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A Case for Including Business Ethics and the Humanities in Management Programs

M. W. Small

Journal of Business Ethics 64 (2):195-211 (2006)

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(1 other version)Management Ethics.Norman E. Bowie & Patricia H. Werhane - 2004 - Malden, MA: Wiley-Blackwell. Edited by Patricia Hogue Werhane.details _Management Ethics_ is a highly accessible and concise introduction to issues and key problems in the area of management ethics. Examines the obligations that managers have to their various stakeholders: employees, customers, shareholders, and the community Looks at topics at the cutting edge of business ethics, including the ethics of supply chain management, as well as dealing with the press and non governmental agencies Considers the concepts of sustainability and triple bottom line accounting Includes chapters on stimulating the manager's moral (...) Download Export citation Bookmark 22 citations
(1 other version)Management ethics.Norman E. Bowie - 2005 - Malden, MA: Blackwell. Edited by Patricia Hogue Werhane.details My station and its duties : the function of being a manager -- Stockholder management or stakeholder management -- The ethical treatment of employees -- The ethical treatment of customers -- Supply chain management and other issues -- Corporate social responsibility -- Moral imagination, stakeholder theory and systems thinking : one approach to management decision-making -- Leadership. Download Export citation Bookmark 23 citations
What Is Management and What Do Managers Do? A Systems Theory Account.Bruce G. Charlton & Peter Andras - 2003 - Philosophy of Management 3 (3):3-15.details Systems Theory analyses the world in terms of communications and divides the natural world into environment and systems. Systems are characterised by their high density of communications and tend to become more complex and efficient with time, usually by means of increased specialisation and coordination of functions. Management is an organisational sub-system which models all necessary aspects of organisational activity such that this model may be used for monitoring, prediction and planning of the organisation as a whole. The function of (...) Download Export citation Bookmark 3 citations
Pragmatic Decision Making: A Manager’s Epistemic Defence.John K. Alexander - 2003 - Philosophy of Management 3 (3):67-77.details I was in manufacturing for over thirty years and a manager for nearly twenty-five. During that time it never occurred to me that the consequentialist, utilitarian framework I used was inadequate as a conceptual framework for making decisions to ensure organisational viability and success.1 The framework gave three criteria which enabled me to construct a rational approach to issues associated with my role as a manager: To show that this framework is adequate as a basis for managerial decision making I (...) Download Export citation Bookmark 6 citations
Misunderstanding Machiavelli in Management: Metaphor, Analogy and Historical Method.Michael Macaulay & Alan Lawton - 2003 - Philosophy of Management 3 (3):17-30.details This article investigates some of the various ways in which theorists have used Machiavelli (and more specifically The Prince) in a business and management context and suggests that the two most common approaches, the use of metaphor and the use of analogy, are both flawed. Metaphor often relies on a reading of Machiavelli that cannot be sustained, whereas analogy takes Machiavelli too far out of historical context. This article discusses how business and management can more usefully incorporate Machiavelli’s ideas by (...) Download Export citation Bookmark 5 citations
Practically Useless? Why Management Theory Needs Popper.Mark W. Moss - 2003 - Philosophy of Management 3 (3):31-42.details What would Karl Popper have made of today’s management and organisation theories? He would surely have approved of the openness of debate in some quarters, but the ease with which many managers accept the generalisations of some academics, gurus and consultants might well have troubled him. Popper himself argued that processes of induction alone were unlikely to lead to developments in knowledge and considered processes of justification to be more important. He claimed that it was not through verifying theories from (...) Download Export citation Bookmark 5 citations

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