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…
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
Keywords
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…
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
Keywords
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
Details
Keywords
The use of six non-fiction graphic novels to teach historical agency in a social studies methods course was examined in a critical action research study. Pre-service social…
Abstract
The use of six non-fiction graphic novels to teach historical agency in a social studies methods course was examined in a critical action research study. Pre-service social studies teachers were asked to read one graphic novel and to discuss it with classmates, first in literature circles, then as a whole class. Data revealed graphic novels engaged pre-service teachers in thinking about historical agency, and helped them make connections between historical agency and their own agency. There were three overlapping ways pre-service teachers connected to historical agency in all six graphic novels: upbringing and personal experience, unpredictability of historical situations, and injustice. The findings highlight the value of graphic novels for teaching about historical agency in social studies courses because of their focus on historical agents’ positionality.
Details
Keywords
The data on which this essay is based were originally collected as part of a larger study investigating Academic Freedom and Commercialisation in Australian Universities (see…
Abstract
The data on which this essay is based were originally collected as part of a larger study investigating Academic Freedom and Commercialisation in Australian Universities (see Kayrooz, Kinnear, & Preston, 2001). A web-based questionnaire survey of social scientists across 12 universities in Australia was completed by 165 respondents (representing a 20% response rate). At the end of the questionnaire, respondents were asked to indicate whether they would be willing to engage in a follow-up telephone interview. Ten of those who indicated their willingness to be interviewed were contacted, and all agreed to the interview.
Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover…
Abstract
Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.
Details
Keywords
Women roared into the Ambridge Cricket Team in March 2017. Their debut was initiated by a shortage of male players and a belief that the team was at risk, rather than an inherent…
Abstract
Women roared into the Ambridge Cricket Team in March 2017. Their debut was initiated by a shortage of male players and a belief that the team was at risk, rather than an inherent desire to include women in the game. The approach of the women very much reflected the sentiments of the Helen Reddy ‘I am Woman’ song of the 1970s, ‘I am woman, hear me roar in numbers too big to ignore’, which became an anthem for empowerment of women in that generation. This chapter describes the context of cricket and sport in England and a synopsis of the 2017 storyline surrounding the Ambridge Cricket Team. A comparison of the storyline with the wider context shows the experience in Ambridge is similar to other places in England and elsewhere.
Norzuwana Sumarjan, Susan W. Arendt and Mack Shelley
Using the Malcolm Baldrige National Quality Award (MBNQA) criteria, the purpose of this study is to compare perceptions of Malaysian hotel quality managers (HQMs) and employees on…
Abstract
Purpose
Using the Malcolm Baldrige National Quality Award (MBNQA) criteria, the purpose of this study is to compare perceptions of Malaysian hotel quality managers (HQMs) and employees on leadership and workforce practices.
Design/methodology/approach
A mixed methods approach was used. Questionnaires were distributed to 35 HQMs and 576 employees of three‐, four‐, and five‐star hotels. Interviews were conducted with HQMs. Descriptive statistics, t‐test, and analysis of variance were used to analyze the data. All interviews were transcribed, hand coded, and analyzed for themes.
Findings
Compared to hotel employees, HQMs had higher scores for all leadership and workforce items. Comparing managers’ perceptions revealed a statistically significant difference between three‐ and four‐star with five‐star hotels on developing explicit quality policies and measurable objectives. For employees, there were statistically significant differences for most of the questionnaire items between three‐ and four‐star with five‐star hotels. HQMs identified inefficient communication systems and failure to develop explicit quality policies and objectives as main reasons for perception incongruences between employees and managers.
Research limitations/implications
Two of the seven MBNQA criteria were used in this study; future research utilizing the other five criteria may be beneficial.
Practical implications
This study provides hoteliers with quality practice perception differences between HQMs and employees in different star‐rated hotels. Knowing these differences should compel hoteliers to review their leadership and workforce practices, identify reasons for discrepancies, and attempt to minimize the gap.
Originality/value
No known studies in Malaysia, investigating this issue, have been conducted using a mixed methods approach. Additionally, this study provides empirical findings on quality practices from manager and employee perspectives.
Details
Keywords
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.