Organizations can survive, let alone progress, only if they carry out meaningful transactions with society at large. This process requires they differentiate their "organizational being" to respond to clientele needs and/ or user demands. The inherent problem is that these differentiated structures may become segmented into tightly closed systems, being in effect organizations within organization characterized by self-serving vested interests. Expediency becomes the operating rule. Segmetation is common to all societies, but it is especially prevalent in situations of decline. Advanced in this discussion is that the segmentation process may be accelerated and consolidated by in-house training and education, and especially by those of a public management character. A plea is made for universities to become more actively engaged in (a) the preparation and placement of "quality" educated persons, and (b) the search/development of newpublic organizations.