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The purpose of this study is to identify how ethical stances can be used to develop a frame set in the design of a web-based decision support system (DSS) for ethical decision-making and to test both the efficacy of these frames and the potential of such a tool for individuals and groups in both leadership development situations and organisational practice. Unethical behaviour by executives is a frequently cited reason for erosion of trust with other stakeholders.
Utilising action research, by choosing ethics frames such as heuristics, a web-based ethics DSS designed to enable users to explore ethical issues from multiple perspectives was constructed and this was beta-tested with a major UK bank and a global oil company.
In orchestrating constant revisions of the ethics frames in the tool, learning from each research cycle was identified, a new form of action research, a design action research, which emphasises the importance of collaboration in the design of such decision-making tools, was offered and the tool for management development and other applications was successfully beta-tested.
It was demonstrated to management developers how web-based systems might be designed by non-information technology professionals; the framing literature was added by demonstrating the value of engaging in dialogue about ethical issues of concern to managers and their organisations and thus improving decision-making; and additions were made to the literature on ethics and Information systems (IS) and contribution toward action research in the fields of IS and ethics was done.
Two major approaches to manager development in schools are identified. The first provides a tool kit for purposive action; the second is aimed at helping managers cope with the pressures and dilemmas of the job. The need for the sharing and coping style of manager development is traced to the cultural diversity that can exist within schools. Schools, as organisations, are seen within the context of recent work on culture in human service organisations. A framework of manager development which tries to synthesise both approaches within a single perspective is developed.
Concerns the stances that Indian and UK managers take towards ethical issues at work. This topic is part of the broader cross‐cultural research agenda on managerial values. Makes a contribution to the subjects of business ethics and corporate citizenship. The responses of samples of Indian and UK managers to ethical issues were classified, using a research instrument called Redundancy, by eight ethical stances that are defined in a conceptual framework presented. The results are used to clarify issues that arise from the literature about Indian and UK managers’ values. The tentative findings are that Indian managers’ ethical stances were similar to those of Western managers but that, compared with the UK respondents, they were more likely to experience ethical tension between their personal, espoused, stances and those they took at work. The preference for a pragmatic, ethical puzzle, approach to issues, that was reported by both Indian and UK samples, is seen as a problem in developing good corporate citizenship. Presents an agenda for future research.
Comprises Part II of a two‐part exploration of the consequences ofvariability in the design of appraisal schemes. While Part I wasdescriptive, Part II suggests…
Comprises Part II of a two‐part exploration of the consequences of variability in the design of appraisal schemes. While Part I was descriptive, Part II suggests prescriptions to help scheme designers to devise proposals which are commensurate with appraisees′ worries, arguments and expectations.
The term business model is a phrase that is loosely used but in this chapter it will be given a temporarily fixed definition. Magretta (2002) likens a business model to a…
The term business model is a phrase that is loosely used but in this chapter it will be given a temporarily fixed definition. Magretta (2002) likens a business model to a story that explains what a company does to make a profit. The plot of the story is how all the characters in the story, the employees, the customers, the suppliers interact to produce a product or service that the customers are willing to pay for at a price that is profitable. Like a good short story a good business model has a ‘twist’ or an unexpected sting in the tail. Johnson, Christensen, and Kagermann (2008) illustrate this by the way that Apple's business model for the iPod involved providing cheap downloads in order to lock customers into purchasing the hardware. In other market sectors, such as white goods, the twist is the reverse, the products are sold cheaply in order to realise profit on adjunct services such as insurance and maintenance contracts.
The fierce debate on CSR is often linked to different understandings of CSR from different perspectives. Although there is no strong consensus on CSR, Carroll's pyramid of CSR encompassing economic, legal, ethical and philanthropic responsibilities (Carroll, 1979) is a good starting point for discussion.
ACCORDING to a survey recently published salaries paid to administrative, professional and executive staff have lagged behind national wage increases when compared on a percentage basis. The actual figures, up to the end of January this year, show an increase of 13.1% against a national wage increase of 16.4%. So, concludes the report, “it is clear that traditional staff differentials are facing further erosion.” At the same time the opinion is expressed that once the current wage demands have been settled with the unions concerned, salaries for these higher grades will be rising at a rate of between 13% and 16%, probably by late summer.
Reproduces the main texts of hitherto unpublished reminiscences of the style and influence, as a teacher, of Allyn Abbott Young (1876‐1929) by 17 of his distinguished…
Reproduces the main texts of hitherto unpublished reminiscences of the style and influence, as a teacher, of Allyn Abbott Young (1876‐1929) by 17 of his distinguished students. They include Bertil Ohlin, Nicholas Kaldor, James Angell, Lauchlin Currie, Colin Clark, Howard Ellis, Frank Fetter, Earl Hamilton, and Melvin Knight (brother of Frank Knight who, with Edward Chamberlin, was perhaps Young’s most famous PhD student). There has recently been a revival of interest in Young’s influence on US monetary thought and in his theory of economic growth based on endogenous increasing returns. These recollections of his students (addressed to Young’s biographer, Charles Blitch) shed light on why Young has, at least until recently, been renowned more for his massive erudition than for his published writings.