How to Get More Integrity inManagerial Behaviour: The Role of Moral Learning in Management Moral Crisis Condition
Key influental factors for manager ethical behaviour in an enterprise can be settled into three areas: a) situational factors which make manager socialization; b) Individual manager characteristics (manager personallity); c) Structural characteristic of the organization (organizational climate and culture) which influence manager ethical behaviour. Purpose of this paper is to discuss important role of moral learning in arising and resolving management moral crisis. Influenting on key factors of manager ethical behaviour can be offered some practice oriented instructions.The paper is structured in three basic segments. In the first segment there are discussed values as ethical basis and its manifestations (prosocial, asocial, antisocial behaviour) with factors which models such behaviours. In the second segment is discussed management moral crisis and its basic causes with suggestions for their resloving and elimination. Finally, in the third segment there are explored some important humanistic manager values (correct doing, truth, love, peace, nonviolence) and some of important values of old scientific management direct connected with managerial efficacy (responsibility, discipline, diligence, persistence) and possible ways of its practical ethical education in order to get more manager integrity (resolve present moral management crisis) in managerial behaviour. The conclusion is that manager moral crisis can be resolved by three main instructions: a) Managerial socialization through correct rewarding and punishing. b) Managerial selection according proper professional and psychological profile in order to promote manager capacity for prosocial (ethical) behaviour, and to decrease asocial and antisocial behaviour (expecially by avoiding psychopatological manager profile). c) Value education in key humanistic values (correct doing, truth, love, peace, nonviolence) and other important values of scientific management (responsibility, discipline, diligence and persistence).
|This chapter was published in: Mario Bogdanovic , , pages 987-995, 2013.|
|This item is provided by ToKnowPress in its series Active Citizenship by Knowledge Management & Innovation: Proceedings of the Management, Knowledge and Learning International Conference 2013 with number 987-995.|
|Contact details of provider:|| Web page: http://www.toknowpress.net/proceedings/978-961-6914-02-4/|
When requesting a correction, please mention this item's handle: RePEc:tkp:mklp13:987-995. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Nada Trunk Širca)
If references are entirely missing, you can add them using this form.