Management

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In recent years business has been criticized as a major cause of social, environmental, and economic problems. Companies are widely thought to be prospering at the expense of their communities. Trust in business has fallen to new lows, leading government officials to set policies that undermine competitiveness and sap economic growth. Business is caught in a vicious circle. A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation.

The “bounded awareness” phenomenon causes people to ignore critical information when making decisions. Learning to expand the limits of your awareness before you make an important choice will save you from asking “How did I miss that?” after the fact.

The article discusses the factors contributing to unethical behavior in business. The idea that managers do not recognize unethical behavior because of organizational systems and cognitive bias is discussed. Factors include business goals that reward unethical behavior, conflicts of interest that prevent people from identifying bad behavior when there is something to lose, the tendency to ignore unethical decisions when the outcome is good.

We all have an image of our better selves-of how we are when we act ethically or are "at our best." We probably also have an image of what an ethical community, an ethical business, an ethical government, or an ethical society should be. Ethics really has to do with all these levels-acting ethically as individuals, creating ethical organizations and governments, and making our society as a whole ethical in the way it treats everyone.

“Leadership” is different from “management”; many just know it intuitively but have not been able to understand this difference clearly. These are two entirely different functions based on their underlying philosophies, functions, and outcomes. Similarly, leaders and managers are not the same people. They apply different conceptualizations and approaches to work, exercise different ways of problem solving, undertake different functions in the organizations, and exhibit different behaviors owing to their different intrinsic and extrinsic motivations. Although discretely different, the terms “manager” and “leader” are often confused and used interchangeably. This paper attempts to address this issue at various levels, including etymological, development, conceptual distinctions, definitional complexities, functional divergence, and behavioral differences. It is argued that in order to be competitive, future organizations need to develop as many leaders as possible, but that these leaders should also have sufficient management knowledge and capabilities. Organizations also need effective managers who possess adequate leadership skills for better problem solving and overall functioning in the teams. [ABSTRACT FROM AUTHOR]

We must all learn to manage ourselves. What does that mean? Peter Drucker tells us in this seminal article first published in 1999, it means we have to learn to develop ourselves. We have to place ourselves where we can make the greatest contribution to our organizations and communities. And we have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do

Analysts say many managers exhibit a reluctance to describe their actions in moral terms even when they are acting for moral reasons. Managers typically respond as if their actions were guided exclusively by organizational interests, practicality, and economic good sense. Although managers often disagree regarding the extent to which business activities are morally neutral their interactions in contemporary industrial societies are greatly influenced by a number of normative expectations.