etc.). Pursuing your personal agenda is culturally acceptable.

Corporations compete for their agenda (private profit) via exploiting amoral/impersonal economic & social systems (mass global markets for goods & financing; productive use of impersonal technology; managed economies, etc.).

ZAMPLE AMORAL CORPORATE BEHAVIORS

• Use of cheap foreign factories & suppliers (“off-shoring”)

• Debt-financed consumerism to stimulate corporate growth/profit

• Advertising & PR for consumer brainwashing & competitive imaging

• Political campaign donations to influence politicians to favor/support certain industries or companies

ZAMPLE AMORAL CONSTITUENT BEHAVIORS

• Purchasing products made in “sweatshops”

• Staying permanently in debt• Buying stock in companies that

engage in socially irresponsible activities

• Buying products (such as gas-guzzler vehicles & illegal drugs) that damage the American lifestyle

• Hiring illegal aliens to work at subsistence wages

THE PERSONAL-IMPERSONAL ORG GAP

Most employees work in a personalized org environment of person-to-person work relationships vs. the impersonal executive environment of abstract markets, industries, competition, stock reports, & financial statements. Orgs are a complex blend of two different worlds.

Word changes to “Behavior of Organizations” on 8/30.

Wording changes on these slide numbers:

15-20These are the revised slides

AMORAL ORG CULTURESCorporations, Governments, Sports, Media, Consumers, Marketing, Stock markets,Technology innovation

AMORAL CULTURE

• Pragmatism (“just do it”) if it gets you what you want• Continuous jumping in & out of the ethical behavior circle• Impersonal productivity: technology; faceless markets for human wants; controlled orgs • Tolerance of human inequality• Competition > cooperation

PAYOFFS OF AMORAL ORG CULTURE• Plentiful opportunity for corporate

growth & employee career-building• Significant control over org

constituents via advertising, PR, impersonal market functions, financing of politicians • Automated “maxi-min” operations

(Min workers & costs; Min worker self-determination; Max use of technology; Max short-run profit; Max exploitation of amoral social & economic systems)

• Trillion $ success of Facebook, Google, Amazon, etc.• Infinite choices in-home entertainment media • Professional college sports• Inexpensive consumerism via foreign-manufacturing • EZ credit & bankruptcies

PITFALLS OF AMORAL ORG CULTURE

• Social Darwinist (survival of the fittest) competition between companies & employees

• EZ ways to exploit constituents: advertising; oligopolies; downsizing

• Impersonal decision-making: follow your competitors

• Shortage of org ideals: truthful, transparent competitive strategy; sustainable wages; maintenance of democratic ideals

• General Motors key ignition cover-up• British petroleum gulf coast oil carelessness & Port Arthur refinery safety• NFL concussion cover-up• Planned parenthood fetal tissue distribution• 2008 global trillion $ scandals: mortgage industry, banking, & finance industry

Added to “Leadingmanagin

g” on 8/30

LEADERS BREAK (org culture) RULES

• Break control rules to empower performance (virtual teams)• Break job boundary rules (job descriptions) to increase employee contributions (Internal Value Employees as consultants)• Break impersonal protocols to energize & motivate employees (the 4 I AMs)

•Occasionally strive for values-based decisions instead of amoral ones (Delphi technique)• Turn formal into informal (“management by walking around”)•Pursue we outcomes over me outcomes (mentoring)

Added to Org

Cultures on on 9/2

Slide #s 14-15.

OC7 ALIEN (“blended”): An org built around the intermingling of employees (diverse “DNA” pods) from other orgs due to outsourcing, temp workers, & trans-national illegal workers : construction firms; universities; government agencies; agriculture; hotels/motels & restaurants; day car centers

UNIVERSITIES AS ALIEN CULTURES• Maintenance & technical workers

outsourced from multiple orgs• Numerous temp/fill-in workers• Tenured (permanent) & non-tenured

(possibly non-permanent) faculty• Separation of undergrad & grad

education personnel• Board of regents from outside the

university• Participation in athletics with schools

from all over the nation• Interface with state legislatures

Added to Org

Cultures on on 9/5

Slide #s 5-6

A holistic chain reaction of conscious decisions/actions

are often built around simple, often unconscious, motives

(needs & wants)

NEEDS = survival & good physical & mental health. WANTS = everything else that motivates us

Since human wants are much more plentiful than needs, corporations must convince

consumers that their needs are really wants. It’s easier for orgs

to motivate employees via wants than needs, b/c $ buys

most wants than needs.

Many of the Org Cultures slides

have been modified. You

may want to re-print these.

Added to Org

Lives on 9/14Slide #s 5 & 26

WHY COMMUNITIES?

They are the 2nd wave (personal goals) you surf

on.

WHY SERVICE?

1.You might not be 100% amoral.

2.Money & status may not be the only things you value in life.

3.Serving yourself may not be your only purpose in life.

9/16:

The Org-human interface slides have been revised,

but only material discussed in class over these slides

will be on exam 1.Also, the title of the “Org Lives” slides was changed to “Org Communities.”

9/18:

Added slides 10-12 to the Org-

Human Interface slides