Electronic inspection copies are available for instructors What and who is business for? What exactly is work and how can we distinguish it from other activity? Do businesses operate along different ethical lines from individuals? This clear and accessible text introduces key philosophical concepts and ideas and applies them to fundamental issues in management and organizations. Written for business and management students with no previous knowledge of philosophy, this text will lead readers to question the basic assumptions widely made about (...) business and management. An Introduction to the Philosophy of Management is packed with case studies and examples which provoke thought and discussion. Coverage includes crucial topics such as business ethics, culture and leadership. Key features: - Boxed definitions of key concepts - Real life case studies and examples - Questions for Reflection - Further reading This text is essential reading for any business and management student wanting to think creatively. (shrink)

Examines the complexity of people's value systems and how these can be taken account of and managed. Taking a critical approach, the text explores the diversity of reasons why people act ethically, or not, at work. Chapters include The Dishonest Manager and The Myth of Shared Values.

Arguments may have little effect in changing people's views, but trying to sympathise with another's point of view can open the possibility of changing one's own attitude. Dr.Griseri is Director of the MBA Programme at the Management Centre, London Guildhall University, 84 Moorgate, London EC2M 6SQ.

Arguments may have little effect in changing people's views, but trying to sympathise with another's point of view can open the possibility of changing one's own attitude. Dr.Griseri is Director of the MBA Programme at the Management Centre, London Guildhall University, 84 Moorgate, London EC2M 6SQ.

This article presents a response to a recent article by Yotam Lurie and Robert Albin in which they discuss and present the merits of casuistry as a method for resolving moral dilemmas in business, principally by developing 'edifying' perspectives on the situation, and in doing so highlight the shortcomings of principles (such as the categorical imperative) in generating insights and thereby moral choices. The present article accepts the importance of cases and examples as a source of insight, but argues that (...) the process of conceptualisation involved in understanding these necessarily involves some reference to principles. However, principles and cases are best seen as complementary to the ethical decision-making process rather than in opposition. The complementary functions of these are highlighted in processes such as reflection upon experience, in applications of moral imagination and in the integration of emotive and cognitive elements in ethical choice. (shrink)

As demonstrated repeatedly in the press, unethical decisions lead to damaged reputations and financial loss in business. This practical briefing provides board members and executives with advice on handling key business areas where ethics are essential.

This article is a book review of ‘Moral Disagreements in Business’ by Marian Eabrasu, published by Springer 2019 134 pp.

There is a presumption that it is the philosophers who know the truth, and the business people who need to be told it. However, business is a unique phenomenon. At no time in human history has anything quite like this been seen before. Unreflective or no, crises or no, poverty or no, something works in this system.

There is a presumption that it is the philosophers who know the truth, and the business people who need to be told it. However, business is a unique phenomenon. At no time in human history has anything quite like this been seen before. Unreflective or no, crises or no, poverty or no, something works in this system.

Bob Brecher raises a critique of professional ethics on the basis that it is less concerned with the protection of the public and is more a legalistic device that protects professionals from being accountable, often by defining certain issues out of court. His argument is criticised on the basis that it focuses upon the existing professions, and does not address the general idea of professionalism. This paper presents professionalism as being based in the idea of a job well done, which (...) in turn has to be understood in the context of the long-range needs of the full person, not in narrowly defined task terms. Supplementary arguments of Brecher, such as the primacy of morality, and his adaptation of Kant’s third formulation of the categorical imperative, are also commented upon and critiqued. (shrink)

Available from UMI in association with The British Library. ;Is reason the slave of the passions? In Part I it is argued that neither the humean nor the kantian answers to this question can be maintained simpliciter. Each side of the controversy has to make significant concessions to the other. One consequence of this is that humean and kantian approaches to action are less clearly distinguished than might initially be supposed. ;In Part II several central notions are examined. The idea (...) of a pre-rational motive is rejected, as is the view that desires can be divided into motivated and unmotivated. The assumption that reason in action always takes the form of deductive argument is also rejected. An alternative view is presented that reason in action is to be understood in terms of the process of questioning a person's motives. There is no specific point which must always mark the termination of such a process. The circumstances in which questioning takes place are at least as important as the form answers to questions take. ;This implies that both the humean and kantian accounts of morality are unacceptable as complete moral theories. Moral deadlock does not result solely from conflicts of wants or of understanding. Equally it is not explicable in terms of different cultures. Different ways we talk of virtue reveal both humean and kantian strands in our moral thinking. Also the idea of moral progress reveals a kantian related notion of the form of a person's motives as a guide to changing for the better. (shrink)

A street in downtown New York. Enter Socrates and a leading twenty-first century entrepreneur.