Suchergebnisse

Cover -- Half Title -- Title Page -- Copyright Page -- Acknowledgments -- Preface -- 1 Introduction -- Images -- A Philosophical Challenge -- The Argument -- Plan of the Book -- 2 Unity -- Dark Matter Mystery -- One Humanity -- Unity and Order -- 3 Division -- Again, Images -- A Singular Moment of One Long Story -- The Great Divide -- Unity in Difference -- Involution of the Whole in Parts -- 4 Play -- Viva La Difference -- Sex is Play is Sex -- Conclusion -- 5 Order -- Elements of Order -- Summary and Conclusion -- 6 Pathos -- Worlds Apart -- Mystery Lost -- Conservation Again -- 7 Conclusion -- 8 Notes -- 9 References -- 10 Index

Lloyd E. Sandelands unites the metaphysics of Aristotle and Aquinas and the social teachings of the Catholic Church to describe how business leaders can help people in their organizations become more truly and fully human. Being at Work is a much-needed marriage of metaphysical philosophy and managerial common sense.

ABSTRACTA "thin spot" in thinking about business endangers our human being. This article traces a change in business thinking over the last generations to note how, under the spell of the scientific method and the thrall to utilitarian values, our understanding of our self has grown harder, more determined, and less sympathetic. Bringing together ideas about the meaning of self from the study of semiotics and from the author's own religious faith, this article describes how we can reclaim our human being by grounding thinking about business in faith that reaches to God.

This paper reclaims the idea that human society is a form of life, an idea once vibrant in the work of Toennies, Durkheim, Simmel, Le Bon, Kroeber, Freud, Bion, and Follett but moribund today. Despite current disparagements, this idea remains the only and best answer to our primary experience of society as vital feeling. The main obstacle to conceiving society as a life is linguistic; the logical form of life is incommensurate with the logical form of language. However, it is possible to extend our conceptual reach by appealing to alternative symbolisms more congenial to living form such as, and especially, art.

AbstractAlthough sustainability is a growing concern of business today, there has been little progress toward a sustainable future. This is because the idea of sustainability in academic and policy debates is too small and too beholden to the assumptions that have created today's environmental and development crises. Consequently, calls for reform have neither the vision nor the authority to sustain the relationships of self, society, and environment that define human life. Reaching beyond our profession of business management to our Christian faith, we argue for a bigger idea of sustainability that orients these relationships to God. We identify sustainability with four principles of Christian theology—which we label anthropic, relational, ethical, and divine love—and we link economic development with eight principles of Catholic social doctrine—which the Church labels unity and meaning, common good, universal destination, subsidiarity, participation, solidarity, social values, and love. This bigger idea of sustainability transforms talk about the future from a gloomy contentiousness rooted in fear to a bright cooperation rooted in hope.

This paper presents a perspective on organizational theory called 'autogenesis'. This perspective has a long history in both the natural and social sciences, but is suggested particularly by recent developments in the field of self-organizing systems. According to this perspective, complex social organization can be explained in terms of the interplay of three distinct types of structure: (1) deep structure, which consists of a generative grammar (rules) for organizing; (2) elemental structure, which is the manifest form taken by individual social interactions; and (3) observed structure, which is the supra-individual group or organization as perceived by an observer of the system. The implications of this perspective for expanding the scope of theory and research on social organizations in general, and the process of organizing in particular, are discussed.

Two studies were conducted to investigate whether trait differences in self-consciousness could account for egocentric attribution bias in social interaction. Study 1 examined the prediction that bias would be greater for high self-conscious versus low self-conscious subjects. This
prediction was affirmed for the public form of self-consciousness. Study 2 then sought to replicate this effect and examine its generality. The prediction was that self-consciousness effects would be enhanced when social interaction was made salient as the cause of performance (Interaction
Important Condition) and would be diminished when social interaction was obscured as the cause of performance (Interaction Unimportant Condition). As predicted, the biasing effect of public self-consciousness was replicated for controls. Also as predicted, public self-consciousness was found
to have no effect in the Interaction Unimportant Condition. Contrary to prediction, however, the effect of public self-consciousness was reversed in the Interaction Important Condition. Implications of these findings are discussed