Moral Foundations Of Management Knowledge

Exploring the ethical foundations of the different subfields of managerial thought, this book brings a thoroughly new light on the issue of sustainability and responsibility in management theory and practice.

Morality and ethics are at the heart of business practice, but the concepts themselves are usually assumed, rather than investigated. The chapters in this book refuse such easy answers, and force the reader to confront their own assumptions about ethics, provoking conclusions that are both disturbing and exciting. Martin Parker, University of Leicester, UK This timely book provides a collection of critical explorations and discussions of managerial ethics and their moral foundations. It is concerned with theoretical, conceptual and practical matters, and thus provides an open and broad approach to a very dense field of enquiry. Ethics and Organizational Practice challenges established theory in management studies and, in particular, provides a post-foundational argument to conventional business ethics. The contributors cover topics from corporate social responsibility and individual morality to primatology, psychopathology and corruption. They provide a multi-disciplinary and multi-dimensional exploration of managerial ethics and its moral foundation, presenting a critical understanding of the conditions of ethics in modern organizations. The book presents a philosophically informed critique of simplified notions of managerial and organizational ethics, making it an excellent resource for postgraduate students and scholars of business ethics, critical management, corporate social responsibility, international business and organizational psychology.

The forces generated by an explosion in human knowledge and exponential increases in technology have brought about tectonic shifts in personal as well as corporate worldviews. And while globalisation has ushered in many benefits for companies and consumers alike, this book posits that it is the fierce competition of global market-places which drives the largely unopposed belief that firms exist solely to enhance shareholder value. The author in arguing for a wider definition of 'shareholder' is of the opinion that this is a potentially lethal fallout, because single-minded pursuit of profit for profits' sake, in yielding to the tyranny of the bottomline, has undermined traditional and long-enduring value systems, and placed ethics on the sacrificial altar of vested interests, as scams such as Enron, WorldCom and Computer Associates have amply demonstrated.To bolster his arguments, the author compels the reader to think, assess and analyse for himself as he whisks him through a whirlwind tour of western ethical and value systems beginning from the halcyon days of Plato and Aristotle, right down to modern times, running the gamut of Newton, Hobbes, Descartes, JS Mill followed by the Utilitarians, Kant, Hegel and even the Jack Welch model. He then guides the reader the labyrinth of eastern thought, including Vedic and Taoist disciplines, before citing three pragmatic Indian models with firm philosophical underpinnings, one of which he zeroes in as having the greatest potential for good governance. Written in a very lucid style, this book is sure to remain fresh in the reader's memory as long as questions of right and wrong confront him in his daily life. No book on the subject can hope to do more.

This volume brings together a group of leading academics from Europe, North America and Australasia to address a question of considerable contemporary concern: the nature and management of knowledge in relation to rapidly changing arenas of theory and practice. The contributors reframe management as a dynamic, creative and versatile field of knowledge that is both multidisciplinary and multi-contextual. The book provides a structured and informed set of readings for management educators as well as students and academics in the fields of critical management, organisational behaviour, human resource management and management development.

Today there are more technology, technologists, knowledge and experts than at any time in human history; but from a global perspective, it is difficult to argue that this accumulation of knowledge and technology has put the world in an unambiguously better position than it was in the past. Business is not getting any easier to do and major corporate collapses based on poor decisions, poor conduct, and poor judgement continue to occur. In public administration too, basic institutions and services (education, health, transport) seem to be continually undergoing “crises” of inadequate delivery and excessive pressure. Wisdom and Management in the Knowledge Economy explains why unwise managerial practice can happen in a world characterized by an excess of information and knowledge. Drawing on Aristotle’s idea of practical wisdom, the book develops a theory of social practice wisdom that addresses important social psychological and sociological dynamics that underpin wise management and organizations. As well as providing a detailed theory of social practice wisdom, this book considers practical issues in organizational communication, behavior, culture, change and knowledge as well as in HRM, leadership, ethics, strategy, international business, business education, and wisdom research. By introducing the notion of social practice wisdom, aspects of social structure, organizational culture, and organizational communication needed for wisdom to flourish are for the first time rendered visible in a way that opens new possibilities for wiser management, wiser organizations, and wisdom research.

For the first time, Seven Management Moralities delivers a comprehensive overview of all forms of moral and immoral behaviour displayed by management. Utilising Kohlberg's ascending scale of seven moralities, the book includes the ethics of Aristotle, Kant, Utilitarianism, Bauman, Habermas, and Singer.

Seven Moralities of Human Resource Management analyses morality of HRM from the perspective of American psychologist Laurence Kohlberg. This book examines and makes value judgements on whether or not HRM is moral from the viewpoint of Kohlberg's seven stages of morality as a follow-up study of the author's 2012 book, Seven Management Moralities.

The global business environment is highly uncertain, fractured by unforeseen events and making decisions that deal with a largely unknown future - organizations must improve their ability to respond. This volume of articles presents a new set of studies that attempt to better understand and address this very need.