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Philosophy of Management

Volume 3, Issue 2, 2003
Developing Perspectives

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1. Philosophy of Management: Volume > 3 > Issue: 2
Editorial: Developing Perspectives
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2. Philosophy of Management: Volume > 3 > Issue: 2
Tom Campbell Should Managers Talk About Rights?
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Controversy surrounds the 'intrusion of the discourse of rights into workplace relationships. This is explored by examining the nature of rights through the analysis of the idea of a 'right to manage'. Purported justifications of the right to manage in terms of either property or contract are shown to be inadequate, thus illustrating the need to incorporate a degree of consequentialism in the articulation and justification of rights. The value of a rights-approach is argued to lie in the identification of the morally relevant interests ajfected by management decisions and the correlative obligations of those involved in the workplace, rather than in the introduction of a special set of moral considerations distinctively connected with the idea of rights.
3. Philosophy of Management: Volume > 3 > Issue: 2
Jeremy Hall, Michael Martin Developing and Assessing New Technology: Popper, Monsanto and GMOs
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The UK launch of the Science Enterprise Challenge in 1999 has stimulated interest in the evolutions of science-based firms and this paper argues that Poppers seminal diverse contributions to philosophy are directly relevant to them. It begins by commenting on the applications of both Kuhns and Poppers concepts to technological (as against) scientific evolutions. It then suggests how Poppers approaches are applicable to the development and assessment of new technology within the framework of Freemans stakeholders approach. Monsanto s development of GMOs is used as an illustrative case.
4. Philosophy of Management: Volume > 3 > Issue: 2
Christopher Cowton, Gerhard Zecha Doing it Right Instead of Twice: A Popperian Approach to Management Decisions
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Fundamental to Sir Karl Poppers oeuvre was the insight that humans err - and that we can learn from our mistakes. Critique is therefore valuable in all human endeavours. Although this stance is most famously seen in Poppers claim that to be scientific a theory or hypothesis has to be falsifiable. Popper adopted a critical approach extensively in his work towards whatever crossed his path. Yet he never developed or suggested a general method of criticism. In this paper we present and explain a method of criticism consistent with Poppers approach and applicable to every rationally accessible part of human life including management theory and practice.Managers of course already know the importance of learning from mistakes. But what we propose here in our Model of Rational Criticism places the emphasis on learning before we actually make the mistakes by seeking to eradicate errors of reasoning, thus reducing the chance of costly errors in implementation. Weconclude by exploring some of the implications of our model for managers.
5. Philosophy of Management: Volume > 3 > Issue: 2
Domènec Melé, Josep Rosanas Power, Freedom and Authority in Management: Mary Parker Follett's 'Power-With'
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Power is one of the key ideas in management, and so is the concept of authority. However, most studies on power are rather instrumental, dealing with the place of power in management, and how to achieve it. Less attention has been paid to the essential concepts of power and authority themselves in managementthought and how they have evolved. To clarify these concepts, and to better understand the notions of power and authority in management and their proper use in organisations, this paper goes back to one of the pioneers in management thought: Mary Parker Follett (1868-1933). She had an original vision of power, holding that genuine power is not 'power-over, but 'power-with'. At the same time, she defended an authority based on function and responsibility. We explain what her account implies for management in theory and practice.
6. Philosophy of Management: Volume > 3 > Issue: 2
Sheelagh O'Reilly Developing the Freedom to Disagree: A Manager's Philosophical Diary - Part 5
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This instalment is a reworking of the paper I gave at the meeting in Oxford in 2002 to a very small audience who I thank heartily for their patience and comments. I tried there to muse upon some ideas precipitated by reading two books by Jeremy Waldron, a legal philosopher whose work I find succeeds in being interesting and accessible without sacrificing technical content. I first came across his work whilst working on my PhD and was fascinated by his approach and learning — even when I did not understand or agree with him. In one paper he made a point that struck a very important chord with me in relation to questions of participation within development:Philosophers who talk about rights should pay much more attention than they do to the processes by which decisions are taken in a community under circumstances of disagreement. Theories of rights need to be complemented by theories of authority, whose function it is to determine how decisions are to be taken when the members of a community disagree about what decision is right.I would like to suggest that within the Development Industry it is not only philosophers who need to pay more attention to these issues, but also development professionals who work with issues of governance as well as participation at the grass roots. This is not an obvious linkage, I admit, but one which I hope thisdiary entry will make clear.I will try to show that acknowledging disagreement within the legislative and judicial fields might actually be a positive move. And, as Waldron also indicates, that there is something dynamic and positive about the participation of people in processes. I will examine some current thinking on participation in development projects and ask whether current practices may be hindering the 'freedom to disagree'. I conclude that the failure to address some aspects of development practice relating to power and the possibility of disagreement is an issue. I highlight some factors which inhibit participation and suggest they flow from failures to develop strategies that foster local participation in contexts where local people often lack the formal' knowledge they need if they are to negotiate successfully with what James C Scott has called 'institutional privilege.'
7. Philosophy of Management: Volume > 3 > Issue: 2
John Kaler What Is a Business?
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Understanding just what it is to he a business is a vital though neglected topic in business ethics. The account given here makes the possession of customers the defining feature. This excludes obvious non-businesses while allowing the widest possible range of options for deciding on the morally preferable form or forms which businesses should take.
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8. Philosophy of Management: Volume > 3 > Issue: 2
Paul Griseri Paul Griseri, Management Philosophy: A Radical-Normative Perspective
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9. Philosophy of Management: Volume > 3 > Issue: 2
Leonard Minkes The Evolution of Modern Management by E. F. L. Brech
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10. Philosophy of Management: Volume > 3 > Issue: 2
Emma Bell Learning from Saturn by Saul Rubinstein and Thomas A. Kochan
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