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The 'hetero-ethical' management development rationale

机译:“异族”管理发展的基本原理

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Lees's "ten faces" description of organizational rationales for investing in management development reflected a personal assessment which was not grounded in empirical data. Although frequently discussed and cited since, no critique of the model, or discussion of the ethics of organizational investment in management development, has been offered. The purpose of this paper is to explore the impact of the rationale of a management development programme, particularly on programme participants.Design/methodology/approach - An ethnographic approach was utilized in the collection of data on reactions to the rationale for deploying a spiritual management development initiative in a large Irish services organization.Findings - The research conducted on the programme found the programme's rationale to be "hetero-ethical" in that it suggested multiple possible outcomes for participants which they were encouraged to identify and pursue on an individual level.Research limitations/implications - The implications of this for participants and organizations are considered.Originality/value - The concept of the hetero-ethical rationale for management development, and its implications, are discussed and potential avenues for further research are identified. This concept differs from previous ones in that it considers how rationales for management are received and appreciated by participants.
机译:Lees对投资于管理发展的组织理论的“十张面孔”描述反映了一项个人评估,该评估不基于经验数据。尽管此后经常进行讨论和引用,但未提供对模型的批评或对管理发展中的组织投资道德的讨论。本文的目的是探讨管理发展计划的基本原理的影响,特别是对计划参与者的影响。设计/方法论/方法-使用民族志方法收集有关对部署精神管理的基本原理的反应的数据调查结果-对计划进行的研究发现,该计划的理由是“异族伦理的”,因为它为参与者提供了多种可能的结果,鼓励他们在个人层面上进行识别和追求。研究的局限性/含义-考虑了其对参与者和组织的影响。原创性/价值-讨论了管理发展的异伦理学原理的概念及其含义,并确定了进一步研究的潜在途径。该概念与以前的概念不同之处在于,它考虑了参与者如何接受和赞赏管理的原理。

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