Malcolm Jones, the author of an earlier, widely read book on Dostoyevsky, here approaches his subject afresh in the light of recent developments in Dostoyevsky studies and in critical theory. He takes as his starting point the vexed question of Dostoyevsky's 'fantastic realism', which he attempts to redefine. Accepting Bakhtin's reading of Dostoyevsky in its essentials, he seeks out its weaknesses and develops it in new directions. Taking well-known texts by Dostoyevsky in turn, Professor Jones illustrates aspects of their multivoicedness. (...) In Part 1, he concentrates on the internal, emotional and intellectual, reversals of 'the underground'. In Part 2, he focuses on the disruptive and subversive aspects of the relationships between characters and between text and reader. In Part 3 he examines textual multivoicedness in its diachronic aspect, showing some of the ways in which Dostoyevsky's texts echo and exploit the voices of precursors. (shrink)

This book is a collection of scholarly papers, which focus on the role of spirituality and ethics in renewing contemporary management praxis. The basic argument is that a more inclusive, holistic and peaceful approach to management is needed if business and political leaders are to uplift the environmentally degrading and socially disintegrating world of our age. The book uses diverse value-perspectives (Hinduism, Catholicism, Buddhism and Humanism) and a variety of disciplines to extend traditional reflections on corporate purpose. It focuses on (...) a self-referential organizational-existential search for meaning, identity and success. Spirituality and Ethics in Management will be of value to managers, students of business and public administration, ethicists, psychologists and scholars in religious studies. The book can be used as supplementary reading in graduate and post-graduate courses in leadership, business ethics, managerial psychology, and social studies of religions. (shrink)

A businessperson acts,quabusinessperson, in two institutional contexts which in principle are completely distinct, and normally entail two different ways of relating to other people; on the one hand as an actor in the market, and on the other as the employees’ manager. We shall assume that different sets of norms govern how to relate to trading partners in the market and how to relate to subordinates in the company. The moral problems which arise in the two different institutions for conducting (...) human relations consequently also differ. The main problem relating to market operations originates in the fact that one achieves the most desirable consequences when the objective as such is difficult to justify on moral grounds. Profit is the target, if necessary at the expense of the person one is dealing with. In this context—i.e. in the market—altruistic considerations, or acting out of consideration for the other party, can produce socially undesirable results. The problems confronting the businessperson as manager are of a different nature. We shall not be considering all aspects of management or consultancy ethics, only what we regard as in principle the fundamental problem, one which in fact applies to all management in modern society. (shrink)