Down the ages we have made use of our intellect to make cultural progress. It is not restricted to the empirical sciences but extends to realities known only to the mind. It finds its perfection in wisdom. Wisdom leads us along the right path. It is a matter of choice.
Conscience is the place where there is always a voice calling to us to do good and avoid evil. Individually and collectively, when a correct conscience prevails people can turn aside from subjective choices to the guidance of the objective moral order. We may sometimes however act in ignorance. It is only in freedom that man can choose good. People are right to prize freedom. True freedom is a great sign. Dignity demands that we decide freely and consciously. Dignity comes from choosing what is good and securing the means to that end (Gaudium et spes, 1965).
We must have a well-formed conscience (Catechism of the Catholic Church, CCC 1783, 1994). Man cannot decide for himself what is good and evil or know them. The gift of conscience enables us to reflect on the moral order. God is the first and sovereign source of the moral order. Religionists are always under pressure to reject God (Dominum et vivificantem, 1986). The people who think that the association of human activity and religion endangers our autonomy are obviously wrong to people who believe in God. The controversy can occasionally lead to the mistaken belief that there is an opposition between faith and science. We should be proud to integrate our human, scientific and technical enterprises with religious and philosophical values and co-operate with others working towards the same objectives (Gaudium et spes, 1965).
Showing posts with label philosophy. Show all posts
Showing posts with label philosophy. Show all posts
Wednesday, 11 February 2009
Thursday, 22 January 2009
The Perfect Manager
What makes the perfect manager? Is there such a thing? Is such a thing possible? Where does the perfect manager work? How much does he/she get paid? What does perfect mean? What does manager mean? How subjective is it?
The perfect manager will be able to give insights and inputs into strategy and will have tactical awareness and ability. Good interpersonal skills will be required for interacting with people at different levels of the organisation from the shop floor to the board room. Analytical skills for planning, implementation and control of marketing cannot be overlooked (Kotler, 1999).
Leadership style could be autocratic or democratic. Authority and freedom are both important but how much and where? Contingency style might suit best (Mullins, 1999). Management competencies and skills like communication skills, encoding and decoding written and verbal communication, delegating and negotiating, co-ordination of different roles and departments for a congruent outcome must be included in the analysis. Making sure of good information systems will help make the right decisions. Faultless financial analysis and budgeting, planning and control of accounting plans should keep the cash flowing. Organisation skills and structures and decisions on whether to have them entrepreneurial or bureaucratic are so important. Time is the manager's most precious resource. Good time management is vital to get things done. Boundary management is necessary to contain and differentiate the business from other open systems (Morden, 1996). The perfect manager, to be complete, must have the ability to manage diversity and manage change without upsetting people. Someone who knows the family well, an old friend.
It must be someone who will not give up the manager's right to manage. Someone with a management style for performance, productivity and work behaviour applying Theory X or Y or Z or the Golden Rule and being a people company (Mullins, 1999). Management must show more concern for the environment and social responsibility (Morden, 1996). It must involve the choice and application of business, marketing and communications ethics. The management, human resources and marketing philosophies of a perfect manager must make a difference to work performance, morale and relationships (Mullins, 1999).
A manager works for a firm and must make a contribution to accomplish the mission, aims and objectives of the business. The perfect manager must be whatever best suits particular requirements of the employer or situation. So perhaps it comes down to recruitment and selection and whoever best fits the job description and person specification. Given a competent HR manager. We all have different values and opinions, so maybe there is no such thing.
The perfect manager will be able to give insights and inputs into strategy and will have tactical awareness and ability. Good interpersonal skills will be required for interacting with people at different levels of the organisation from the shop floor to the board room. Analytical skills for planning, implementation and control of marketing cannot be overlooked (Kotler, 1999).
Leadership style could be autocratic or democratic. Authority and freedom are both important but how much and where? Contingency style might suit best (Mullins, 1999). Management competencies and skills like communication skills, encoding and decoding written and verbal communication, delegating and negotiating, co-ordination of different roles and departments for a congruent outcome must be included in the analysis. Making sure of good information systems will help make the right decisions. Faultless financial analysis and budgeting, planning and control of accounting plans should keep the cash flowing. Organisation skills and structures and decisions on whether to have them entrepreneurial or bureaucratic are so important. Time is the manager's most precious resource. Good time management is vital to get things done. Boundary management is necessary to contain and differentiate the business from other open systems (Morden, 1996). The perfect manager, to be complete, must have the ability to manage diversity and manage change without upsetting people. Someone who knows the family well, an old friend.
It must be someone who will not give up the manager's right to manage. Someone with a management style for performance, productivity and work behaviour applying Theory X or Y or Z or the Golden Rule and being a people company (Mullins, 1999). Management must show more concern for the environment and social responsibility (Morden, 1996). It must involve the choice and application of business, marketing and communications ethics. The management, human resources and marketing philosophies of a perfect manager must make a difference to work performance, morale and relationships (Mullins, 1999).
A manager works for a firm and must make a contribution to accomplish the mission, aims and objectives of the business. The perfect manager must be whatever best suits particular requirements of the employer or situation. So perhaps it comes down to recruitment and selection and whoever best fits the job description and person specification. Given a competent HR manager. We all have different values and opinions, so maybe there is no such thing.
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