Management Education – Fragments of an Emancipatory Theory
Written in the tradition of the Frankfurt School of critical theory, this book develops a practical theory designed to humanise management education. Inevitably encountering deeply authoritarian business schools, the author sets the rigidity of curriculum against a student-centred approach found in Honneth’s concept of recognition and the Habermasian concept of communicative action. Management Education outlines measures for preventing Managerialism from colonising learning spaces that would prevent the practice of emancipatory learning from flourishing. The aim of the book is to allow students and teachers of business schools to create learning inside an education system based on humanity.
Cite: Klikauer, T. 2017. Management Education- Fragments of an Emancipatory Theory, London (UK): Palgrave Macmillan.
Website; ISBN: ISBN 978-3-319-40778-4; DOI: 10.1007/978-3-319-40778-4
Hegel’s Moral Corporation
Today, we all know business corporations such as Microsoft, Volkswagen, Toyota and the like. But before these business corporations took shape, German philosopher G.F.W. Hegel envisioned a quite different sort of corporation. At the dawn of European industrialisation, Hegel envisioned moral corporations not as simple business organisations operating in market capitalism but as ethical institutions. For Hegel, such moral corporations remain embedded in his system of moral life – something he called “Sittlichkeit”. Placed between family (individual morality) and the state (universal morality), moral corporations are part of civil society serving moral life. Bridging economy and society these moral corporations have responsibilities for training, skill development, social welfare, the alleviation of unemployment, the prevention of poverty, and professionalism while enhancing corporate morality. From the story of these early corporations ethical imperatives emanate that enhance our understanding of today’s business corporations as well as the linkage between business, society and capitalism in general.
Seven Human Resource Management Moralities
Almost all books on Human Resource Management appear to be written without much concern for morality and moral philosophy. Seven Moralities of Human Resource Management is different. It applies moral philosophy to HRM by analysing HRM’s morality from the perspective of American psychologist and ethicist Laurence Kohlberg (1927–1987). The holistic approach to morality applied in this book reaches beyond the often rehearsed three main philosophical concepts of virtue ethics, utilitarianism, and Kantian ethics. The book examines and makes value judgements on the morality that defines HRM. It represents a follow-up study of Seven Management Moralities published in 2012. This book is a comprehensive and systematic philosophical discussion on HRM locating the morality of HRM along Kohlberg’s scale of morality.
Managerialism – Critique of an Ideology
Many people have experienced management at work with some exposed to Managerialism. Once Managerialism had transcended the simplicity of managing companies it mutated into an ideology infiltrating nearly every eventuality of human life. Delivering a comprehensive definition of Managerialism, this book traces Managerialism’s origins from simple factory administration to its current form as full-blown ideology that has infected private lives, public and educational institutions, society, the art, the economy, and even democracy. Today thousands of managers have graduated from Managerialism’s main training facilities, namely management schools. They are ready to spread Managerialism’s one-dimensional, anti-democratic, and authoritarian ideology that everything and anything can be managed through a specific set of managerial knowledge found in management studies. But there are also challenges to Managerialism. There are images of what lies beyond Managerialism. These post-managerial images include a rejection of the human and environmental destructiveness of Managerialism. And there are ways to create human and sustainable post-managerial living conditions.
Seven Management Moralities
Many people believe ‘management’ and ‘ethics’ are opposing ideas. Others simply laugh and shake their heads in utter disbelief. Perhaps rightly so! In our lifetime alone, management’s moral failings range from Thalidomide (1950s) to today’s Enron, BP, and Bernie Madoff’s ‘Ponzi Scheme’. Maybe management’s dilemma with morality has been perfectly expressed as ‘greed is good!’ (Gordon Gekko in the film ‘Wall Steet’). Is it really all about greed, money, and shareholder value? Seven Management Moralities examines management’s moral behaviour from seven different perspectives. These are derived from Kohlberg’s development of human morality. The seven levels range from ‘macho-management’ at level 1, selfishness (2), virtue ethics (3) law and order (4), wellbeing (5), to universalism (6) and environmental ethics (7). This volume has three sections: (I) applies ethics to management, (II) contains seven levels of management morality, and (III) concludes with an assessment of management when measured against an ascending scale of morality.
Critical Management Ethics
Critical Management Ethics is written in the Continental European tradition of Kant’s philosophical trilogy on critique and Hegel’s concept of Sittlichkeit (ethical life). The book’s philosophical ethical perspective presents not just another application of ethics to management to make management more efficient and aiding the appearance of being ethical. Instead, it focuses on the three great traditions in ethical philosophy – virtue ethics, Kantian ethics, and utilitarianism. It presents Socrates [https://en.wikipedia.org/wiki/Socrates], Aristotle, Plato, Aquinas, Bentham, Mill, Sidgwick, Moore, Hume, Hobbes, Intuitionism, Subjectivism, Moral Egoism, Relativism, Nihilism and modern ethics from Nietzsche, Singer’s Animal Rights and Global Ethics, Adorno’s virtue ethics, Habermas’ communicative ethics, and Kohlberg’s stages of moral development. The book combines Hegel’s Sittlichkeit with Habermas’ Communicative Ethics to develop a set of ethical principles for management. It concludes with a practical proposal to introduce Company Ethics Councils based on ten rules that reflect Hegelian ethics and Habermas’ communicative ethics.
Regimes of Management Communication are moving continuously towards post-industrialism constituting fundamental communicative modifications. Relationships between people at work are increasingly becoming communicative relationships. These communicative relationships still appear inside the prevailing managerial power structures that define the way people communicate at work. The managerial imperative of asymmetric power distribution strongly impacts on the configuration of communication resulting in forms of distorted communication that carry strong connotations of instrumentalism. As a solution and to end these communicative distortions, the idea of communicative action, as an ethical foundation for communication, demands a fundamental restructuring of managerial communication. To achieve this two new domains of communication have to be established. They need to be separated from each other to avoid any forms of communicative colonisation. To set up practical and workable communication-forums based on Communicative Ethics and Action, a new hands-on model of communication is established in this book.
Communication at Work
In today’s workplaces, communication is becoming ever more important. At work, managerial regimes have a strong influence on the way we communicate. As our working environment is continuously moving towards post-industrialism, forms of workplace communication are changing with it. To discuss these changes comprehensively, historical-hermeneutical and critical-emancipatory theories are brought to bear to avoid yet another handy recipe book for effective managerial communication. The book positions work and management inside the historic development from early workshops and mass-manufacturing to today’s managerial capitalism. With advancing Managerialism, contemporary forms of workplace communication carry connotations of systematically distorted communication. The thesis of manipulated management talk has been linked to an Orwellian and Kafkaesque nightmare. Its anti-thesis, however, opens up possibilities for modern forms of communicative action and ideal speech.