Richard III, Godfather and Princely Counsel Taken

Elaboration of Chapter 11And Introduction to Chapter 18

Olivier as Richard III

To be king Gloucester must

• Plot and playn• Characterize himself as cheated, cursed,

deformed, barked at by dogs, unfinished by the Creator

• Murder and smile• Cry false tears(opening soliquoy and proposing himself as Anne’s husband)

Al Pacino as Richard IIIand Michael Corleone

Echoing Richard’s Rationalizationhttps://video.search.yahoo.com/video/play?p=godfather&vid=ae147124bc8b5dcb9171e93ec75ba762&l=2%3A39&turl=http%3A%2F%2Fts1.mm.bing.net%2Fth%3Fid%3DVN.608040796860059160%26pid%3D15.1&rurl=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3D0qvpcfYFHcw&tit=It%26%2339%3Bs+Strictly+Business+-+The+Godfather+%282%2F9%29+Movie+CLIP+%281972%29+HD&c=13&sigr=11bagqmi2&sigt=125eg4mmf&sigi=11rbsen7n&back=https%3A%2F%2Fsearch.yahoo.com%2Fyhs%2Fsearch%3Fp%3DGodfather%2Bclips%26ei%3DUTF-8%26hsimp%3Dyhs-001%26hspart%3Dmozilla&sigb=12rshdgak&ct=p&pstcat=arts+culture+and+entertainment&age%5B0%5D=1321981053&fr2=p%3As%2Cv%3Av%2Cm%3Asa&hsimp=yhs-001&hspart=mozilla&tt=b

https://video.search.yahoo.com/video/play?p=godfather&vid=5692b48b4fba88692f559edb4838a2b5&l=2%3A53&turl=http%3A%2F%2Fts3.mm.bing.net%2Fth%3Fid%3DVN.608037262104267202%26pid%3D15.1&rurl=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DYkYjRrmoXBs&tit=The+Godfather+Scene&c=20&sigr=11b5tnl6n&sigt=10jjuauc3&sigi=11r2gdu9p&back=https%3A%2F%2Fsearch.yahoo.com%2Fyhs%2Fsearch%3Fp%3DGodfather%2Bclips%26ei%3DUTF-8%26hsimp%3Dyhs-001%26hspart%3Dmozilla&sigb=12rshdgak&ct=p&pstcat=arts+culture+and+entertainment&age%5B0%5D=1222794583&fr2=p%3As%2Cv%3Av%2Cm%3Asa&hsimp=yhs-001&hspart=mozilla&tt=b

Chapter 15, The Prince

• how one lives is so far distant from how one ought to live, that he who neglects what is done for what ought to be done, sooner effects his ruin than his preservation; for a man who wishes to act entirely up to his professions of virtue soon meets with what destroys him among so much that is evil.

Hence it is necessary for a prince wishing to hold his own to know how to do wrong, and to make use of it or not according to necessity.

And I know that every one will confess that it would be most praiseworthy in a prince to exhibit all the above qualities that are considered good; but because they can neither be entirely possessed nor observed, for human conditions do not permit it, it is necessary for him to be sufficiently prudent that he may know how to avoid the reproach of those vices which would lose him his state; and also to keep himself, if it be possible, from those which would not lose him it; but this not being possible, he may with less hesitation abandon himself to them.

Chapter 17, The Prince

I say that every prince ought to desire to be considered clement and not cruel. Nevertheless he ought to take care not to misuse this clemency.

• He ought to be slow to believe and to act, nor should he himself show fear, but proceed in a temperate manner with prudence and humanity, so that too much confidence may not make him incautious and too much distrust render him intolerable.

The way the world really works

It is much safer to be feared than loved, when, of the two, either must be dispensed with.

The capriciousness of love

Men are ungrateful, fickle, false, cowardly, covetous, and as long as you succeed they are yours entirely; they will offer you their blood, property, life and children, as is said above, when the need is far distant; but when it approaches they turn against you.

The danger to the prince

[The prince who relies] entirely on their promises, has neglected other precautions, is ruined; because friendships that are obtained by payments, and not by greatness or nobility of mind, may indeed be earned, but they are not secured, and in time of need cannot be relied upon. men have less scruple in offending one who is beloved than one who is feared, for love is preserved by the link of obligation which, owing to the baseness of men, is broken at every opportunity for their advantage; but fear preserves you by a dread of punishment which never fails.

The wisdom of the world

Men have less scruple in offending one who is beloved than one who is feared, for love is preserved by the link of obligation which, owing to the baseness of men, is broken at every opportunity for their advantage; but fear preserves you by a dread of punishment which never fails.

A Princely Case Study from the opening scene of The Godfather

https://video.search.yahoo.com/video/play;_ylt=A0LEV78n9cBUmR4AkyonnIlQ;_ylu=X3oDMTB0N25ndmVnBHNlYwNzYwRjb2xvA2JmMQR2dGlkA1lIUzAwNF8x?p=Godfather+opening+scene&tnr=21&vid=CE23CBECE02553BAB464CE23CBECE02553BAB464&l=422&turl=http%3A%2F%2Fts3.mm.bing.net%2Fth%3Fid%3DUN.608051349592607382%26pid%3D15.1&rurl=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DOIBpHO1gZgQ&sigr=11bgiq3te&tt=b&tit=Opening+Scene+Godfather&sigt=10nl5cd3j&back=https%3A%2F%2Fsearch.yahoo.com%2Fyhs%2Fsearch%3Fp%3DGodfather%2Bopening%2Bscene%26ei%3DUTF-8%26hsimp%3Dyhs-001%26hspart%3Dmozilla&sigb=133v2iu1i&hspart=mozilla&hsimp=yhs-001

Another accounting of who we are and why we do what we do

• Urie Brofenbrenner• Russian immigrant• Grew up near

Pittsburgh• Attended Cornell• Ultimately went back to

Cornell to lead family studies and psychology

• http://nacce.org/ecological-theory-of-bronfenbrenner/

Organizational Changes

• Planned change: Results from a deliberate decision to alter the organization

• Unplanned change: Imposed on the organization and is unforeseen– Responsiveness requires tremendous flexibility

and adaptability on the part of organizations

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17

External Forces for Change

Globalization Workforce Diversity

Technological Change

Ethical Behavior

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18

Internal Forces for Change

CrisisChanges in Employee

Expectation

Changes in Work Climate

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19

The Scope of Change

• Incremental: Relatively small scope, such as making small improvements

• Strategic: Larger scale, such as organizational restructuring

• Transformational: Organization moves to a radically different, and future state

• Change Agent: Individual or group that introduces and manages a change in an organization– Can be internal or external

20

Internal Change Agents

Advantages

• Know past history, political system, and culture

• Manage carefully as they must live with the results of change

Disadvantages

• Associated with factions within the organization

• Accused of favoritism• Too close to the

situation to have an objective view

21

External Change Agents

Advantages

• Bring an outsider’s objective view

• Preferred by employees due to their impartiality

Disadvantages

• Limited knowledge of organization’s history

• Viewed with suspicion

22

Leading Change

According to Michael Beer, change occurs when

(D x M x P) > Costs of Change, if change occursD= dissatisfaction with status quoM= a new model for organizationP=process for change

Resistance to Change

Fear of the unknown

Fear of loss and failure

Disruption of interpersonal relationships

Personality conflicts

Politics

Cultural assumptions and values

24

Dealing with Resistance to Change

• Details and rationale of the change should be provided to employees

Communication

• Establishes a feeling of ownership

Participation

• Identify reasons behind resistance• Provide counseling through employee assistance plans

Empathy and support

25

Dissatisfaction

• Requires enormous amounts of physical and intellectual energy.

• Without urgency, no one adopts new values, attitudes, and behaviors.

• easiest during a reactive change. • More difficult is proactive. • Only occurs when a critical mass of

individuals converge.

Figure 18.1 - Force Field Analysis of a Decision to Engage in Exercise

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Figure 18.2 - Lewin’s Change Model

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Model for Future

• Eliminate 25% of waste• Reduce greenhouse emissions by 15%• Create new line based on benign materials• More environmentally sustainable• Use renewable energy sources• Use biodegradable materials

Change process

The challenge

• Create urgency to discard the old and embrace the new

• Creating interest among stakeholders• Considering targets’ receptivity

Power of Change Agent

On the Table

• Which levers to pull• With whom• When

Beyond the Book:Testing Your Tolerance for Ambiguity

34

Read each of the following statements carefully. Then rate each of them in terms of the extent to which you either agree or disagree with the statement using the following scale:

1 2 3 4 5 6 7

Completely Disagree

Completely Agree

Neither Agree nor Disagree

1. An expert who doesn’t come up with a definite answer probably doesn’t know much2. I would like to live in a foreign country for a while3. The sooner we all acquire similar values and ideals, the better4. A good teacher is one who makes you wonder about your way of looking at things5. I like parties where I know most of the people more than ones where all or most of the people are complete strangers

Beyond the Book:Testing Your Tolerance for Ambiguity

35

6. Teachers or supervisors who hand out vague assignments give a chance for one to show initiative and originality7. A person who leads an even, regular life in which few surprises or unexpected happenings arise really has a lot to be grateful for8. Many of our most important decisions are based upon insufficient information.9. There is really no such thing as a problem that can’t be solved10. People who fit their lives to a schedule probably miss most of the joy of living.11. A good job is one where what is to be done and how it is to be done are always clear12. It is more fun to tackle a complicated problem than to solve a simple one13. In the long run, it is possible to get more done by tackling small, simple problems rather than large and complicated ones14. Often the most interesting and stimulating people are those who don’t mind being different and original15. What we are used to is always preferable to what is unfamiliar

Beyond the Book:Testing Your Tolerance for Ambiguity

36

Scoring: For even-numbered questions, add the total points. For odd-numbered questions, use reverse scoring and add the total points. (1 becomes 7, 2 becomes 6, etc.)

Interpreting Your Results:

A score of 15 would indicate perfect ambiguity tolerance, while perfect intolerance would yield a score of 105. Typical scores between 20 and 80 are reported, with means of 45. Tested private-sector managers scored 44.6 ± 8.5, while public- and third-sector managers scored 43 ± 20

Organizational Development (OD)

• Systematic approach to organizational improvement • Applies behavioral science theory and research to

increase individual and organizational well-being and effectiveness

• Structured cycle of diagnosing organizational problems and opportunities and applying expertise to them

• Grounded in solid research and theory• Recognizes the reciprocal relationship between

individuals and organizations• Goal oriented

37

Figure 18.3 - The Organization Development Cycle

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 38

Survey Feedback

• Method of intervention whereby employee attitudes are solicited by questionnaire– Anonymous– Group reporting format – No repercussions– Clear purpose– Follow-up

39

Management by Objectives and Quality Program

• Organization-wide intervention technique of joint goal setting between employees and managers– Setting initial objectives– Periodic progress reviews – Problem solving to remove obstacles to goal

achievement• Quality Program: Embeds product and service

quality excellence into the organizational culture– Raise aspirations about product/service quality

40

Team Building

• Improves the effectiveness of a work group– Seek feedback– Discuss errors– Reflect on successes and failures– Experiment with new ways of performing– Climate of psychological safety

41

Process Consultation

• Helps managers and employers improve the processes that are used in organizations

• Used in combination with other OD interventions

• Organization in examining the processes of the organization and refining them

42

Organizational Development (OD)

• Systematic approach to organizational improvement • Applies behavioral science theory and research to

increase individual and organizational well-being and effectiveness

• Structured cycle of diagnosing organizational problems and opportunities and applying expertise to them

• Grounded in solid research and theory• Recognizes the reciprocal relationship between

individuals and organizations• Goal oriented

43

Figure 18.3 - The Organization Development Cycle

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 44

Survey Feedback

• Method of intervention whereby employee attitudes are solicited by questionnaire– Anonymous– Group reporting format – No repercussions– Clear purpose– Follow-up

45

Management by Objectives and Quality Program

• Organization-wide intervention technique of joint goal setting between employees and managers– Setting initial objectives– Periodic progress reviews – Problem solving to remove obstacles to goal

achievement• Quality Program: Embeds product and service

quality excellence into the organizational culture– Raise aspirations about product/service quality

46

Team Building

• Improves the effectiveness of a work group– Seek feedback– Discuss errors– Reflect on successes and failures– Experiment with new ways of performing– Climate of psychological safety

47

Process Consultation

• Helps managers and employers improve the processes that are used in organizations

• Used in combination with other OD interventions

• Organization in examining the processes of the organization and refining them

48