Academics From The United States

"For almost all of us, recognizing a crisis can be difficult unless we have significant warning, or are prepared before-hand to deal with change. It is also important in an emergency, as it was in Dan's situation, to identify and focus on the actual crisis, not the cause. It is time to "put out the fire" not waste precious time figuring out how the fire started."

"Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?"

"It is natural for government and business leaders to want to make the best of a bad situation. For example, articles on Watergate postulated that we are now better off because the crisis demonstrated the strength of a democracy. Some contend that the Exxon Valdez oil spill had a good side in that there were many "lessons learned". THIS IS UNACCEPTABLE! I do not subscribe to the "I have to fail to learn and improve" theory. A set-back leading to "experience and growth" is one thing; total failure is another. Few corporations could sustain as much bad press as Exxon, not to mention the opportunity cost of billions of dollars that could have been applied more profitably elsewhere. An organization's most precious resources are its time, energy (individual and corporate) and capital. They should be directed toward increasing profit, providing better service and improving the organization's reputation. They should not be wasted on damage control. Yet we continue to hear stories of crisis situations that drain organizations of that valuable energy and focus."

"In 1972, Americans watched in disbelief as the Nixon Presidency was virtually brought to collapse, not because of the Watergate "break-in," but by the cover-up and its entanglements. What if the Watergate Scandal had been handled differently? The illegal activities of a few bungling second-story men pale in comparison to the colossal management blunders by the White House inner circle."

"The Exxon Corporation was, and is, working hard to take the lead in setting the standard for the environmental clean-up along the 1,200 miles of damaged Alaskan coastline. Yet, despite all their efforts they still hear cries of foul. News articles claim the corporation is falling short of its responsibilities. Video footage of out-of-work fishermen sitting in idle boats carries the depressing message that the fishing industry cannot provide a livelihood for several more years. Exxon has spent billions of dollars related to that tragic oil spill. In spite of their efforts they continue to pay the price in money, damaged reputation, and ill-will."

"Control your risks. Identify important decision points. Forecast potential crises. The solution starts as soon as planning begins!"

"To those thirteen-hour-a-day managers who lead people and make decisions."

"The born leader is a fiction invented by 'born followers'. Leadership is not a gift at birth; it is an award for growing to full moral stature. It is the only prize that a man must win everyday. The prize is the respect of others, earned by the disciplines that generate self-respect."

"Chairman White, and the other Trustees that are present today, faculty and staff and alumni, distinguished guests, cadets, and friends of Hargrave: It's been a great run. It really has. I look out over the congregation gathered here today, and I see faculty, staff, cadets, parents, members of the Parent Council that we work closely with, other colleagues in the same business- and it makes me reflect on on fifteen years here, what all we've accomplished. I can also state that we wouldn't have accomplished much without the leadership of the Board of Trustees. And I'd like to thank all of the Board that's here- the Chairman, past Chairmen, and other members of the Board- that've A, put their trust in my leadership, put up with me at times, and set the guidance and the tone to keep the school on a straight path. Not an easy task. And the Board has done a magnificent job. I would also be remiss if I didn't recognize- I wish I could recognize every member of our faculty and staff, which is the heart and soul of an independent school. Our faculty is the best- best in the nation- very dedication people, that work constant hours with the cadets here, proven by our great success we've had over the past, what... hundred and- we graduated 102nd class last May. It's been really an honor for me to be part of Hargrave's history. But we're not done. We've completed 102 years, and now we've hired Brigadier General Broome, who's the right person to take the helm at Hargrave. And I am convinced beyond a shadow of a doubt that General Broome is ready, willing, and dedicated to take Hargrave to the next level. It's a great school- I would tell you, in my mind, it's the best school in the country, because of the cadets and the folks we have here. I've been spending a lot of time with General Broome and his wife, and they are really gonna be a great fit for Hargrave, and I think Hargrave's gonna have a super next one hundred years. I wish we could all be here a hundred years from now to open our time capsule, but unfortunately, I don't think anybody in this room is gonna see what's in the time capsule... Anyhow, thank you for coming, it's been an honor to be part of this, and I will sincerely miss it. I'm not the type to watch things from the sidelines, but, in this case, I will. Thank you very much."

"I was honored to be selected as Hargrave’s ninth president and retire with mixed emotions. Hargrave Military Academy is a special place and clearly under God’s guiding hand."

"We consider ourselves the leading military school in the country, and we want to stay there. We adapt to change very well; we recognize different learning styles and we adapt to that. We maintain our standards and use the military model as a way to provide structure in education."

"1950: George Homans, The Human Group — advances small-group theory and research; attempts to extrapolate from a single group to understanding the social system."

"Until the 1950s, individuals were often conceptualized as being at the mercy of structures. The extreme version of this view of man is behaviorism in psychology. In the stimulus response (SR) approach, the goal is to find the proper stimulus; if the search is successful, the stimulus will invariably trigger the response (Skinner, 1953; Hull, 1952). In sociology, the most prominent representative of this view became George C. Homans, who postulated that all behavior is reducible to a few basic mechanisms. Homans was one of the first to present the 'methodological individualism' that later turned out to be the foundation for various versions of 'rational choice'... Homans can be considered an exception in the rigid theoretical frame of sociology."

"It is really intolerable that we can say only one thing at a time; for social behavior displays many features at the same time, and so in taking them up one by one we necessarily do outrage to its rich, dark, organic unity."

"In choosing between alternative actions, a person will choose that one for which, as perceived by him at the time, the value, V, of the result, multiplied by the probability, p, of getting the result, is the greater."

"Social behavior is an exchange of goods, material goods but also non-material ones, such as the symbols of approval or prestige. Persons that give much to others try to get much from them, and persons that get much from others are under pressure to give much to them. This process of influence tends to work out at equilibrium to a balance in the exchanges"

"To consider social behavior as an exchange of goods may clarify the relations among four bodies of theory: behavioral psychology, economics, propositions about the dynamics of influence, and propositions about the structure of small groups."

"If we wanted to establish the reality of a social system as a complex of mutually dependent elements, why not begin by studying a system small enough so that we could, so to speak, see all the way around it, small enough so that all the relevant observations could be made in detail and at first hand?"

"Institutions are human behavior, and they are, therefore, to be explained by the characteristics of that behavior."

"Success in the sociologists' aim might lead, in T. S. Eliot's phrase, to "systems so perfect that no one would need to be good." This view forgets that men long ago committed themselves to the endeavor to control their own collective behavior, not only in the ways sanctioned by the churches but in others, by making it to men's interest to do good. And they have increasingly based the endeavor on an understanding of natural laws of human behavior, those of economics, for example. So that the question is not: Shall this kind of control be undertaken? but: Where shall it stop? A sociologist might also argue that his religious critics have more faith in him than in their own doctrine, the doctrine that man is infinitely tough and resourceful and is not easily cheated of his freedom to sin. What God has given no man can take away, certainly no sociologist. More seriously, he might argue that the social sciences are not in train to eliminate morality but to make greater demands of it. A sociology that shows us unsuspected or not hitherto understood ways in which men are bound up with one another invites more refined answers to the question: "Am I my brother's keeper?""

"Edgar H. Schein is considered one of the founders of the field of organizational psychology."

"One of the best mechanisms that founders, leaders, managers, or even colleagues have available for communicating what they believe in or care about is what they systematically pay attention to."

"All groups and organizations need to know how they are doing against their goals and periodically need to check to determine whether they are performing in line with their mission. This process involves three areas in which the group needs to achieve consensus leading to cultural dimensions that later drop out of awareness and become basic assumptions. Consensus must be achieved on what to measure, how to measure it, and what to do when corrections are needed. The cultural elements that form around each of these issues often become the primary focus for what newcomers to the organization will be concerned about because such measurements inevitably become linked to how each employee is doing his or her job."

"The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening."

"[ Organizational culture is] a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems."

"The only thing of real importance that leaders do is to create and manage culture.. The unique talent of leaders is their ability to understand and work with culture; and that it is an ultimate act of"

"Culture is the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and define in a basic 'taken for granted' fashion an organization's view of its self and its environment."

"A pattern of basic assumptions--invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration--that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems."

"A deeper understanding of cultural issues in organizations is necessary not only to decipher what goes on in them but, even more important, to identify what may be the priority issues for leaders and leadership. Organizational cultures are created by leaders, and one of the most decisive functions of leadership may well be the creation, the management, and--if and when that may become necessary--the destruction of culture. Culture and leadership, when one examines them closely, are two sides of the same coin, and neither can really be understood by itself. In fact, there is a possibility--underemphasized in leadership research--that the only thing of real importance that leaders do is to create and manage culture and that the unique talent of leaders is their ability to work with culture."

"Organizational cultures are created by leaders, and one of the decisive functions of leadership may well be the creation, the management, and--if and when that may become necessary--the destruction of culture."

"We must become better at asking and do less telling in a culture that overvalues telling. It has always bothered me how even ordinary conversations tend to be defined by what we tell rather than by what we ask. Questions are taken for granted rather than given a starring role in the human drama. Yet all my teaching and consulting experience has taught me that what builds a relationship, what solves problems, what moves things forward is asking the right questions."

"A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge."

"Thompson’s Organizations in Action was published more than three decades ago but is still one of the classics of organization theory. The book provides a unifying perspective on open- and closed-systems thinking in organization theory that has been recognized as an important contribution in its own right (Scott 1998). The environment is a key source of uncertainty for an organization, and Thompson argued that much of organizational action can be explained by the need to reduce uncertainty. Consider a specific action such as “buffering” (e.g., building warehouses or storages), aiming to seal off the organization’s technical or operational core from environmental uncertainty. The main lines of his arguments always are couched in explicitly formulated propositions but also are brought to life by examples such as the typologies of technologies (long-linked, mediating, or intensive), interdependencies (pooled, sequential, or reciprocal), and coordination (by standardization, by plan, or by mutual adjustment). His typologies have inspired much research in organizational design (Galbraith 1977) and contingency theory (Mintzberg 1979)."

"Organizations in Action (1964) [was] a masterpiece on the behavior of organizations, incorporating an open-systems perspective to explain the influence of technology on the matter in which work systems are structured for task accomplishment."

"The more sectors in which the organization subject to rationality norms is constrained; the more power the organization will seek over remaining sectors of its task environment... many constraints and unable to achieve power in other sectors of its task environment will seek to enlarge the task environment."

"The incorporation of subsidiary competencies along with major missions is commonplace in organizations of all types and is not a major discovery. But our proposition is not an announcement of the fact; rather it attempts to indicate the in which domains are expanding"

"Organizations under norms of rationality seek to place their boundaries around those activities which if left to the task environment would be crucial contingencies."

"When buffering, leveling, and forecasting do not protect their technical cores from environmental fluctuations, organizations under norms of rationality resort to rationing."

"Under norms of rationality, organizations seek to anticipate and adapt to environmental changes which cannot be buffered or leveled."

"Under norms of rationality, organizations seek to smooth out input and output transactions."

"Under norms of rationality, organizations seek to buffer environmental influences by surrounding their technical cores with input and output components."

"Under norms of rationality, organizations seek to seal off their core technologies from environmental influences."

"Most of our beliefs about complex organizations follow from one or the other of two distinct strategies. The closed-system strategy seeks certainty by incorporating only those variables positively associated with goal achievement and subjecting them to a monolithic control network. The open-system strategy shifts attention from goal achievement to survival and incorporates uncertainty by recognizing organizational interdependence with environment. A newer tradition enables us to conceive of the organization as an open system, indeterminate and faced with uncertainty, but subject to criteria of rationality and hence needing certainty."

"If we now reintroduce the conception of the complex organization as an open system subject to criteria of rationality, we are in a position to speculate about some dynamic properties of organizations."

"A central purpose of this book is to identify a framework which might link at important points several of the now independent approaches to the understanding of complex organizations."

"Contingency theories dominate scholarly studies of organization behavior, design, performance, planning and management strategy. While they vary widely in subject matter, they have the common proposition that an organizational outcome is the consequency of a "fit" or match between two or more factors. "Fit" is the key concept in this proposition, and the core problem common to contingency theories is not defining this term clearly. This paper examines three ways to define and test this concept of fit: Selection, Interaction, and Systems approaches. A critical discussion of these three approaches will clarify much of the current confusion in the literature on contingency theories, and suggest ways that future theorizing and research can become more systematic and constructive."

"Fit is a feasible set of equally effective internally consistent patterns of organizational context and structure."

"Perhaps most important of the theoretical movements now influencing American administrative study is scientific management. At the level of technique or procedure, borrowing from and liaison with scientific management will undoubtedly continue. Although some doctrines, such as "pure theory of organization," have already affected public administration, how influential other theoretical aspects of scientific management will be remains to be seen. In its "democratic" or "anarchistic" doctrines, conceivably, there is enough force to reconstruct present patterns of administrative thought, at least if conditions become favorable."

"Students of administration, writes J. M. Gaus, have become "more uncertain in recent years as to the ends, aims and methods which they should advocate/' It is difficult to view in their entirety and in perspective the writings on public administration that now pour from the presses. But this is hardly necessary to confirm the truth of Gaus' statement."

"We hold that efficiency cannot itself be a "value." Rather, it operates in the interstices of a value system; it prescribes relationships (ratios or proportions) among parts of the value system; it receives its "moral content" by syntax, by absorption. Things are not simply "efficient" or "inefficient." They are efficient or inefficient for given purposes, and efficiency for one purpose may mean inefficiency for another."