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11. Philosophy of Management: Volume > 1 > Issue: 2
Yvon Pesqueux Philosophical Perspectives on the Company
12. Philosophy of Management: Volume > 1 > Issue: 2
Sheelagh O'Reilly Reason as Performance: A Manager's Philosophical Diary - Part 2
13. Philosophy of Management: Volume > 1 > Issue: 2
Nathan Harter Luxury, Waste, Excess and Squander: Leadership and The Accursed Share of Georges Bataille
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Part of the Renaissance genius was to look at familiar things in unfamiliar ways. Although a variety of approaches to the study of leadership are becoming familiar, it still helps to consider new ones. Of use in such moments are the works of unfamiliar writers who have spent considerable energy thinking from analien perspective. One does not have to accept their assertions uncritically in order to profit from reading them, yet it does take courage sometimes to start down a strange path.In the spirit of applying new ideas to familiar themes, this article interprets volume one of Georges Batailles The Accursed Share in the light of the phenomenon we refer to as leadership. Bataille, who was born in 1897 and died in 1962, certainly qualifies as a writer with an alien perspective. He has the potential to offend. At times, he becomes positively cryptic, as in asserting 'that the sexual act is in time what the tiger is in space.' Nonetheless, the book itself develops a plausible line of reasoning.Society, it argues, is determined by how it disposes of energy. And since energy that cannot be used will be squandered, it matters how a society chooses to do this. Bataille argues further that moments of true 'sovereignty occur when we squander what would otherwise have been useful This paper summarizes theargument of The Accursed Share and applies it to the outpourings that followers make to leaders. Rather than regard these uneven relationships as examples of utilitarian reciprocity, perhaps we can tap into the idea that attentiveness to leadership is more in the form of an offering or sacrifice to something that expresses us, as an excuse to display exuberance. This approach promises insight into issues of charisma, followership as self-denial, and mass psychology. It also pertains to the tendency of followers to turn against leaders in ritual sacrifice as meaningful superfluity.
14. Philosophy of Management: Volume > 1 > Issue: 2
Doris Schroeder Homo Economicus on Trial: Plato, Schopenhauer and the Virtual Jury
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The concept of Homo economicus, one of the major foundations of neoclassical economics and a subset of the ideology of laisser-faire capitalism, was recently charged and tried in the island high court. Using the island's virtual jury system for the first time, the accused was tried before a jury of three - Plato, Schopenhauer and feminist economists - chosen by him while under a veil of ignorance of the charge. All three returned guilty verdicts. Plato's was prescriptive: 'One ought not to be like Homo economicus'. Schopenhauer's verdict was descriptive: Human nature is not Homo economicus'. The feminist verdict was both. Following the trial - described as a thought experiment - the island's resident philosopher put forward two claims: (a) Neoclassical economists base their theories on a deficient depiction of humankind (descriptive misconception) a claim supported by a witness expert in experimental economics; (b) The depiction holds a dominant but unjustified position in various discourses such as welfare state debates because it is promoted by a small but highly influential group of economically privileged, university-educated whites, namely graduates of economics, a claim supported by the sociology expert witness.
15. Philosophy of Management: Volume > 1 > Issue: 2
Michael Fielding Learning Organisation or Learning Community?
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This paper takes a close look at a central aspect of the work of Peter Senge, namely his advocacy of the learning organisation and the 'Communities of Commitment' that he suggests are its central dynamic. Echoing strands of the liberal-communitarian debate. Senge argues for 'the primacy of the whole and 'thecommunity nature of the self as two of the three Galilean shifts which have the potential to enable business to accomplish fundamental changes in our ways of thinking and being which have thus far eluded other agencies of social and political transformation. My concern is that Senge is not at all clear about the relationship between organisation and community, or, indeed, what community actually is. Arguing that his account is disappointingly partial and damagingly flawed, I then suggest a number of sites for future philosophical work for those who wish to develop an emancipatory notion of community. I end by advocating the work of John Macmurray as a major source of philosophical insight and human wisdom, both with regard to community and the development of a person-centred philosophy of work. A second paper will explore some of this ideas on these matters more fully.
16. Philosophy of Management: Volume > 1 > Issue: 2
Jim Platts Knowledge in Action: A response to Jos Kessels 'Socrates Comes to Market'
17. Philosophy of Management: Volume > 1 > Issue: 3
Robin Attfield To Do No Harm? The Precautionary Principle and Moral Values
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From over 2000 years ago the ideal expressed in the Hippocratic Oath has encouraged doctors never knowingly to do harm: primum non nocere. Over 25 years ago the management writer Peter Drucker proposed it as the basis of a management ethic, ‘the right rule for the ethics managers need, the ethics of responsibility’. He argued then that the rule had wide scope encompassing for instance executive compensation, management rhetoric and the management of business impacts. In 2000 the United Nations Global Compact embodied a Principle 7 enjoining ‘a precautionary approach to environmental challenges’ as defined in Principle 15 of the 1992 Rio Declaration. But what can such precautionary injunctions mean in practice? And what of conflicts with other values? Robin Attfield lays out the key questions he argues need to be asked about the Precautionary Principle if it is to be taken seriously and acted upon soundly. His focus is on the management of vulnerable resources - specifically planetary ecosystems - with whose management knowingly or otherwise we are all concerned.
18. Philosophy of Management: Volume > 1 > Issue: 3
Jeremy Moon Business Social Responsibility: A Source of Social Capital?
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The widespread association of business with maximising profit has tended to obscure its social dimension. Indeed some writers doubt whether business can ever be socially engaged and others claim that it should not. This paper seeks to show that besides seeking profit businesses can properly practise socialresponsibility, defined as involving themselves in their communities and engaging in non-profit activities. It explores the ways in which business social responsibility can contribute to social capital, the resources created by social bonds which members of a society can draw upon and which make it possible to achieve otherwise unattainable ends.
19. Philosophy of Management: Volume > 1 > Issue: 3
Richard McKenna, Eva E. Tsahuridu Must Managers Leave Ethics at Home? Economics and Moral Anomie in Business Organisations
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Why is it that some business managers appear to behave differently in private and at work? How, if at all, are the decisions managers make affected by the nature of their organisations? What impact do organisational values have on the moral autonomy of managers? A research project into these questions is now under way in three disparate Australian business firms and this paper sets out the premise underlying it. For purposes of research the general premise is that the moral character of a business influences the moral judgements and actions of its members. More specifically, it is suggested that the economic paradigm renders a business organisation amoral rather than moral or immoral, and as a result moral responsibility comes to be assigned to individual members. However, the socio-cultural nature of such firms interferes with the ability of managers to exercise moral autonomy. Governed as it is by the market or laws of economics, the amoral organisation is likely to transform its members into individuals without moral standards.
20. Philosophy of Management: Volume > 1 > Issue: 3
Hans Bolten Managers Develop Moral Accountability: The Impact of Socratic Dialogue
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How can organisations ‘manage for integrity’? Two differing approaches have been called the compliance strategy and the integrity strategy. While the first seeks to instil compliance with externally imposed standards, the integrity strategy seeks to teach ethical decision-making and values as well, so that ‘ethicalthinking and awareness...[are]...part of every manager’s mental equipment’. In this paper the Dutch consultant philosopher Hans Bolten reports on how Socratic dialogue has helped managers develop ethical capacities and responsibility. Drawing on research with dialogue members he concludes that organisationsthat care about ethics cannot rely on abstract moral codes and rules. He argues that they need Socratic dialogue as an instrument if their managers are to shape moral guidelines they both agree upon and can apply in practice. And he shows how dialogue can foster in managers the readiness to give an account of their actions, a readiness implicit in the idea of moral action itself. Thus Socratic dialogue can help create a culture in which morally accountable action is the rule, not the exception, and in which the responsibility to give an account of one’s actions has its rightful place.