Men Management And Morality

Reprint with a new introduction by the author. Originally published 1965, McGraw-Hill. Golembiewski, (political science, U. of Georgia) proposes a firm link between organizational values and the use of social and behavioral scientific knowledge. Annotation(c) 2003 Book News, Inc., Portland, OR (booknews.com)

The third edition continues to examine the ethical concepts, principles and issues in the administration and organisation of sport that made the first two editions of this textbook so widely adopted. The book approaches the topics from four directions: ethical theory, personal and professional ethics, ethics applied, and future moral and ethical issues. Joy T DeSensi and Danny Rosenberg have enhanced the text by adding two new chapters that help to frame the content in a globalised context. In addition, the references, examples, scenarios, and analyses have been updated throughout the book.

This annual series presents fundamental research on the theory and practice of management. Volume 7 contains articles presented at the 2001 meeting of the International Conferences on Advances in Management (ICAM), held in Athens, Greece. ICAM's goal is to be truly comparative-in terms of the broad scope of management perspectives, in the broad-ranging locations of its research as well as its application, and in its comparisons of findings, methodologies, and operational definitions. This volume exemplifies ICAM's objectives. Part 1, "Organization Theory, Learning, and Effectiveness," revisits the management theory jungle, reports on the development organizational learning capabilities in Europe, encourages organizational learning through cultural diversity, and reviews the role of corporate parent . Part 2, "Behavior and Attitudes in Organizations," considers the relationships of religion to organizational citizenship and whistle-blowing behaviors, identifies antecedents of misbehavior among nurses and social welfare workers, and uses process framework as a method to depict encroaching processes and change in organizations. Part 3, "International and Cross-Cultural Management," looks at various issues of management abroad. Topics include the dimensions and levels of power bases and their relationships to subordinates' compliance and satisfaction in the U.S. and South Korea, the relationship between empowerment and quality of work life in Mexico, and case studies of organizational intellectual capital in China. Part 4, "Management in the Public Sector," turns attention to efforts to recognize and build on differences in public administration. Part 5, "Managing Human Resources," addresses the nature of researcher values in human resource management and considers recent publications in mainstream human resources in order to isolate the patterns of research. Part 6, "Role of Research in Management," discusses the need for processual thinking. It presents a list of factors contrasting two views of management: the classical view, and the "process view of management." This volume will be of particular interest to corporate executives, economists, and labor studies specialists. M. Afzalur Rahim is founding editor of the International Journal of Organizational Analysis and International Journal of Conflict Management, and is professor of management at Western Kentucky University. Robert T. Golembiewski is distinguished research professor at the University of Georgia, and has authored or edited over seventy-five books. Kenneth D. Mackenzie is the Edmund P. Learned Distinguished Professor and president of Mackenzie and Company. He has published numerous articles in scholarly journals and several books.

The notion of organizational culture has become a matter of central importance with the great increase in the size of organizations in the twentieth century and the need for managers to run them. Like morale in the military, organizational culture is the great invisible force that decides the difference between success and failure and serves as the key to organizational change, productivity, effectiveness, control, innovation, and communication. Memory as a Moral Decision, provides a historical review of the literature on organizational culture. Its goal is to investigate the kind of world conceptualized by those who have described organizations and the kind of moral world they have in fact constructed, through its ideals and images, for the men and women who work in organizations.Feldman builds his analysis around a historically grounded concept of moral tradition. He demonstrates a central insight: when those who have written on organizational culture have addressed issues of ethics, they have ignored the past as a foundation to stabilize and maintain moral commitments. Instead, they have fluctuated between attempts to base ethics on executive rationality and attempts to escape the suffocating logic of rationalism. After an opening chapter defining the concept of moral tradition, Feldman focuses on early works on organizational management by Chester Barnard and Melville Dalton. These define the tension between ethical rationalism and ethical relativism. He then turns to contemporary frameworks, analyzing critical organizational theory and the "new institutionalism." In the final chapters, Feldman considers ethical relativism in contemporary thinking, including postmodern organization theory, the exaggerated drive for diversity, and such concepts as power/knowledge and deconstructionism.Memory as a Moral Decision is unique in its understanding of organizational culture as it relates to past, present, and future systems. Its interdisciplinary approach uses the insights of sociology, psychology, and culture studies to create an invaluable framework for the study of ethics in organizations.

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Some planners limit discussions of ethics to simple, though important, questions about the propriety of their daily activities. This approach to ethics restricts discussion of professional ethics to the propriety of everyday social and professional relationships. It ignores the broader ethical content of planning practice, methods, and policies. While narrow definitions of ethical behavior can easily preoccupy public officials and professional associations, they divert attention from more profound moral issues.Martin Wachs argues that ethical issues are implicit in nearly all planning decisions. For illustrative and educational reasons, it is useful to divide ethics in planning into four distinct categories. The first category includes the moral implications of bureaucratic practices and rules of behavior regarding clients and supervisors. The second category includes ethical judgments which planners make in exercising their "administrative discretion." More complex, and represented by a third category, are the moral implications of methods and the ethical content of criteria built into planning techniques and models. The final type represents the basic choices which society makes - those inherent in the consideration of major policy alternatives.Ethics in Planning contains a variety of representative papers to capture the current state of thinking. This book will be important as a text for survey classes in professional ethics given by university planning programs. It should also supplement short courses in planning ethics for practicing professionals and provide source materials for discussions of planning ethics sponsored by local chapters of the American Planning Association and similar organizations. It gathers together exemplary and critical works, thus it will also interest individual planners in a field that only continues to grow in recognition and importance.

Contemporary liberal thinkers commonly suppose that there is something in principle unjust about the legal prohibition of putatively victimless immoralities. Against the prevailing liberal view, Robert P. George defends the proposition that `moral laws' can play a legitimate, if subsidiary, role in preserving the `moral ecology' of the cultural environment in which people make the morally significant choices by which they form their characters and influence, for good or ill, the moral lives of others. George shows that a defence of morals legislation is fully compatible with a `pluralistic perfectionist' political theory of civil liberties and public morality.