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Philosophy of Management

Volume 10, Issue 3, 2011
The Philosophers Stone - About Knowledge and Leadership

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Displaying: 1-7 of 7 documents

1. Philosophy of Management: Volume > 10 > Issue: 3
Frits Schipper Editorial: The Philosopher’s Stone? About Knowledge and Leadership
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2. Philosophy of Management: Volume > 10 > Issue: 3
Rhett Gayle After the Republic
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This article discusses views of leadership in the light of the financial crisis. Giving attention to views such as Plato and modern technocratic views, the paper is structured around a discussion of a specific organisation; Manchester: Knowledge Capital (M:KC), an organisation that seems to me to exemplify in practice the ideas about leadership that I am proposing as being a valuable way forward.
3. Philosophy of Management: Volume > 10 > Issue: 3
Søren R. Frimodt-Møller The Musical Workplace: a Music Philosopher’s Approach to the Role of Individual Decision-Making in Group Coordination
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The music ensemble has often been used as an analogy of organisation processes in general. Many versions of this analogy presuppose a specific organisation structure in the ensemble with clearly defined leader-follower relationships from which we can learn important points about successful leadership. This paper wishes to draw attention to the wide variety of organisation processes that may occur in a music ensemble, some of which are not dependent on leadership. Through the outlines of a logical analysis of a coordination problem, it is argued that the music performance is in fact exemplary of a situation in which individual dedication to a goal promotes coordination in the entire group.
4. Philosophy of Management: Volume > 10 > Issue: 3
David Ardagh A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations
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An organisation which operates without a ‘self-concept’ of its goals, authorised roles, governance procedures regarding sharing information, decisional powers and procedures, and distribution of benefits, or without continuous audit of its impact on its end-users, other players in the practice, and the state, does so at some ethical risk.This paper argues that a quasi-personal model of the collective ethical agency of organisations and states is helpful in suggesting some of these key areas which are liable to need careful organisational design and control by leadership groups if the organisation as a whole entity (directors, operators, enablers) steered by the board/CEO as ‘mind/will,’ is to identify its stakeholders – internal and external – and treat them well. Such a quasi-personal model is outlined (QPM) in which six suggested areas should be covered by the leadership group in ethical governance: goals, roles, decision procedures, execution/verification, relations with endusers and other players in the practice, and relations with the community and the state. The ethical conception presupposed is Neo-Aristotelian Virtue Ethics (NAVE).In subsequent papers the many advantages of QPM/NAVE which will be claimed are these: it comes with an analysis of justice which straddles individuals, families, communities, markets, and states; it offers a more coherent normative account of ‘stakeholder’ and the internal /external stakeholder distinction, by differentiating their descriptive, ethical, and causal relations to the firm as collective agent; and it suggests that business practice and business corporations are partly creatures of the state, and merely one kind of evolving and changeable institution, in a practice with a specific socio-political permit, (not the source of ethics, politics, and social policy).
5. Philosophy of Management: Volume > 10 > Issue: 3
Bradley Rolfe Reflect or Defend? Project Management as an Existential Response to Organisational Crisis
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Utilising Richard Rorty’s criticism of epistemology, this paper will demonstrate the manner in which traditional project management attempts to apply a reductive and limited range of quasi-scientific techniques to problems that continually defy such reduction. The argument will be made that project management is better considered as an existential response to organisational crisis rather than the systemic application of principles to achieve pre-determined objectives. Within the range of an existential response, two kinds of response are proposed: the reflective or defensive (Segal 1999). Rorty’s edifying hermeneutic is offered as an example of a reflective response to organisational crisis and argues that the notion of the interpretation of competing language games better serves project management practice than the application of one over-arching meta-narrative as embodied in the Project Management Body of Knowledge (PMBOK 2000).
6. Philosophy of Management: Volume > 10 > Issue: 3
Mika Aaltonen Time-space Contexts, Knowledge and Management
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Our lives take place within specific time-space contexts, and in everyday life these contexts are taken as self-evident. Simultaneously, we have accepted the classical idea of fixed, permanent and acontextual truths. This paper argues that people use and are aware of various time-space contexts, and have implicitly created knowledge and approaches that work within them. The paper further argues that explicit consideration of time-space contexts should influence thetools, techniques and methods we use when making sense of each situation, and determining the management interventions we make.
7. Philosophy of Management: Volume > 10 > Issue: 3
Stephen Lloyd Smith Afterword: Reply By Steve Smith The ‘New Cuyama 4663’ Problem: A Reply to Norma Romm
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