MBA 6001 Organization Research & Theory

Course Facilitator

Dr. Larry R. WilliamsDr. Larry R. WilliamsUniversity of Maryland, PhD University of Maryland, PhD

Penn State University, M.S.Penn State University, M.S.

Coppin State College, M.Ed.Coppin State College, M.Ed.

West Virginia University, B.S.West Virginia University, B.S.

Home: Dalat VietnamHome: Dalat Vietnam

MY “I CAN’T” BOXI

CAN'T

Today’s Learning Objectives

Learn basic important content of organizational research Learn basic important content of organizational research and theory.and theory.

Learn shortcuts to being a quality MBA student – taking Learn shortcuts to being a quality MBA student – taking “good” notes/listening well- developing an “I can attitude”“good” notes/listening well- developing an “I can attitude”

Learn how to Learn how to thinkthink and and performperform like a scholar – pathways like a scholar – pathways to successto success

What is an Organization?

A tool used by people

to coordinate their actions to obtain

something they desire or value.

How does Organizations Create Value?

Organizations create value in 3 stages:

1. Input

2. Conversion

3. Output

3

The use of an organizationAllows people together to:

Which increases theValue that an

Organization can create

Increase specialization And division of labor

Use large scale technology

Manage external environment

Economize onTransaction costs

Exert Power and Control

What is Organizational Theory?

Study of how organizations function and how they affect and are affected by the environment in which they operate.

What is Organizational Structure?

The formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals.

What is Organizational Culture?

Set of shared values and norms that controls organizational members’ interactions with each other and with suppliers, customers, and other people outside the organization.

What is Organizational Design?

Process by which managers select and manage aspects of structure and culture so that an organization can control the activities necessary to achieve its goals.

What is Organizational Change?

Process by which organizations redesign their structures and cultures to move from their present state to some desired future state to increase their effectiveness.

Contingency?

An event that might occur and must be planned for.

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GOALS- A MUSTGOALS- A MUST

Goals are the Goals are the roadmapsroadmaps providing providing direction and motivation for success direction and motivation for success

in your company and in life. in your company and in life.

Use them daily!Use them daily!

GOALSGives meaning to organization & work!

Creates a road map-direction!

Provides a way to measure performance & achievement!

Helps us utilize our skills and talents!

Provides self - improvement & growth

Is one of the vital keys to successful companies!

7 SIMPLE STEPS IN SETTING GOALS!

● IDENTIFY A WORTHY GOAL● LIST THE BENEFITS● LIST THE OBSTACLES ● LIST NEEDED SKILLS/ KNOWLEDGE● IDENTIFY RESOURCES TO ASSIST IN GOAL

ACHIEVEMENT● DEVELOP A PLAN OF ACTION● SET A SPECIFIC COMPLETION DATE.NOW!

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SMART GoalsSMART Goals

• Specific- What, Why, How?• Measurable- must be concrete, real• Attainable- can be reached• Realistic- “doable” – develop plan

to attain goal• Timely- week, month, three

months, one year, five years… a lifetime

HELPFUL IDEAS ON GOAL SETTING - MAKING IT EASY

Make me happier? Make me more secure

and confident? Can I see myself

reaching this goal? Make me healthier or

more prosperous? Is it fair and can I be

100% committed to it? Is it really my goal? Or?

Write your goals now! Visualize reaching goals! Use positive self talk! Plan to work hard! Share goals with others! Have work & personal goals! Write fun goals, too! Must be challenging, realistic Reward yourself !!!

Vision & Mission StatementsVision & Mission Statements

MissionMission: what is our business?: what is our business?

VisionVision: what do we want to become?: what do we want to become?

Vision & MissionVision & Mission

• Vision statement developed firstVision statement developed first

• Short- usually one sentenceShort- usually one sentence

• Has broad management involvement Has broad management involvement

Who are Stakeholders?

People who have an interest, claim or stake in an organization, in what it does, and how it performs

Authority

The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.

Chain of Command

Business EthicsBusiness Ethicscomprises principles & standards that guide comprises principles & standards that guide behavior in the world of businessbehavior in the world of business

whether a specific behavior is ethical or unethical whether a specific behavior is ethical or unethical is often determined by stakeholdersis often determined by stakeholders

–investorsinvestors

–customerscustomers

–the communitythe community

–employeesemployees

–the legal systemthe legal system

Ethical Issues Ethical Issues around the Worldaround the World●Sexual & racial discriminationSexual & racial discrimination●Human RightsHuman Rights●Price Discrimination- dumping & gougingPrice Discrimination- dumping & gouging●Bribery & Payoffs- lack of transparencyBribery & Payoffs- lack of transparency●Harmful productsHarmful products●Environmental Concerns- PollutionEnvironmental Concerns- Pollution●Telecommunication Issues, Internet Telecommunication Issues, Internet

privacyprivacy● Intellectual rights, copyrights, pirating, Intellectual rights, copyrights, pirating,

patent protectionpatent protection

EthicalEthical Assumptions Assumptions Take care!Take care! Beware!Beware!

Define the following words that have Define the following words that have significant ethical meanings:significant ethical meanings:

Right Right WrongWrong

GoodGood EvilEvil

Ethical Issues are:Ethical Issues are:

• problems, situations, or opportunities problems, situations, or opportunities requiring an individual to choose requiring an individual to choose among actions that may be evaluated among actions that may be evaluated as right or wrong, ethical or unethicalas right or wrong, ethical or unethical

• ethical issues arise because of:ethical issues arise because of:• conflict among personal/organizational conflict among personal/organizational

values values• conflicts with societal valuesconflicts with societal values

Causes of Unethical BehaviorCauses of Unethical Behavior●Meeting overly aggressive financial Meeting overly aggressive financial

or business objectivesor business objectives●Meeting schedule pressuresMeeting schedule pressures●Helping the organization surviveHelping the organization survive●Rationalizing that others do itRationalizing that others do it●Resisting competitive threatsResisting competitive threats●Saving jobsSaving jobs●Compensate for lack of skillsCompensate for lack of skills

Influences on Influences on Ethical Behavior Ethical Behavior

●Personal valuesPersonal values●Attitudes/behaviors of supervisorAttitudes/behaviors of supervisor●Attitudes/behaviors of senior managementAttitudes/behaviors of senior management● Internal drive to succeedInternal drive to succeed●Performance pressuresPerformance pressures●No threat of punishmentNo threat of punishment●Friends/coworkersFriends/coworkers

Keys to Managing Keys to Managing Ethics Programs Ethics Programs

●must consider the values & principles of all must consider the values & principles of all key stakeholders of the organizationkey stakeholders of the organization

●the role and support of top management is the role and support of top management is criticalcritical

●top management & key stakeholders top management & key stakeholders must address ethical issues affecting must address ethical issues affecting the organization on an ongoing basisthe organization on an ongoing basis

Ethical ClimateEthical Climate

the character or decision processes used to the character or decision processes used to determine whether actions are ethical or determine whether actions are ethical or unethicalunethical

consists of corporate codes of ethics, top consists of corporate codes of ethics, top management actions, ethical policies, coworker management actions, ethical policies, coworker influence, and the opportunity for unethical influence, and the opportunity for unethical behaviorbehavior

the perceived ethics of the immediate work the perceived ethics of the immediate work group has been found to be a major factor group has been found to be a major factor influencing ethical behaviorinfluencing ethical behavior

Opportunity Creates Opportunity Creates Ethical Dilemmas Ethical Dilemmas

opportunity is a set of conditions that limits opportunity is a set of conditions that limits unfavorable behavior or rewards favorable behaviorunfavorable behavior or rewards favorable behavior

rewards may be internal (self-worth, enjoyment)rewards may be internal (self-worth, enjoyment)

rewards may be external (raises, promotion)rewards may be external (raises, promotion)

a person who behaves unethically & is rewarded is a person who behaves unethically & is rewarded is likely to continue the behavior; punishment is a more likely to continue the behavior; punishment is a more suitable deterrentsuitable deterrent

Improving Ethical BehaviorImproving Ethical Behavior

ethical behavior depends on:ethical behavior depends on:

–the embedded organizational the embedded organizational value system (corporate culture)value system (corporate culture)

–significant otherssignificant others

–personal value preferencespersonal value preferences

Whistle-BlowingWhistle-Blowing

when unethical or illegal behavior occurs in the when unethical or illegal behavior occurs in the organization and individual interpersonal conflict occursorganization and individual interpersonal conflict occurs

exposing an employer’s wrongdoing to outsiders such as exposing an employer’s wrongdoing to outsiders such as the media or government regulatory agenciesthe media or government regulatory agencies

provides an in-house mechanism for employees to voice provides an in-house mechanism for employees to voice concernsconcerns

usually anonymoususually anonymous

Codes of EthicsCodes of Ethicsare formal statements of what an organization expects in the way of ethical behavior

will not solve every dilemma

provide rules & guidelines

reflects senior management’s desire for compliance with values, rules & policies in support of an ethical climate

should be specific enough to be reasonably capable of preventing misconduct

Differentiation

Process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships that allow the organization to achieve its goals.

Centralized OrganizationsCentralized Organizationsstress formal rules, policies & procedures supported with systematic control systems

codes of ethics may specify the techniques for decision makers

tend to be very bureaucratic

the division of labor is well defined

Decentralized OrganizationsDecentralized Organizationshave few formal rules, and coordination and control are usually informal and personal

are adaptable and are very aware

of external change

managers can react quickly to changes in the external and internal environment

Tall Organization

Flat Organization

Span of Control

The number of subordinates a

manager directly manages

Management By Objectives

A system of evaluating subordinates on their ability to achieve specific organizational goals or performance standards and to meet operating budgets.

Six Steps in MBO (Management By Objectives)

● Set organizational goals● Set departmental goals● Discuss goals with employees● Define individual goals- expected results (Must be fair and attainable)● Constantly monitor individual/ team

progress in attaining goals- modify if necessary

● Discuss and provide feedback- coach

Corporate Corporate CultureCulture

●a set of values, beliefs, goals, norms, and a set of values, beliefs, goals, norms, and ways to solve problems that members ways to solve problems that members (employees) of an organization share(employees) of an organization share

●some corporate cultures support and some corporate cultures support and reward unethical behaviorreward unethical behavior

●ethical climate is a component of ethical climate is a component of corporate culturecorporate culture

The Role of Corporate The Role of Corporate Culture in Ethical Culture in Ethical Decision MakingDecision Making

●culture gives members of an organization meaning & provides them with rules for behaving within the organization

●a company’s history & unwritten rules are a part of its culture

●some cultures are so strong they dictate the character of the entire organization to outsiders

STRATEGYSTRATEGY STRATEGYSTRATEGYCorporateCorporate

Level Level CorporateCorporate

Level Level

Functional Functional LevelLevel

Functional Functional LevelLevel

GlobalGlobalExpansionExpansion

GlobalGlobalExpansionExpansion

BusinessBusinessLevelLevel

BusinessBusinessLevelLevel

44 LEVELSLEVELS

Just In Time Inventory Systems

A system that requires inputs and components needed for production to be delivered to conversion process just as they are needed, neither earlier nor later, so that input inventories can be kept to a minimum.

Sources of Organization

Power

ControlOver

Resources

Control Over Info

No substitute

Authority

UnobtrusivePower

ControlOver

Uncertainty

Centrality

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WHAT IS PLANNED CHANGE? WHAT IS PLANNED CHANGE?

“Any significant alternative in the status quo of an organization which is intended to provide benefits, improve productivity and guide future strategies and decision making”

Change Leadership makes this happen!

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4 Change 4 Change ApproachesApproaches 4 Change 4 Change ApproachesApproaches

Change in:Change in:• People’s Mindset &People’s Mindset &

AttitudeAttitude• Organization StructureOrganization Structure• Products or ServicesProducts or Services• TechnologyTechnology

Change in:Change in:• People’s Mindset &People’s Mindset &

AttitudeAttitude• Organization StructureOrganization Structure• Products or ServicesProducts or Services• TechnologyTechnology

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Six Phases in Adopting Change

• AwarenessAwareness• InterestInterest• EvaluationEvaluation• TrialTrial• AdoptionAdoption• IntegrationIntegration

• AwarenessAwareness• InterestInterest• EvaluationEvaluation• TrialTrial• AdoptionAdoption• IntegrationIntegration

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Forces Shaping Forces Shaping

Readiness for Readiness for ChangeChange

Forces Shaping Forces Shaping

Readiness for Readiness for ChangeChange• General Organizational General Organizational

AtmosphereAtmosphere• Prevailing CulturePrevailing Culture• Current Employee Skill LevelCurrent Employee Skill Level• Level of ResistanceLevel of Resistance• Employee MotivationEmployee Motivation

Force-FieldForce-Field ModelModel

Kurt LewinKurt Lewin

Models- Framework For Planned Change &Change Leadership

• Use as guide to plan for change• Modify models to meet specific company

need• Stimulate creative thinking and discipline• Saves time and conserves energy• Provides a roadmap for positive change• Maintains focus on main change elements• Reduces planning errors and shortcomings

THE WILLIAMS MODEL FOR SUCCESSFUL PLANNED CHANGE

1. Monitor external & internal climate -initiate creative thinking2. Determine “real’ need3. Adopt change idea(s)4. Consider alternatives5. Get top managers support6. Discard status quo7. Form change team8. Get decision makers approval

LRWLRW

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THE WILLIAMS MODEL (CONTINUED)

9. Involve staff early 10. Evaluate all forces11. Plan for resistance12. Obtain goal consensus13. Develop trust, ownership14. Open communication15. Train staff in change skills & stress reduction16. Provide resources

LRWLRW

WILLIAMS MODEL (CONTINUED)

17. Adopt change formally & informally18. Develop equitable reward system19. Pilot test change to troubleshoot20. Establish feedback mechanisms, for new learning and thinking21. Monitor changes at regular intervals 22. Foster & promote “idea” champions23. Plan for future change, it is inevitable!24. Continue creative thinking about future

LRWLRW

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7 Simple Levels of 7 Simple Levels of Change LeadershipChange Leadership 7 Simple Levels of 7 Simple Levels of Change LeadershipChange Leadership

1.1. ““Doing things right”Doing things right”

2.2. ““Do the right thing”Do the right thing”

3.3. ““Do away with things”Do away with things”

4.4. ““Do things better”Do things better”

5.5. ““Do things people are doing”Do things people are doing”

6.6. ““Do things that haven’t been done”Do things that haven’t been done”

7.7. ““Do things that can’t be done”Do things that can’t be done”

Rolf Rolf Smith, Jr.Smith, Jr.

Overcoming Resistance to Change

UnfreezingUnfreezing

ChangingChanging

RefreezingRefreezing

PHASE ONE UNFREEZING

• Prepare the situation for change• Establish need for change

• Create discontent with present• Overcome resistance• Develop a vision for the future!

PHASE TWO CHANGING

Actual change is implemented Organizational components are changed Skill training takes place Organizational resources fully support

change

PHASE THREE REFREEZING Change is stabilized and

institutionalized New behaviors are reinforced Evaluation and feedback occurs Modifications are made to plan

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Sources of Employee Sources of Employee ResistanceResistanceSources of Employee Sources of Employee ResistanceResistance ContentmentContentment Fear of UnknownFear of Unknown Internal TensionInternal Tension Threat to Value Threat to Value

SystemSystem Loss of PowerLoss of Power SkepticismSkepticism ProtectivenessProtectiveness Improper TimingImproper Timing Inadequate SkillsInadequate Skills

• Lack of Lack of Organizational Organizational SupportSupport

• Need for SecurityNeed for Security• Lingering BitternessLingering Bitterness• No IncentivesNo Incentives• Lack of Self Lack of Self

ConfidenceConfidence• Insufficient TrustInsufficient Trust• Lack of Lack of

UnderstandingUnderstanding

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Strategies to Strategies to Overcome Overcome ResistanceResistance

Strategies to Strategies to Overcome Overcome ResistanceResistance

• Develop plan to diffuse resistanceDevelop plan to diffuse resistance• Analyze situation carefullyAnalyze situation carefully• Align change with needs and improvementAlign change with needs and improvement• Seek maximum employee involvementSeek maximum employee involvement• Obtain active top management supportObtain active top management support• Maintain open communicationMaintain open communication• Insure good timingInsure good timing• Provide skill developmentProvide skill development

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Strategies Strategies (Continued)(Continued) Strategies Strategies (Continued)(Continued)• Build incentives into change processBuild incentives into change process• Respect worker autonomyRespect worker autonomy• Create new experiencesCreate new experiences• Give prompt feedback to questions/ Give prompt feedback to questions/

concernsconcerns• Seek revisions – reconsider itemsSeek revisions – reconsider items• Supply maximum organizational Supply maximum organizational

resourcesresources• Pose little threat to job securityPose little threat to job security• Structure change to reduce burdensStructure change to reduce burdens

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Challenges of Challenges of Change in Change in the 21 the 21stst CenturyCentury• Global competition- globalization for allGlobal competition- globalization for all

• Terrorism & a growing gap between Terrorism & a growing gap between developed and under developed developed and under developed countriescountries

• Political and economic uncertainty- Political and economic uncertainty- population ++population ++

• Environmental pollution, disease and Environmental pollution, disease and quality of lifequality of life

• Shifting consumer & work preferencesShifting consumer & work preferences

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Challenges of Change in Challenges of Change in

the 21 the 21stst Century (Cont.) Century (Cont.)

Challenges of Change in Challenges of Change in

the 21 the 21stst Century (Cont.) Century (Cont.)• Skilled and trained workforce- Skilled and trained workforce-

knowledgeable and with a continuous knowledgeable and with a continuous learning organizationlearning organization

• Cultural harmony and acceptanceCultural harmony and acceptance• Creative and innovative thinking to Creative and innovative thinking to

remain competitiveremain competitive• Coping with stress – technological Coping with stress – technological

changechange• Add your thoughts……..Add your thoughts……..

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What is Visionary What is Visionary Change Change Leadership?Leadership?

What is Visionary What is Visionary Change Change Leadership?Leadership?• Guide planned change effectively from start to Guide planned change effectively from start to

completion completion • Ability to energize groups to Ability to energize groups to implement new thinking/projectsimplement new thinking/projects• Create a receptive and open environment for Create a receptive and open environment for

change initiativeschange initiatives• Create and develop new ideas and concepts for Create and develop new ideas and concepts for

successful changesuccessful change• Prepare and respond effectively to resistance to Prepare and respond effectively to resistance to

changechange

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Visionary Visionary ChangeChange Leadership Leadership SkillsSkills

Visionary Visionary ChangeChange Leadership Leadership SkillsSkills

• Be enthusiastic-actively involve Be enthusiastic-actively involve everyoneeveryone

• Get support from decision makersGet support from decision makers• Be very knowledgeable about changesBe very knowledgeable about changes• Make incremental changesMake incremental changes• Be candid about work and risks Be candid about work and risks

involvedinvolved• Excellent listener- subordinates and

others

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Visionary ChangeVisionary Change Leadership Skills Leadership Skills (Cont.) (Cont.)

Visionary ChangeVisionary Change Leadership Skills Leadership Skills (Cont.) (Cont.)

• Focus on the benefits of Focus on the benefits of changechange

• Maintain open communication Maintain open communication • Reduce stress- build moraleReduce stress- build morale• Be a problem preventorBe a problem preventor• Be resilient- remain adaptableBe resilient- remain adaptable• Generates breakthrough ideas

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Visionary ChangeVisionary Change Leadership Skills Leadership Skills (Cont.) (Cont.)

Visionary ChangeVisionary Change Leadership Skills Leadership Skills (Cont.) (Cont.)• Imagination and curiosity• Leads by power of ideas and creativity• Can bridge thoughts- no single worldview• Handles complexity and change well• Sensitive to human needs and all cultures• Work with other people as resources• Constant learner- very open to new ideas

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8 Steps to Successful 8 Steps to Successful Change Leadership Change Leadership 8 Steps to Successful 8 Steps to Successful Change Leadership Change Leadership

1.1. Increase UrgencyIncrease Urgency

2.2. Build the Guiding TeamBuild the Guiding Team

3.3. Get the Vision RightGet the Vision Right

4.4. Communicate for AcceptanceCommunicate for Acceptance

5.5. Empower ActionEmpower Action

6.6. Create Short Term WinsCreate Short Term Wins

7.7. Don’t Let UpDon’t Let Up

8.8. Make Change/Attitudes StickMake Change/Attitudes Stick

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Research StudyResearch Study-- Competencies Competencies for for Successfully Managing Successfully Managing ChangeChange

Research StudyResearch Study-- Competencies Competencies for for Successfully Managing Successfully Managing ChangeChange Obtains employee commitmentObtains employee commitment Setting & prioritizing objectivesSetting & prioritizing objectives Relating effectively to othersRelating effectively to others Showing personal drive & confidenceShowing personal drive & confidence Making prudent decisionsMaking prudent decisions Managing emotions & stress Managing emotions & stress

effectivelyeffectively Demonstrating positive self image Demonstrating positive self image Showing concern for excellence Showing concern for excellence

Creative Thinking

leads to Innovation

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General Rules of Creative ThinkingGeneral Rules of Creative Thinking

• Avoid making assumptions• Be open- discipline yourself to

look at all options• Do not put limits on your thinking• Communicate often with other

creative people- share ideas• Use your “right” brain- not the

logical, numerical left brain

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Building Knowledge Power Building Knowledge Power

• Gain expertise- become a walking dictionary• Act confidently and decisively• Keep informed- learn something new every

day• Share and learn from others• Actively participate in training/ read a

variety of current literature• Be open to new and varied ideas

Characteristics of a Creative Thinker● Positive attitude/ self talk at all timesPositive attitude/ self talk at all times● Visualize their dreams, “what if?”Visualize their dreams, “what if?”● Eliminates negative thoughts/barriersEliminates negative thoughts/barriers● Are curious, flexible and imaginativeAre curious, flexible and imaginative● Is a knowledge spongeIs a knowledge sponge● Seek alternatives and open to all ideasSeek alternatives and open to all ideas● Thinks and dreams anything is possibleThinks and dreams anything is possible● Constantly question status quo- thingsConstantly question status quo- things● Take “leisure breaks” for incubationTake “leisure breaks” for incubation

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Some Popular Creative Thinking Tools

Some Popular Creative Thinking Tools

Lateral ThinkingLateral Thinking

BrainstormingBrainstorming

Brain WritingBrain Writing

ChecklistsChecklists

Mind mappingMind mapping

Six HatsSix Hats

ScenariosScenarios

Lateral ThinkingLateral Thinking

BrainstormingBrainstorming

Brain WritingBrain Writing

ChecklistsChecklists

Mind mappingMind mapping

Six HatsSix Hats

ScenariosScenarios

Imagine you have crash landed in your living room after a twenty year journey to the planet Mars. What would you see in your living room? How would you describe the things around you?

Try to comprehend the knowledge required to simply identify your surroundings!

Landing in HCMC after living 20 years on Mars! A Creative Thinking Exercise

BRAIN WRITING Proven technique

of generating many diverse ideas from a group of people who are familiar with a given subject in a criticism- free atmosphere.

Proven technique of generating many diverse ideas from a group of people who are familiar with a given subject in a criticism- free atmosphere.

GUIDELINES FOR DYNAMIC BRAIN WRITING

• Clearly define topicClearly define topic• Strive for quantityStrive for quantity• Involve everyoneInvolve everyone• Write freelyWrite freely• Combine thoughts Combine thoughts

to generate ideasto generate ideas• Group size 5-7Group size 5-7• Proper environmentProper environment

• Clearly define topicClearly define topic• Strive for quantityStrive for quantity• Involve everyoneInvolve everyone• Write freelyWrite freely• Combine thoughts Combine thoughts

to generate ideasto generate ideas• Group size 5-7Group size 5-7• Proper environmentProper environment

LET’S HAVE SOME FUN WITH BRAIN WRITING

1. How to How to growgrow hair on my head? hair on my head?

2. How to advance in my career?2. How to advance in my career?

3. How to be successful in life?3. How to be successful in life?

1. How to How to growgrow hair on my head? hair on my head?

2. How to advance in my career?2. How to advance in my career?

3. How to be successful in life?3. How to be successful in life?

Developing A Plan for a New Business

1. Be alert to new product opportunity and develop idea

2. Conduct SWOT analysis

3. Decide whether the business opportunity is feasible

4. Prepare a detailed business plan

VViissuuaalliizzee the the Goal!Goal!

CSUCSU MBAMBA

QUESTIONS?QUESTIONS? How How can I can I show show thethe

professprofessor I’m a or I’m a “good” “good” studentstudent

??

How How can I can I show show thethe

professprofessor I’m a or I’m a “good” “good” studentstudent

??

WhaWhat t

can I can I do do to to

get get an an A?A?

WhaWhat t

can I can I do do to to

get get an an A?A?

ANYANY

YOUYOU CAN DO IT! CAN DO IT!

© May 2001May 2001Dr. Larry R.WilliamsDr. Larry R.Williams© Dr. Larry R. WilliamsDr. Larry R. Williams

November 2008November 2008