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Following Social Norms in Strategy May Lead to Future Disasters
Genesis Chapter 16

If we solve problems in ways that make sense to us but are not according to truth and fairness, then we make ourselves vulnerable to catastrophic future events. As seeds grow into specific plants, so to do our actions have future consequences. While some seeds grow into sweet and nutritional fruit bearing plants, others grow into harmful and poison filled weeds. Like seeds, our actions based on the socially accepted norms of our day may create enormous disasters to come.

The entire Middle East crisis comes from a faithless action by two people. The Bible tells a story of God’s promise to Abram . His decedents would be as vast as the number of stars in the pre-modern sky. Not the stars we can see in our urban night skies of today, but those we can only see if we remove the glare from our city street lamps. This translates to billions and billions of decedents.

But how was this promise possible? Abram and Sarai were both well beyond normal childbearing years. Sarai was far past the point where she could have children and God’s promise lingered unfulfilled. Abram and Sarai’s test came in the form of time, lots of it.
Surly God’s plan needed help, so Sarai devised a “better” plan. As was the custom of the day, Sarai gave her much younger maidservant, Hagar, to Abram to be his wife. However, unintended consequences always happen. Likewise, as a direct result of Abram’s willingness to cooperate with Sarai’s plan, many suffered. Afterwards, Sarai suffered from Hagar’s improved status and resulting attitude. Hagar suffered from Sarai jealously and wrath leading to mistreatment. Abram received all the blame for participating in Sarai’s plan. From birth Hagar’s baby, Ishmael, was thrown into an environment of turmoil. Later Isaac, born to Sarai, received all the riches and blessing of his father, while Ishmael lived as a servant. The decedents of Isaac and Ishmael fight to this day.

Maybe the two very different views on God came from these very different views of a father’s love. To one, his father was all giving and full of compassion and his father’s love was unconditional. While the other son saw his father’s love as accompanied by fear, demanding, and given only after obedience and personal sacrifice.

Every social norm is not necessary healthy for our family, business, or society. Many are poisonous. We must not disregard truth and justify our actions because of personal gain, social pressure, or fleeting enjoyment. Looking past the short-term into the future is an essential part and the ultimate purpose of all strategy. However, since seeing the future is impossible, we can only strive to make plans and decisions based on time-tested truths, fairness, honesty, and selfless conviction. Time will show the consequences of all our actions, intended or not.

 

“Ability - is what you’re capable of doing. Motivation - determines what you do. Attitude - determines how well you do it.”   Lou Holtz, Notre Dame Football Coach Found by Allan Crooks, Darla Sansom, Callie Clark (TNU 2005)

The Necessity of Ethics in the Work Place   By Sean M. Alexander, Nash LeGrand, Michael Raines, and Mark Rampey (TNU 2006)   Webster’s defines ethics as “The discipline involving what is good or bad.”   Ethics is an integral part of organizational culture. That fact makes ethics one of the most important areas for an organization to focus on. In addition, culture is the rope that connects the leadership of an organization with the customer focus of the business. Without ethics, the culture of the organization will be flimsy and ill defined. Such a culture will have a negative impact on the organizations customer focus, team building, problem solving, improvement plans, and performance measures. What are business and professional ethics? Professional ethics are ideals that promote compromise between two or more parties when conflicting interests arise in a business setting. All too often, a situation will arise in business where a particular outcome will benefit one party while damaging the interest of another. In addition, two parties may have different standards of conduct that can affect decision-making. The manner in which an organization conducts itself during these situations will define that organization’s ethical culture (“Business Ethics”). Professional ethics are the basic rules and principles that companies use to operate and sustain business. There are various types of businesses, and therefore the professional ethics of organizations will vary depending upon the leadership and scope of the business. An example would be finance and accounting ethics. These areas are critical in business for a company wishing to establish a sound reputation. The recent collapses of organizations such as Enron and WorldCom have brought into question the practices of many large corporations.   Ethics are moral laws that require attention and implementation. Ethics do not just develop spontaneously. Instead, a company must establish a strong ethical culture. The company then must maintain that culture, even in the face of adversity. A proven ethical culture reveals an organization that is prepared to handle challenges. Additionally, an ethical climate helps to maintain ethical behavior at the workplace. An ethical climate empowers employees to make decisions base on what they believe is ethically pertinent. It also allows employees to make sound ethical decisions when faced with dilemmas (Fielding). An organization's approach to ethics establishes acceptable workplace behavior. The enforcement of ethical standards rests with management and line level employees alike. If an organization truly fosters an ethical climate, then self-policing will occur. Thomas Temlin noted that, “The one thing an individual can do to strengthen a climate of integrity is to maintain one’s own code. This sends a signal that might give even a deliberate crook pause.” (1) The "Front Page" rule dictates that actions taken based upon how a decision would look if displayed on the front page of a national newspaper. Organizations that utilize this rule tend to make ethical decisions. Without implementing ethical standards in view of the public, there is no gain for the organization. Professional ethics provide a reference for companies and individuals to use when making decisions or conducting business. In addition, Joanne Cummings explains that those ethical standards serve as checks and balances that promote honest dealings (1). As such, these policies and procedures should be open and available for the public to see. Why are business ethics important? The establishment of a firm code of ethical principles is essential to building an ethical organizational culture. To better fit into the company, every employee must adopt, buy into, and absorb the culture of an organization. For the employees best able to integrate into the culture, working in the organization becomes a source of pride. The satisfied employees then become the organizations’ representatives who sell the products, visions, and ideas of the company to the public. The work of those representatives is often the primary source of revenue for the organization. Given that, it is easy to see how the establishment of ethical culture leads directly to ethical business practices. Many corporations now have Corporate Responsibility Officers (CROs) who ensure ethical business practices are developed, adopted, and followed. Large corporations such as Timberland, Xerox, and Pfizer all have hired CROs in recent years (Business 3). These individuals are responsible for policing company accounting and hiring practices. Additionally, CROs conduct training in an effort to raise the overall ethical behavior of employees. The increase in the number of CROs is directly attributable to consumer pressure. Over the past several years, investor confidence has deteriorated. This is due to several high profile corruption and fraud cases. Consumers are not just looking for legal remedies to these problems. They also expect companies to display a “moral compass” that reflects the prevailing values of the culture (Arnott 6). Customers and investors expect the companies they do business with to follow standard rules, regulations, and ethical standards. In fact, some investors might “. . . demand greater reward[s] to compensate for the resulting . . . risk. . .” if companies fail to follow ethical standards (Arnott 7). LRN is a consulting firm that specializes in ethical, management, and legal issues. In January of 2006, LRN conducted a survey to measure how perceived ethical conduct affected consumer behavior. Along with the results, LRN released the following statement. “LRN has long believed that corporate cultures that self govern based upon the highest standards of ethical behavior help businesses outperform their peers. [We have] seen evidence of this within our own customer base. Ethical cultures create trust within and outside corporations. Trust encourages appropriate risk taking, which leads to innovation, which propels progress and ultimately profitability.” (PR 3) The results of the survey show that: “Half (50 percent) of Americans who own stock independent of a 401(k) have at some point decided not to purchase stock in a company because they believed it had questionable ethics. Seven in 10 Americans (70 percent) have at some point decided not to purchase products or services from a company because of questionable ethics.” (PR 4) These results clearly show a correlation between consumer spending and perceived corporate culture. The survey also questioned individuals about the ethical dilemmas they faced at work. “Nearly half (48 percent) of employed Americans have been in a situation in which they had to make a choice between what they felt was right and what their supervisor expected them to do. The majority (77 percent) sought guidance in resolving these ethical dilemmas. Ultimately, almost half (49 percent) did what they initially felt was the right thing to do, while 30 percent worked out a compromise, and almost one in 10 did what their supervisor asked despite personal misgivings.” (PR 4) The findings of the survey clearly indicate why establishing a firm ethical code is important. If organizations rely on a strong ethical code, that code will permeate the culture. In this way, culture directly affects productivity. How to Build a Culture of Ethical Behavior   According to an online article in the Atlanta Business Chronicle, building a culture of ethical behavior can be as simple as asking everyone to always do the right thing. According to this article, the book of Leviticus provides a time-tested example to avoid injustice by using honest weights, scales, and measures (Mescon). Another simple way to build a culture of ethics is to expect people to avoid unethical behavior (Brown). Some unethical behavior is obvious. Stealing should be obvious. However, many employees steal office supplies (Crawford). Some seek revenge as a reason to get back at someone or a company that treated them unfairly (Crawford). No matter what reason or excuse people have for unethical behavior, the result is a breakdown of trust that is harmful to any relationship (Highland Llamas). Unethical behavior complicates relationships and may increase the cost of doing business. It damages relationships and jeopardizes reputations (Highland Llamas). According to an online article by Ronald R. Sims, top management sets the example for accepted behavior throughout an organization (Sims). According to another online article by the Ethics Resource Center, behavior modeling is a powerful strategy leaders use to show employees how they should behave. When leaders do model ethical behavior, employees: Feel less pressure to compromise standards Observe less misconduct Generally experience greater satisfaction in their organization, and Feel more valued (Brown). Unfortunately, employees are not always present when leaders face ethical dilemmas (Brown). Leaders must develop strategies that help organizations build a culture of ethical behavior. Leaders should encourage discussions about ethics and ethical behavior during meetings (Brown). They should repeat company folklore to reinforce and share examples of ethical behavior that employees may not have been around to witness (Brown). Organizations desiring to create a culture of ethical behavior should incorporate measurement of ethical conduct in performance appraisals (Brown). They should form groups with participants having a diverse set of viewpoints to discuss and set ethical expectations (Sims). They should establish rewards to recognize and reinforce desired ethical behavior. (Sims) A culture of ethical behavior requires each individual to act responsibly and provides accountability (Mescon). Other steps that organizations can take to build a culture of ethical behavior include the creation of a code of ethics or code of conduct. This policy clearly spells out expected ethical behavior for all employees and vendors (Sims). Organizations could provide ethics training to ensure all employees have the opportunity to participate in exercises that involve ethical dilemmas (Sims). These exercises could also provide a forum for employees to participate in ongoing discussions or debates about ethics (Sims). Finally, organizations could ensure there are processes for whistle-blowing and resolving dilemmas. They should also ensure policies are in place to protect those who report concerns (Sims).   Regardless of an organization’s size, there are certain roles or functions that might be helpful in building and managing a culture of ethics (McNamara). As noted earlier, senior leadership must champion ethics in an organization (Brown). The head of an organization should lead by example and fully endorse all ethics initiatives (McNamara). An ethics committee might oversee development and maintenance of any ethics programs (McNamara). If an organization were large, committees might include an executive level committee and an administrative or management level committee (McNamara). An ethics officer or ombudsperson might also be useful to help develop and interpret policies and procedures (McNamara). An ethics officer or ombudsperson may also be responsible for resolving ethical dilemmas for the organization (McNamara). Ultimately, one person must be responsible for an ethics program. In McNamara’s online article, highly ethical organizations seem to share several guiding principles and demonstrate some obvious characteristics. The four guiding principles are: Diverse internal and external stakeholders are at ease in dealing with each other because they understand the ground rules for interaction and share ownership of the responsibility. They over emphasize fairness in all dealings and interactions. Individuals are responsible for their own behavior. Everyone understands their part in having personal responsibility for their own behavior. They view their work with purpose (Mark Pastin quoted in McNamara). The characteristics of a highly ethical organization include: Throughout the company, a clear vision is present. Top leaders own and model the vision. A reward system aligned with the ethical vision. There are no mixed messages in company policies and procedures. There is an understanding that every major decision involves ethical choices. Every individual must view and value others’ perspectives when making these choices (Doug Wallace quoted in McNamara). le237">

Phase 4

 

 

Phase 4 Systems Loops

Restaurant icon Truett Cathy founded Chick-fil-A, the fast food restaurant chain, in 1967. In building the chain, Cathy relied on his religious principles as established by his Christian faith. He also wanted to provide a work-life balance for his employees. The most notable example is the fact that Cathy insists on closing his restaurants on Sundays (Hattwick, par. 2). Truett Cathy has authored two books. The preface in his 2002 autobiography reads: “The loyalty effect, the full range of economic and human benefits that accrue to leaders who treat their customers, operators, and employees in a manner worthy of their loyalty, is at the core of most of the truly successful growth companies in the world today. And there is no clearer case study of the loyalty effect than Chick-fil-A.” Chick-fil-A is now a two billion dollar company with more than 1,250 restaurants in 38 states. Much of this success is attributable to the continual adherence to the founding principles. “In 2005, Chick-fil-A reported system-wide sales of more than $1.975 billion, sustaining its 38-year streak on consecutive sales gains.” (Green 2). Chick-fil-A’s success has proven that longstanding ethics in business gains public approval and support. That support ultimately produces happier employees and more company wealth. Ethics in government is often at the opposite end of the spectrum. Currently public mistrust is high due to a perceived lack of integrity. In 2005, a sting operation controlled by the Federal Bureau of Investigation and the Tennessee Bureau of Investigation named Open System

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Phase 5

 

 

Phase 3 3 Phases of Change

 
These recent incidents of public corruption in the Tennessee state government have led Governor Phil Bredesen to call for the formulation of a Rules and Ethics Committee. The committee will be composed of area business leaders and persons in the community known for their high moral standards. With the implementation of this committee, Bredesen hopes to regain the trust of Tennesseans and to reestablish the importance of ethics in Tennessee state government.
Signal Mountain Councilmember Bob Linehart states it best saying, “. . . no amount of ethics legislation will work if there are untrustworthy persons in office.” (Civic). This concept applies to the private sector as well as government. Ethics policies are irrelevant if ethical people do not hold the appropriate positions to enforce them.

The contrasting public opinion between Chick-fil-A and the Tennessee General Assembly shows the importance of ethics. It also highlights the relative success and failures of the two organizations. Chick-fil-A maintains its customer focus through an ethical culture. The Tennessee General Assembly has not maintained high ethical standards. The result is a self-serving organization that neglects its customers. In this case, the citizens of Tennessee are the neglected customers.

Works Cited
 

1. Arnott, Robert D. “Editors Corner: Ethics and Unintended Consequences.” Financial Analysts
   Journal. May/Jun 2004. 6-8.

2. Brown, Jerry. “Setting the Stage for Modeling Ethical Behavior.” Ethics Resource
   Center. 25 Oct. 2006<http://www.ethics.org/resources/article_detail.cfm?ID=784>.

3. “Business Ethics.” Wikipedia Encyclopedia Online. 2006. 15 Oct. 2006. <www.wikipedia.com>.
   Business Wire. “Citigroup’s Vice Chair Lewis Kaden Joins Hip Hop Mogul Russell Simmons
   and Corporate Responsibility Leaders from Pfizer, Xerox, Timberland, Schering-Plough
   as CRO Conference Headliners November 1 in NYC.” Business Wire. Infotrac. Trevecca Nazarene University Library. Nashville, TN. 23 Oct. 2006.

4. Civic Forum. “Rebuilding Trust: A lesson in Triple Meter.” Chattanooga Blogs. 21 Feb 2006.
   17 Oct. 2006. <www.chattablogs.com>.

5. Crawford, Deborah. “Business Ethics.” BellaOnline. 25 Oct. 2006
   <http://www.bellaonline.com/articles/art18020.asp>.]

6. Cummings, Joanne. “Six Ways to Stay Ethical.” 21 Jul. 2003. Network World. Infotrac.
   Trevecca Nazarene University Library. Nashville, TN. 15 Oct. 2006.
   <www.ifotrac.com>.

7. “Ethic.” Miriam-Webster Online. <www.miriamwebster.com>.

8. Fielding, Zoe. “Creating an Ethical Climate.” Money Management (Australia). 16 Mar. 2006.
   Infotrac. Trevecca Nazarene University Library. Nashville, TN. 14 Oct. 2006. <www.infotrac.com>.

9. Green, Brenda. “Chick-fil-A Founder and Restaurant Industry Icon Truett Cathy Celebrates 60
   Years in the Restaurant Business.” 17 May 2006. 17 Oct. 2006.

10. Hattwick, Richard E. “Steps to Success.” Secrets of Success Online. 17 Oct. 2006.
    Highland Llamas. 25 Oct. 2006 <http://www.highlandllamas.com/id54.htm>.

11. McNamara, Carter. “Complete Guide to Ethics Management: An Ethics Toolkit
    for Managers.” Management Help. 25 Oct. 2006
    <http://www.managementhelp.org/ethics/ethxgde.htm#anchor41892>.

12. Mescon, Dr. Michael H., and Dr. Timothy S. Mescon. “Ethical Behavior
    Should Be Everyday Business Practice.” Atlanta Business Chronicle 25 Feb. 2000. 25 Oct. 2006 <http://www.bizjournals.com/atlanta/stories/2000/02/28/smallb7.html>.

13. “Operation Tennessee Waltz.” Wikipedia Online. 17 Oct. 2006.
    <http://en.wikipedia.org/wiki/Operation_Tennessee_Waltz.com>.

14. PR Newswire. “New Research Reveals Business Impact of Ethics, Signals Importance of Ethical

15. Corporate Cultures.” PR Newswire. Infotrac. Trevecca Nazarene University Library. Nashville, TN. 25 Oct. 2006. <www.infotrac.com>.

16. Sims, Ronald R. “The Challenge of Ethical Behavior in Organizations.” Journal
    of Business Ethics. Jul. 1992. 25 Oct. 2006 <http://construct.haifa.ac.il/~danielp/soc/sims.htm>.

17. Temin, Thomas R. “Don’t Let Personal Ethics Fail You.” Government Computer News. Infotrac.
    Trevecca Nazarene University Library. Nashville, TN. 14 Oct. 2006.
    <www.infotrac.com>.

 

 

Evolutionary Effects of Generational Social Issues on Culture

Everything is a product of history:  The adults from the generations before set the stage for the generations to come.  The kids live on that stage.

Link to Management Trends Chart

The Stage Set for the Veterans‘ or The Greatest Generation
 

1. Born Before 1945

2. Stock Market Crash

3. Great Depression

4. WWI and WWII

5. Dec 7th http://oldbluejacket.com/12-07-1941.htm

6. First color pictures before WWII, http://www.openmyeyeslord.net/ALookBackInHistory.htm

7. VE Day

8. VJ Day

9. Military Backgrounds

10. FDR Died

11. Keep Everything

12. Frugal

13. Government Trusting

14. Peachy Keen, Daddy-O

15. Trust in God

16. Made in USA

17. High School Crime - Gum, Smoking, and Beer

18. College is strict and few go

19. The War Breaks Down Some Cultural Boundaries

20. Everyone Smokes

21. Everyone has a Gun

22. Camping, Fishing, and Hunting

23. Grew up Around Farms

 

Craig A. Stevens talks about the Industrial Situation during WWII

Craig A. Stevens talks about the Industrial Situation After WWII

Go here for a treat http://oldfortyfives.com/DYRT.htm This website brings you an entertaining trip down memory lane.

 

The Stage Set for the Baby Boomers
 

1. Born Between 1946-1964

2. Korean Conflict

3. Muscle Cars http://thefiftiesandsixties.com/CarsWeDrove.htm

4. Suburbs

5. Vietnam, Tet Offensive, Body Counts

6. TV…It all happened on TV

7. Black and White TV, Three Channels

8. Walter Cronkite said, “Vietnam was unwinnable.”

9. J.F. Kennedy

10. Martin Luther King

11. Bobby Kennedy

12. Back to Nature,

13. Boy/Girl Scouts

14. Space

15. Sex n Drugs n Rock-n-Roll (Woodstock)

16. Civil Rights

17. Woman’s Movement

18. Black Power and KKK

19. Busing

20. Peace

21. Less Trust in Government

22. Less Conservative, More Liberal

23. Loss memory (High), Cool, Far-out

24. Sexual Revolution, Birth Control

25. Trust in God

26. Cold War (or Covert WWIII), Duck and Cover

27. Made in Japan

28. High School Crimes = Vandalism, Drugs, Alcohol, and Race Fights

29. College is strict

30. College is strict and many go, Riots Happen

31. Most People Smoke

32. Most People Own a Gun

33. Everyone carries a pocket knife

34. U.S. Independent Oil Companies Die

35. Israel is Born

36. Middle East Wars

37. Who's Coming to Dinner, Saturday Night Fever.

Managing Middlescence an Article Summary   By Sherry Patterson (TNU 2008)   The article, “Managing Middlescence,” discusses the difficulties facing midcareer employees and managers in today’s workforce. Burnout, boredom, and frustration are issues faced by many midcareer employees. A belief that it is difficult to change careers at this point in one’s life or concern over family and financial pressures is a major cause of midcareer dissatisfaction. These issues may result in a decline in job satisfaction, ineffectiveness, or lower productivity. Companies may lose good employees to early retirement or more exciting jobs if they refuse to recognize restlessness or frustration in their employees (Morison, Erickson and Dychtwald).   The article suggests six steps that companies may take to avoid a midcareer crisis.   Step one is to offer lateral moves within the company. One suggestion is to move an employee to a different geographic location.   Step two is a career change into a new area within the company.   Step three is to offer an opportunity to mentor colleagues allowing experienced employees to share their knowledge with less experienced employees.   Step four is training midcareer employees to increase their chances for personal and professional advancement.   Step five allows employees time away from their jobs to reenergize and recommit to the organization.   Step six offers leadership development programs to increase opportunities for advancement of midcareer employees (Morison, Erickson and Dychtwald).   This article relates to the assigned reading as it reinforces many of the issues facing management. Frederick Herzberg offers a possible explanation for this situation in his motivation-hygiene theory.   Herzberg lists motivating factors as achievement, recognition for accomplishment, challenging work, increased responsibility, and growth and development (Hersey, Blanchard and Johnson). These motivating factors challenge the perceived success in one’s career. As changes occur in personal and professional lives, one’s needs are adjust also. If the career path does not meet those needs, the result is “middlescence.” The motivation level of employees is a major concern as it affects employee effectiveness and productivity. The steps discussed in this article could keep employees motivated resulting in a productive, profitable organization.   Works Cited   Morison, Robert, Tamara Erickson and Ken Dychtwald. "Managing Middlescence." Harvard Business Review (Mar 2006): 78-86. Business Source Premier. EBSCO. Trevecca Nazarene University, Nashville. 29 August 2008. <www.ebscohost.com>    Hersey, Paul, Kenneth H Blanchard and Dewey E Johnson. Management of Organizational Behavior. Upper Saddle River: Pearson Education, Inc., 2008.

 

The Stage Set for the Generation X

1. Born Between 1964 – 1980

2. Nixon (Watergate)

3. Car Phones, Pagers

4. MTV, Saturday Night Live

5. Urban

6. PC Begins

7. Color TV

8. Compact/sub-compact Cars

9. Latch Key Kids

10. Two Parent Incomes

11. Brocken Homes

12. Granada

13. Social Security and Pensions Break down

14. Manufacturing Moving To Other Countries

15. End of Vietnam (First Defeat)

16. Elvis Dies

17. Apollo Mission Succeeds

18. Lay Offs, Downsizing, Rightsizing,

19. Political Correctness

20. Break-down of Natural Modesties in the elementary schools

21. Family Breakdown

22. Less Trust in Government

23. Less Trust in Corporations

24. Spend more money

25. Go into Debt

26. Credit Cards

27. Spend time with Kids

28. Loss Security

29. Trust in Self, Trust in Stuff,

30. Question in God

31. Worse Drugs (Crack)

32. Cold War (or Covert WWIII) Ends

33. Has Peace

34. US Invasion of Grenada

35. Made in China, Services Made in USA

36. Suicide Boomers

37. STDs (HPV, AIDS)

38. Ebola

39. X Games, Extreme Sports

40. ISO Standards

41. Star Wars

42. End of Soviet Union

43. TQM

44. High School Crimes = Drugs, Alcohol, Gangs, Rape, Weapons, and Killings

45. College is less strict and many more go

46. Smoking Areas

47. More Race Acceptance

48. Guns Demonized

49. Iran

50. Moral Majority

51. Liberal vs Conservative

52. Dr. Dobson

53. Planned Parenthood Starts

Really Bad Baby Boomer Cartoon Video Clip

http://www.newsday.com/news/opinion/ny-walt-babyboomers-blurb,0,1036393.blurb

 

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The Stage Set for the Generation Y (Me or Why)

 

Demoralization of America http://www.homelandsecurityus.com/20081012YB

1. Born Between 1980 - onward

2. Internet

3. Cell Phones

4. PDA's

5. MP3s

6. HD TV

7. ACLU

8. Aborting 1/3 of all Babies

9. Shock Radio Starts

10. 1st Generation with college parents

11. Activity Driven Lifestyle

12. Educators can’t spank

13. More lethal fights

14. Less science able but more tech driven

15. Dot Com Bubble Burst

16. 9/11, World War III

17. Challenger Exploded Jan 86

18. Lethal Video Games

19. More TV and Media

20. Marketing with Sex

21. Sex expected in TV (Friends, Sex in the City, Desperate House Wives,)

22. Less Commitment in Personal Lives

23. Marriage Under Attack

24. Live for the Day

25. Soccer

26. Drugs (Crystal Meth)

27. Companies are spring boards

28. No loyalty to companies

29. No loyalty from companies

30. Nothing is fair

31. More child abuse

32. More pornography

33. Lowest work ethic

34. Lowest overall social standards

35. Social Progresses

36. All about pay

37. 100% Technology dependent

38. 100% accessible 24/7

39. Have to win no matter what

40. Less Family, less family reunions

41. Technology is the answer

42. Less Place for God in Society

43. Take religious symbols out of public view

44. Tolerance of Evil (Nothing truly evil)

45. Anything goes (except intolerance and moral standards)

46. Exposed to Sexual issues at early ages

47. More STD’s

48. Illegal Aliens, Multicultural

49. Belligerent Politics

50. Parental Rights under attack

51. WWIII or IV (depending on who you ask)

52. Art Dummied Down (Music, Literature…)

53. Know Witches and gods (but Little understanding of Bible)

54. Belligerent Politics (HATE BUSH & Each Other)

55. Services From India

56. Made in China

57. School Crimes = Columbine, Teachers Rape, Child Abuse, Drugs, Alcohol, Gang Rapes and Beatings, Weapons/Explosives, Killings.

58. Police in the Schools, Threats of Terrorism in Schools

59. Homosexual Recruiting, Military Recruiting Can Not

60. Good Grades are expected by students and college is less strict

61. Urban

62. Mainly Women and Blue Collar Men Smoke

63. High Degree of Environmental Estrogens

64. More Interracial Relations

65. Oil Crises

66. Middle East in Turmoil

67. Desert Storm/Shield

68. Iraq

69. Iran

70. Can not carry tweezers and aspirin

71. Camera's everywhere

72. High level of contaminates in food chain

73. Mad Cow, Bird Flu

74. ENRON

75. High Passions and Emotions

76. Jerry Springer

 

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Interesting video regarding the immigration issue ....

This is a pretty high impact presentation of the effect of excessive immigration on the US – not even counting illegal immigration. I think this is becoming a larger part of my concern when evaluating the platform of a political candidate. It is not a simple or easy issue to solve, but it must not be allowed to slide out of control. No matter where you stand on the issue, this is a MUST SEE video!    This is interesting...   wait 'till you get to the gum balls...   http://www.youtube.com/watch?v=n7WJeqxuOfQ&mode=related&search  Site Found By Dan Sorrow (TNU 2008)

 

 

Gaming Statistics 2007 (http://KenRadio.Com) 30% of US households to own Wii by 2011 35% of parents play videogames 36.5% of online Americans have a game console, 15.9% have a portable console Boys who play videogames on weekdays spend 30% less time reading Console subscribers to grow at 40.8% a year Entertainment Arts made $10 mln on product placement Online gaming to generate $8 bln by 2008 Portable game system revenues to exceed $10 bln in 2007 Sony to lead console market in 2011 with 44% share Top mobile games: Tetris, Bejeweled, Tetris Deluxe US console market generated $8.7 bln in 2004, will bring $11.7 bln in 2010 Video consoles to generate $16 bln in 2007 Video game market to reach $42-44 bln by 2011 Video games threaten sales of action figures, building sets, games, puzzles and toy cars Video gaming to attain $29 bln in 2007 Virtual goods for MMORPG are a $880 mln industry

Marriage www.familydynamics.net www.giveandtakeradio.com www.savemymarriage.com There were 2.3 million marriages and 1.2 million divorces in 2005 (U.S. Bureau of the Census, 2006) Almost 20 million Americans – about 9.9% of the population are currently divorced ( U.S. Bureau of the Census, 2006) People marrying today have a 50% chance of divorcing: 40% of first marriages, 60% of second, and 73% of third marriages end in divorce (U.S. Bureau of the Census, 2006) Of the marriages that survive divorce, the quality of some of those may be poor (Popenoe & Whitehead, 1999b) After 10 years of marriage, it is predicted that only 25% of couples will still be happily married (Glenn 1996) Most divorces involve children, and more than 1 million children are affected by divorce each year. (U.S. Beureau of the Census, 2006)

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Effects of Age on Culture

 

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Effects of International Culture on Business Culture

Executive Planet Business Culture and Etiquette Guide to over 40 countries  http://www.executiveplanet.com

 

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Effects of Personality Style on Culture

DISC Dimensions of Behavior
Type	General Characteristics	Needs
High D (Dominance)	§         “I know what I want and go after it” §         Likes to get quick results §         Tends to make decisions fast §         Often adventurous, daring §         Competitive §         May question how things are done	§   Opportunity to take charge §   New challenges §   Opportunities for   accomplishment and advancement §   Variety of activities
High I (Influence)	§     “I make new friends easily §     Tends to be warm, trusting §     Open about feelings §     Wants to impress §     Wants to be included                                                            §     Enthusiastic, talkative, social	§   Recognition •  Opportunity for social interaction •  Freedom to be themselves •  Relaxed, informal workplaces
High S (Steadiness)	§   “I like to know what others expect and how to do those things.” §   Tends to be low-key, easygoing §   Gets along with everyone §   Likes consistency §   More comfortable listening than talking	•  Things to go smoothly •  Limited change •  Working with others •  Known methods and defined ways of doing things •  Sincere praise •  Quiet recognition
High C (Conscientiousness)	§   “I need to be orderly and plan ahead.” §   Makes few mistakes §   Tends to work quietly and not attract attention §   Uses indirect ways to settle conflicts §   May criticize the quality of work—their own or others	§   Chance to get to observe new people carefully before speaking §   Limited interruptions when working §   Assurance that standards will not be changed or sacrificed §   Recognition for expertise

 

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Effects of Leadership Styles on Culture

 

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Effects of Standards and Team Work on Culture

 

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Effects of Organizational Structure on Culture

How Entrepreneurs Can Boost Morale, How to energize your team—and why it matters, By Eileen Gunn.  http://www.businessweek.com/magazine/content/08_68/s0808062563545.htm   Found by: Lindsay Bransford (TNU 2008)

 

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Effects of Technological Change on Culture

 

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