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In the modern economic paradigm characterized by a multitude of business management theories aimed at maximizing profits, there is a danger of formalizing management techniques to the extent of dehumanizing individuals or reducing them to humanoids. This book deals with familiar concepts in the management literature, but always in light of the model of the human person. It sheds light on organizing processes in individuals, small groups, and organizations and other large social systems by covering empirical research on three central topics - modes of influence, intrapersonal communication, and change - through which the social context is constantly shifting.
Concepts from other fields are also introduced by the author into the field of management, such as philosophy, biology, sociology, semantics, and mythology, to name a few. As a protest against behaviorism, materialism, objectivism, elitism, determinism, and many other "-ism's" that degrade the human person, this book provides food for thought to students of management and organizational behavior, psychologists and sociologists, as well as political scientists and leaders of business and nonbusiness institutions.
Professor Moneim El-Meligi's latest book is a compendium of a life's work on what I would term 'the anthropology of management'. In his own humble style, he introduces ideas and concepts that go to the core of management, namely people. -- Dr N Varaprasad "Director, London School of Business and Finance, Singapore and former CEO, National Library Board, Singapore"
| Acknowledgements | p. vii |
| Introduction | |
| History of Ideas | p. 1 |
| You Cannot not Manage | p. 1 |
| First Encounter with Managers | p. 3 |
| Psychologist in Business School! | p. 8 |
| Membership Begins | p. 9 |
| Advisory Role | p. 15 |
| Insurance Company: Training Dilemma | p. 15 |
| Strike at a Nuclear Energy Plant | p. 17 |
| Profound Concerns About Consulting | p. 19 |
| From Academia to Wall Street | p. 20 |
| Choice of a Name | p. 23 |
| Seminar versus Training | p. 24 |
| Unwanted Inspirational Impact | p. 25 |
| Advisory Work | p. 26 |
| Singapore Adopts the Seminar | p. 27 |
| Farewell to Academia | p. 28 |
| Flashback: Reminiscing | p. 29 |
| Learning is a Two-Way Process | p. 33 |
| Capturing Elusive Insights | p. 33 |
| Influence of the Environmental Context | p. 36 |
| Household Management | p. 36 |
| Language Barrier | p. 38 |
| Flashback: OM Seminars | p. 39 |
| The Human Person | p. 43 |
| Don't Think, Just Look! | p. 43 |
| Model Parameters | p. 48 |
| Bio-Psycho-Social System | p. 48 |
| The Social Dimension | p. 50 |
| A Continuous Process Of Becoming | p. 51 |
| Emergence of Language | p. 52 |
| Unfolding of Potentialities | p. 52 |
| Becoming and Time Experience | p. 53 |
| Endowed With the Power of Talking and Use of Symbols | p. 54 |
| The Upright Posture | p. 55 |
| Environmental Force | p. 57 |
| Synthesis | p. 59 |
| Old Concepts Through My Experience | p. 59 |
| The Upright Posture and Cognition | p. 60 |
| Individual Differences | p. 62 |
| Practical Implications | p. 65 |
| Value of the Model | p. 66 |
| Membership and Role Acquisition | p. 69 |
| A State of Belonging | p. 69 |
| Membership: A Historical Process | p. 71 |
| The Familiar Stranger | p. 76 |
| Role Acquisition | p. 76 |
| Role Perception | p. 78 |
| Social Roles and Self Definition | p. 79 |
| A Job Entails Many Roles | p. 80 |
| Identification | p. 81 |
| Decline of Identification | p. 84 |
| Case Study: Betrayed by the Management | p. 88 |
| Leading and Managing | p. 91 |
| Leader/Manager Controversy | p. 91 |
| Managerial Tasks | p. 93 |
| Case Studies: 1 through 6 | p. 95 |
| Review of Case Studies | p. 101 |
| Leadership, Fellowship and Follower-Ship | p. 102 |
| Leading or Following as Daily Behavior | p. 102 |
| Leading as Habitual Behavior | p. 102 |
| Leading as a Formal Role | p. 104 |
| Follower-ship (Fo) | p. 105 |
| Fellowship (Fe) | p. 107 |
| Rationale of LFF Process | p. 107 |
| LFeFo Redefines Effective Leadership | p. 108 |
| Understanding Tranny | p. 110 |
| Membership and Organizational Change | p. 111 |
| Apprenticeship | p. 111 |
| Central Thesis: Mechanisms of Influence | p. 112 |
| A Journey with a Donkey | p. 114 |
| Social Structures | p. 119 |
| The Human Person as a Universe | p. 119 |
| Dyadic Structures | p. 125 |
| Analysis of Dyadic Structures | p. 126 |
| Value of Dyadic Formation | p. 130 |
| Dyadic Structures and Leadership | p. 130 |
| Triadic Structures | p. 131 |
| The Natural Triad | p. 132 |
| Levels of Social Structuring | p. 135 |
| Small Group | p. 135 |
| Definition of Small Group | p. 135 |
| Describing a Group | p. 138 |
| Small Groups and the Global Organization | p. 139 |
| Transitory Teams | p. 141 |
| Regular Meetings | p. 141 |
| Team Spirit and Its Dangers | p. 142 |
| Running Meetings | p. 146 |
| Work, Play and Leisure | p. 151 |
| Semantic Introduction | p. 151 |
| Work Versus Labor | p. 152 |
| Function of Work | p. 154 |
| Morality and Professional Mastery | p. 156 |
| Play | p. 163 |
| Leisure | p. 166 |
| Aristotle's View | p. 170 |
| What do we learn from Aristotle? | p. 172 |
| What can we add to Aristotle? | p. 172 |
| Energy Management | p. 174 |
| Job Satisfaction and Job Structure | p. 175 |
| Work Habits and Organization Culture | p. 177 |
| Psychology of Overload | p. 177 |
| Final Conclusion | p. 178 |
| Philosophical Foundations in Quotes | p. 181 |
| References | p. 215 |
| Appendix | p. 223 |
| Index | p. 227 |
| Table of Contents provided by Ingram. All Rights Reserved. |
ISBN: 9789812790675
ISBN-10: 9812790675
Audience:
Professional
Format:
Hardcover
Language:
English
Number Of Pages: 300
Published: 29th February 2012
Dimensions (cm): 24.4 x 16.3
x 1.8
Weight (kg): 0.454
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