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Phase 1

Phase 1

Excellent Management

Step 1 - Leadership


Vision & Mission
Situational Leadership
Christian Leadership


Step 2 - Culture


Lifelong Learning


Diverse Culture

Written Communications
Gung Ho Culture
Conflict Management

Conflict Resolution

Building Relationships

Step 3 - Customer Focus


Step 4 - Team Building

Step 5 - Problems Solving


Business Analyst

Business Intelligence

Configuration Management

Flow Charts
Force Field
Genba Kanri

Project Management

Portfolio Management


Root Cause
Selection Tools

Statistical Tools



Step 6 - Continuous Improvement

Step 7 - Performance Measures



Project Goals by Process

Project Management

Empowerment Layers

Problems Solving

 1 to 1 Selection Tool

Flow Charts

Phase 2



Phase 2

Storms of Chaos


Step 1 - Waves

Forecasting Trends


Step 2 - Lightning

Managing Risks

Step 3 - Buoyancy

Building Relationships

Step 4 - The Storm

Winning Competition


Step 5 - The Ship

Leading Your Ship


Phase 3



Phase 3

Drivers of Change


Step 1 - External Environment

Step 2 - Building People

Human Resources

Step 3 - Organizational Structure

Step 4 - Internal Environment

Step 5 - Systems Thinking


Employee Retention

Future Organization

Phase 4



Phase 4

Systems Loops


Open System


Phase 5



Phase 3

3 Phases of Change


Step 1 - Before the Change

Step 2 - During the Change

Step 3 - After the Change





Building an Excellent Culture

Step Two of Excellent Management

by Craig A. Stevens, his students, and other professionals.



YouTube Video Culture1 - Introduction to Culture



GodTube Video Culture2 - How to Fit into a Church Culture




The string that holds us together is made of the treads of

  1. Values and Ethics

  2. Common and Diverse Language  including native toughs and learned jargon.

  3. Subcultures like those found within races, professions, clubs, clicks, gangs, and groups of all kinds.

  4. Underlining Assumptions and mental images or those judgments that related to who we are and were we have traveled.  We judge people not by who they are, but rather by who we are (unknown).

  5. Patterns of Behavior and habits.

  6. Artifacts and Symbols

  7. World View how you view the world and from where you view is centered.


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:

  1. “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.

  2. 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.

  3. “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.

  4. The majority (77 percent) sought guidance in resolving these ethical dilemmas.

  5. 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:

  1. 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.

  2. They over emphasize fairness in all dealings and interactions.

  3. Individuals are responsible for their own behavior. Everyone understands their part in having personal responsibility for their own behavior.

  4. They view their work with purpose (Mark Pastin quoted in McNamara).

The characteristics of a highly ethical organization include:

  1. Throughout the company, a clear vision is present.

  2. Top leaders own and model the vision.

  3. A reward system aligned with the ethical vision.

  4. There are no mixed messages in company policies and procedures.

  5. There is an understanding that every major decision involves ethical choices.

  6. Every individual must view and value others’ perspectives when making these choices (Doug Wallace quoted in McNamara).

A Case Study

How many times in today’s society do people hear, “It is not personal, it is just business?” There is currently a profound lack of ethics in the corporate and government sectors. This is despite the fact that many people consider ethical standards to be common sense.

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 Operation Tennessee Waltz occurred. During the investigation, authorities arrested seven Tennessee lawmakers and two “bagmen” on bribery charges (“Operation Tennessee Waltz”). The two-year long operation exposed extensive corruption and bribery within the Tennessee state government. All parties arrested had agreed to support legislation for a fee. The largest fee reported was $55,000.

This bribery scandal caused many Tennesseans to mistrust their leaders and lawmakers. Additionally, many citizens reported embarrassment brought on by the actions of those in the government. In addition to Operation Tennessee Waltz, cronyism within the Tennessee Highway Patrol was recently uncovered. The combination of these two events resulted in the aforementioned arrests, the resignation of two state commissioners, and the colonel of the Highway Patrol. The cumulative affect of these events led to many taxpayers doubting their government’s integrity in passing legislation and setting sound fiscal and ethical policies. Many taxpayers no longer feel that exist for the betterment of society. Instead, many believe that lawmakers are corrupt and are constructing laws and policies for their own benefit with total disregard to the community.

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<>.

  3. “Business Ethics.” Wikipedia Encyclopedia Online. 2006. 15 Oct. 2006. <>.
    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. <>.

  5. Crawford, Deborah. “Business Ethics.” BellaOnline. 25 Oct. 2006

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

  7. “Ethic.” Miriam-Webster Online. <>.

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

  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 <>.

  11. McNamara, Carter. “Complete Guide to Ethics Management: An Ethics Toolkit
    for Managers.” Management Help. 25 Oct. 2006

  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 <>.

  13. “Operation Tennessee Waltz.” Wikipedia Online. 17 Oct. 2006.

  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. <>.

  16. Sims, Ronald R. “The Challenge of Ethical Behavior in Organizations.” Journal
    of Business Ethics. Jul. 1992. 25 Oct. 2006 <>.

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



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

  6. First color pictures before WWII,

  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

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

  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. <


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,0,1036393.blurb



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


Demoralization of America

  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


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...

 Site Found By Dan Sorrow (TNU 2008)



Gaming Statistics 2007 (http://KenRadio.Com)

  1. 30% of US households to own Wii by 2011

  2. 35% of parents play videogames

  3. 36.5% of online Americans have a game console, 15.9% have a portable console

  4. Boys who play videogames on weekdays spend 30% less time reading

  5. Console subscribers to grow at 40.8% a year

  6. Entertainment Arts made $10 mln on product placement

  7. Online gaming to generate $8 bln by 2008

  8. Portable game system revenues to exceed $10 bln in 2007

  9. Sony to lead console market in 2011 with 44% share

  10. Top mobile games: Tetris, Bejeweled, Tetris Deluxe

  11. US console market generated $8.7 bln in 2004, will bring $11.7 bln in 2010

  12. Video consoles to generate $16 bln in 2007

  13. Video game market to reach $42-44 bln by 2011

  14. Video games threaten sales of action figures, building sets, games, puzzles and toy cars

  15. Video gaming to attain $29 bln in 2007

  16. Virtual goods for MMORPG are a $880 mln industry


  1. There were 2.3 million marriages and 1.2 million divorces in 2005 (U.S. Bureau of the Census, 2006)

  2. Almost 20 million Americans – about 9.9% of the population are currently divorced ( U.S. Bureau of the Census, 2006)

  3. 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)

  4. Of the marriages that survive divorce, the quality of some of those may be poor (Popenoe & Whitehead, 1999b)

  5. After 10 years of marriage, it is predicted that only 25% of couples will still be happily married (Glenn 1996)

  6. Most divorces involve children, and more than 1 million children are affected by divorce each year. (U.S. Beureau of the Census, 2006)

Effects of Age on Culture


Effects of International Culture on Business Culture

Executive Planet Business Culture and Etiquette Guide to over 40 countries


Effects of Personality Style on Culture

DISC Dimensions of Behavior


General Characteristics


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



Effects of Leadership Styles on Culture


Effects of Standards and Team Work on Culture


Effects of Organizational Structure on Culture


How Entrepreneurs Can Boost Morale, How to energize your team—and why it matters, By Eileen Gunn.


Found by: Lindsay Bransford (TNU 2008)



Effects of Technological Change on Culture




How to build motivation in today’s workplace.

By Melody Benedict (TNU 2006)


George M Lamb explains how many American workers feel about their jobs, in the article “How to build motivation in today’s workplace.”  He says, some employees feel that layoffs and limited opportunities for advancements are just a few of the things that can hurt workers morale. Some feel that they need to stay put because of security and this can cause motivation levels to drop.

Bruce Katcher, a psychologist and president of The Discovery Group, states, “What’s happening is that people are staying in place because they don’t perceive that they have any options, and they’re dying in place. They’re burning out. They’re not growing, and they‘re living in fear.” In a survey by Human Resource, experts found that salary ranks the most important factor in how much they like their jobs and that the number one thing that most people list on the survey was feeling of accomplishment. In the article, it states that things like money and promotions are not great motivating tools for people.

In addition, threats such as “your lucky to have a job so don’t complain,” are also not a good way to motivate employees. The article also gives examples on what could better motivate employees, such as,

• Pay and perks for performance
• Praise for those who perform well
• Taking employee’s goals into account
• Negotiating for perks other then pay raises

It is important that both employers and workers make motivational efforts and set goals. In the long run both sides have to help create a happy and productive work environment.



The Labor Shortage is Coming…Is Your Company Ready?

by Nancy Sibole, PHR; Sharon and Jeff Hatley; and April Gentry (TNU 2004)


Even the best of companies will find themselves in a deficit position when the impending employee shortfall arrives. The solution will require a shift in company philosophy and a change in corporate culture.  Although the solution is simple it may be difficult to accomplish; learn how to keep the employees that you already have.


In an article from, Roger Herman, author of Impending Crisis: Too Many Jobs, Too Few People, states that by the year 2010 American companies will experience a shortage of 10 million workers across the employment spectrum. Herman declares, “As the demand for skilled workers begins to escalate, employees will be drawn to those companies who offer them a corporate culture that promotes a positive quality of life.” If companies are to prosper during the impending employee shortage, these companies must implement corporate cultural changes that ensure survival and growth.


Supporting this concept is Craig Stevens’ Seven Attributes of Excellent Management Model. This model’s central tenant is that a corporation’s culture is the key to executing any of the company’s practices and processes, which will determine a company’s success or failure. Stevens explains that corporate culture is the link between company management and the other attributes needed for a successful company. If the culture is faulty or flawed, among other problems, the company will face employee recruitment and retention problems.


With a shortfall of millions of workers, competition for good candidates at all levels will be fierce in the future. The companies who have taken steps to increase their employee retention rate and have methods in place to reduce turnover will be ahead of the game when that time comes.  Reduced turnover and a stable direct workforce should result in lower recruiting costs, less training time, and improved quality, paving the way for forward-thinking companies to cut costs and compete effectively in the future.  Even though a multitude of theories exists on how to reduce the turnover rate, most of the experts agree that a shift in company philosophy is required.  


In the post World War II economy, the United States was almost the sole manufacturer of needed goods, and understanding the corporate culture was not as important.  There were more workers than jobs. In the 1950s, Edward Deming introduced his theory of management to the Japanese.  This caused a paradigm shift and the awakening of global competition for the United States. This shift was to increased quality and efficiency of production, but employee job satisfaction was still not a major concern for management.  As the baby boomers matured, another paradigm shift occurred as their children entered the workforce.  The old company loyalty disappeared as the new generation searched for fulfillment in the workplace.  Many of the boomers witnessed the lives of their parents and downsizing of corporations to maintain competitive advantages.  Many behaviorists tried to examine the reasons why this was happening. 


One of the earlier behaviorists, Frederick Hertzberg, developed a management theory that is still very relevant for corporations today. Hertzberg’s Motivational Hygiene Theory detailed the difference between factors that simply keep employees satisfied, “maintenance,” and factors that truly inspire employees, “motivators.”  Hertzberg’s stance revealed that maintenance items only keep people from being dissatisfied with their jobs, but to attract new and keep good employees, a company must incorporate motivational factors. Personal growth, achievement, and recognition are among the ones Hertzberg deems as motivators.


Current research also reinforces the same type of management principles needed today. Business consultant and management theorist Craig Stevens, in his validation of earlier research by Jerry Westbrook, looked at modern corporate culture. He collected the following list of supporting key words and ideas from other writers on corporate culture:

  1. Values and ethics 

  2. Supporting partnerships 

  3. Supporting communication 

  4. Focus of the company (i.e., on quality, safety, etc.) 

  5. How a company is embracing change and hyperchange 

  6. Valuing employee satisfaction 

  7. Celebrations of success 

  8. Supporting training and education 

  9. Supporting empowerment 

  10. Supporting employee participation 

  11. Management and relations 

  12. Hip philosophies

All of these tenants heavily support employee participation in collaborative corporate culture. This new culture will be the cornerstone in what differentiates corporations that succeed in the labor shortage from those that fail. In a June 2001 article from, Roosevelt Thomas Jr. relates changing corporate culture to a house built for giraffes occupied by elephants. Corporate culture needs to build their house to accommodate a variety of employees that can do the work but all with differing attributes. Corporate culture needs to change to fit employees, not employees changing to fit their work environment.  Corporate culture built with this as a central theme will be the employer of choice, not only in the scarce labor market of the future, but in today’s labor market as well.


As the labor force gets smaller, another paradigm shift will take place.  Successful companies will be those who retain their workforce by creating an environment of challenged and fulfilled employees. Companies cannot change their corporate culture overnight. To prepare for the future, companies must think of their employees as human capital, once lost not easily replaced.  Successful corporations should implement these changes today if they are to succeed tomorrow. This change in corporate culture will not only reduce turnover, improve quality and reduce training time in the current labor market; a stable workforce will set these companies apart from their competitors in the future.



  1. Blanchard, Ken and Sheldon Bowles. Gung Ho!. New York, N.Y.; William Morrow  & Company, Inc., 1998.   

  2. Stevens, C.A., “Step 3: Using the Westbrook Attributes For “Quality   Management” to Understand and Maximize Organizational Change   Effectiveness and Efficiency,” American Society of Engineering   Management, 21st National Conference Proceedings, October 4-7, 2000.   

  3. Stevens, Craig. The Seven Attributes of Excellence Management.      

  4. Verespej A. Michael. “Human Resources – How To Solve The Worker Shortage.” 11 Jun. 2001. 5 Sep. 2004    

  5. “Work/Life as a Recruiting---and Re-Recruiting---Tool”. 17 Feb. 2003. 5  Sep. 2004.


Nancy Sibole, PHR : A West Virginia native, Nancy has made her home in Tennessee for the last thirty-five years.  She is married, mother of two, and a grandmother to Jack, aged four and Carter, nine months.  Nancy has had a career in Human Resources as a Recruiter and Staffing Specialist since 1986.  She is currently a Sr. Recruiter for Dollar General Corporate Office in Goodlettsville, Tennessee. Nancy is currently enrolled in the Trevecca University MHR program and will receive her Bachelor of Arts in Management and Human Relations December 2004.  

Sharon Hatley: As a Tennessee native, Sharon has enjoyed the state’s beauty her entire life. She is the oldest of four children, is married, and has one stepdaughter. Sharon is currently employed at Cracker Barrel Old Country Store, Inc., where she began her career over fourteen years ago. Her responsibilities have ranged from positions as Accounting Coordinator to Retail Manager for the company’s flagship store. Her current position is a Store System’s Analyst for the company’s Information Services department. Sharon is currently enrolled in the Trevecca University MHR program and will receive the Bachelor of Arts in Management and Human Relations in December 2004.  

Jeff Hatley:A native of Limestone Maine, Jeff has lived his adult life in middle Tennessee. Born into a military family, Jeff traveled extensively around the world until making middle Tennessee his home. He has had a career in retail and distribution, and is currently the Distribution System’s Manager for Cracker Barrel Old Country Store, Inc. He is married and has a teenage daughter. Jeff is currently enrolled in the Trevecca University MHR program and will receive the Bachelor of Arts in Management and Human Relations in December 2004.

April Gentry: April has lived her entire life as a Tennessee native.  April is a daughter, a sister, a Christian, a mother, and a friend.  April is currently employed at Dollar General Corporation in Goodlettsville, Tennessee.  April manages Dollar General’s private label brand “DG Guarantee.”  April is currently enrolled in the Trevecca Nazarene University MHR program and will receive the Bachelor of Arts in Management and Human Relations in December 2004.  






Business leaders constantly struggle with how to get the most from their employees.  Research by "William James of Harvard found that hourly employees could maintain their jobs (that is, not be fired) by working at approximately 20 to 30 percent of their ability.  His study also showed that highly motivated employees work at close to 80 to 90 percent of their ability.”  (Hersey and Blanchard 12)  Based on the research companies would benefit greatly from motivating employees.    

Nancy Redmond (TNU 2005)

Hersey, P., Blanchard, K.H., Johnson, D.E., Management of Organizational Behavior, Prentice Hall, Inc., (2001)


Diversity in the Workplace

Because we are a country of multi-nationalities, different cultures call for different management practices. In the article, Culture and congruence: the fit between management practices and national culture, “there is no one best way to manage a business. This view is now being supplanted with the knowledge that managerial attitudes, values, behaviors, and efficacy differ across national cultures.”


The authors of this article go on to say:

"This simple idea is surprisingly difficult to accept. The current drive toward globalization makes it harder. Globalization leads to standardization. Big Macs are the same around the world, but McDonald's management practices should not be. Just as Big Macs in Moscow are status and luxury while Big Macs in New York are utilitarian, requisite management practices differ across cultures even when products do not.


The fact that management practices should not be universal is illustrated by examples with which most managers are familiar. Pay-for-performance schemes are popular and work quite well in the U.S. and U.K. but are less used and not so successful outside the Anglo countries. This is not just an issue for American companies. It works both ways. Quality circles are widely used and effective in Japan but have not delivered the same performance results in the U.S. despite no lack of trying."


Just as the authors describe, so it is fitting that situational leadership is the most applicable and effective management method. Because of the cultural diversity no “one size fits all” style can work in managing others.

Christy Norton  (TNU 2006)

Newman, K.L., Nollen, S.D., Culture and congruence: the fit between management practices and national culture, Journal of

International Business Studies, Vol. 27, 1996


Culture and a Christian World View


Leaders call on their experiences. Their personal convictions and their beliefs will influence them.  If a leader has no moral convictions then those under his command will question the decisions he attempts to enforce. 


The book Geronimo Stone simply explains how culture has to precede the manager’s position and “stress the importance of solving problems ethically and with honor.  Doing what is right…for the organization, and the country as a whole.” This statement uses the basis of Christian values to make decisions from the employees, up to top executives.  Decisions enforced by leaders will reflect their world view and character issues.  The environment is best for everyone involved if the leader has high moral values, such as those based on true Christian beliefs.  Thus, helping to create a culture based on strong Christian values.

Christy Norton  (TNU 2006)

Stevens, C.A., Moore, M., Geronimo Stone, Llumina Press, (2006)



According to Craig Stevens in Geronimo Stone, the culture has to “empower everyone to make decisions, even at the lowest levels.  Organizational culture is the string that holds it all together.  Unless the company’s culture buys into what you’re trying to accomplish, your vision cannot be realized.”


Kellie Sorrell, (TNU 2006)

Stevens, C., Moore, M., Geronimo Stone, Llumina Press (2006) 


Diagnosing Relationships




 Umbrella to Success

A protector for mothers who desire more

By Nancy Redmond, Jamie Graves, and Sharon Ferrell (TNU 2005)


It has happened to each and every one of us, the day when you are stuck outside in the rain with no umbrella.  When this occurs we try to make do with what ever object available newspaper, bag, brief case…

Finally we reach the shelter of a dry building, only to realize that we are completely soaked through.  The day that once seemed so promising was now completely ruined.  Now imagine that this is the day you live everyday; sodden, uncomfortable, and miserable.  This is the feeling that can happen to so many working mothers especially when they feel trapped in a dead end job barely making end meat, if they are making ends meat at all. 


It would be so easy to live in the constant wetness and many choose to do so.  The statistics show that three in five workers at or below minimum wage are woman.  Half the woman working provide half or more of the household income….and yet, woman still earn less than their male counterparts. The tragic part is so many mothers can not figure out how to block the rain and protect themselves and family from the elements.   How do the mothers who are working at or below minimum wage step out of the rainy existence into the sun?  The true stories of these three mothers have set out to do just that, and in the process have discovered a shield, umbrella, from the rain.


Each mother’s stories surface from very different backgrounds and if each had not set out on their path to step out of the rain they would never have crossed paths.   A brief introduction to the mothers- Sharon Ferrell is an African American wife and mother of five. Jaime Graves, a single mother from a rural county, is the sole supporter of her daughter.  Nancy Redmond grew up in a two parent house in suburbia; she is now a single mother of a six year old.  These determined women met in an adult degree completion program.  Although their experiences vastly differ; the foundation each used to succeed in there endeavors have been related.  This related foundation has become what the three term the Umbrella to Success.


Umbrella to Success


When Sharon, Jaime and, Nancy discussed their situations and goal; it became clear that each possessed and harnessed similar skills.  These skills have allowed each of them the ability to balance family, career, and school; all with the hope of creating a better life for themselves and their family.  As an umbrella protects you from the rain; these skills protected them from defeat and negativity. 


Protector 1-Determination


It is clear that determination is the key to any deliberate change a person needs to make because there are bound to be multiple setbacks with any worth while change. 


Sharon reflects “I have been down many roads; the roads have been straight, curvy, narrow and even some dead-ends” she smiles “but I did not give up on my dreams.”


Jamie continues “Sometimes, I had to alter my plans, take detours, buy I was driven to reach my goal.”


“My determination really kicked into gear when I realized that my income plus my child left us at poverty level.  It was then I knew that I would stop at nothing to change my circumstances” states Nancy.


Protector 2- Imagine the Possibilities


Changing ones circumstances does not occur overnight. A person must imagine how they can make develop internally, improve their family, and positively impact the world around them. 


Nancy thoughts on personal development “I always saw my life as successful and fulfilling mentally, spiritually, and emotionally.  I am constantly challenging myself to get to the next level of my own development.”


 “I wanted a better life for my daughter.” Jamie reflects on the improving her families circumstances “I set a goal to get an education because I felt this was my only ticket out of my current situation.”  She focuses on the family.


Sharon discusses the societal impact as a mother, “If you implement strong leadership and management skills in all aspects of your life that you will enrich the nation’s future with strong leaders.”


Protector 3- Take Calculated Risks


In order to reach their goals each woman has learned to take calculated risks.  Jamie would base her decisions by constantly asking “How will this enable me to reach my goal?”  She like Sharon and Nancy have often sacrificed short term, in the hopes of their efforts would pay off in the end. 


“Since my daughter was born, I would make lateral or downgrading career choices with the sole purpose of aligning myself for better promotional and career moves in the future” states Nancy “If a person looked at the choices by an organizational chart they would no doubt question my judgment, especially when I quit a dead-end job to change industries without experience in the new field, thus far taking risks has paid off”


Sharon knows the sacrifice and the rewards that can be obtained with calculated risks “I decided that leadership must be established so I gave up my first shift position at work for a third shift.  This changed the culture of the family where I, the mother, had been overloaded with many duties that were taken for granted.  This career change help establish self-sufficiency and leadership in the other family members.  The family had to rely on team building to get things done.” 


Protector 4- Cheerleaders and Support


Jaime was twenty living in the projects with an infant.  She recalls “People were constantly telling me I should quit my job because I could get more help form the government.”  Jamie did not listen to the negative advise accept for looking for support.  She applied for subsidized housing and is now a home owner.  “I also applied for financial aid and received Pell grants which would pay for my classes and books.”


Sharon and Nancy found most of her support from home.  Nancy recalls “My parents have been life savers.  My father who was retired cared for my daughter when she was an infant while I worked multiple shifts to get on my feet.  This allowed me to defer daycare costs for the first year and a half of my daughter’s life.  My mother usually picks my child up from school and baby-sits while I continue my education and balance a career.”


Sharon found that when she changed the culture of her family her family began to really contribute “My workload at home was cut in half; this allowed more time for my studies.  It also gave my children a sense of pride and contribution in my quest for a higher education.”


Protector 5- Hope and Faith


Each of the three mothers concurs that without hope and faith all the other aspects of the Umbrella model for success would be ineffective.  “If there is no hope for a better life than what good is having all the other pieces to the model” Nancy begins. 


Sharon speaks on her Christian beliefs by saying “I put my faith in God to assist in my decisions.  Prayer has become one of my most trusted avenues to make decisions.” 


 “I tuned out the negative noise and kept reaching for the prize.” Jamie says “With faith in God, determination and drive anything is possible.” 


            Don’t forget your Umbrella


When working mothers take on new ventures and try to balance family, work, school, and other life endeavors they should come armed with an Umbrella.  The Umbrella of Success will shield them from the negative elements pouring in on them. It will allow mothers to use determination, take calculated risks, find their cheerleading support teams, and express unwavering hope and faith.  If mothers everywhere can keep the Umbrella in working order they are bound to stay out of the rain and find the success that they deserve.  






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