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Article
Publication date: 25 September 2009

Susan B. Malcolm and Nell Tabor Hartley

Drucker's views about ethics are supported by the philosophical foundations of Aristotle and Confucius with regard to the responsibilities and interdependencies that exist between…

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Abstract

Purpose

Drucker's views about ethics are supported by the philosophical foundations of Aristotle and Confucius with regard to the responsibilities and interdependencies that exist between individuals, organizations, and societies. The purpose of this paper is to demonstrate Peter F. Drucker's work in the field of ethics as being applicable to the twenty‐first century and beyond.

Design/methodology/approach

The approach used to research the topic was qualitative and constructive in nature. Primary resources relied on published scholarly work from Peter F. Drucker and Aristotle, in connection with work from other scholarly sources.

Findings

The research demonstrates the continued viability of Peter F. Drucker's work in the field of ethics, as being applicable to the twenty‐first century and beyond.

Practical implications

The paper offers substantive underpinnings for the current study of ethics in the business disciplines, while at the same time suggesting that “plus ça change, plus c'est la même chose” (The more things change, the more they stay the same).

Originality/value

As a contribution to honor the life and works of Peter F. Drucker, the paper is original in that Drucker's work in the field of ethics is highlighted. The paper is supported by ancient philosophical underpinnings that offer a foundation for Drucker's work and allow his lessons to continue for generations to come.

Details

Journal of Management History, vol. 15 no. 4
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 28 September 2010

Susan B. Malcolm and Nell Tabor Hartley

The purpose of the paper is to position Chester I. Barnard as a “management pioneer,” someone who offers an example of management theory through moral persuasion, authenticity…

6283

Abstract

Purpose

The purpose of the paper is to position Chester I. Barnard as a “management pioneer,” someone who offers an example of management theory through moral persuasion, authenticity, and trust in his “acceptance view of authority” and “zone of indifference.” The work of Barnard is supported by philosophical foundations that provide prophetic lessons for present day leaders.

Design/methodology/approach

The approach used to research the topic was inductive reasoning and constructive hermeneutics. Primary resources relied upon Barnard's foundational work in The Functions of the Executive as well as books and journal publications by scholars such as Isocrates, Aristotle, Smith, Kant, Weber, Follett, Gadamer, Bennis, Drucker, Cartwright, Heames, Harvey, Lamond, Wolfe, and Wren.

Findings

The research demonstrates the significance of Chester I. Barnard as a “management pioneer.” Barnard provides wisdom for effectively navigating the twenty‐first century organization under the auspices of the “acceptance view of authority” and “zone of indifference.” These concepts are predicated on Barnard's moral persuasion, authenticity, and trust as foundations for leadership. His work is a testament for bridging the gap between theory and practice and provides a model from which business schools can educate present and future leaders.

Practical implications

The paper examines the underpinnings of Barnard's “acceptance view of authority” and his “zone of indifference” as predicated on morality, authenticity, and trust in creating effective organizational leadership for the twenty‐first century. The work has practical applications in the education of present and future business leaders by academic institutions.

Originality/value

In support of Chester I. Barnard as a “management pioneer,” this paper explores some of the less commonly discussed implicit qualities and philosophical foundations for Barnard's moral persuasion, authenticity, and trust that promote the success of his “acceptance view of authority” and “zone of indifference” in the twenty‐first century. The timeless quality, application, and potential for leadership education, ensure Barnard's position as a “management pioneer.”

Details

Journal of Management History, vol. 16 no. 4
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 1 July 2006

Nell Tabor Hartley

To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students' understanding management history.

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Abstract

Purpose

To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students' understanding management history.

Design/methodology/approach

A review of representative classic theorists with an eye toward matching their behavior to that of current newsmakers. This is presented in a model to insure that like areas are compared.

Findings

The past is in the present. Although we may live in the day of “enlightened” “collaborative” management; there are still successful people who operate differently.

Practical implications

Readers of the paper will be able to make immediate application of the model.

Originality/value

Even presentation of the obvious has value. The model format is a dynamic document that others can use and improve upon.

Details

Journal of Management History, vol. 12 no. 3
Type: Research Article
ISSN: 1751-1348

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