Abstract:Spirituality is an undeniable human need and is thus the subject of increasing interest among management scholars and practitioners. In this article, we propose using archetypal psychology as a framework for understanding the human need for spirituality more clearly because it provides important insights into spirituality and organizational life. Because most spiritual needs reside in the deepest aspects of the self, an archetypal approach helps us recognize not only that we have spiritual needs but alsowhywe have them. We present three common archetypes and their implications in a management context. That is followed by an application of the archetypal approach to some of the more spiritually corrosive aspects of organizational life and a discussion of the implications of archetypes as a source of motivation.
Abstract:The main purpose of this paper is to defend traditional ethical theory (utilitarianism and deontology) for its application in business against a more recent model consisting of utility, rights, and justice. This is done in three parts: First, we provide a conceptual argument for the superiority of the traditional model; second, we demonstrate these points through an examination of three short cases; and third, we argue for the capability of the traditional model to account for universais and particulars in ethics.
Ethical orientations that emphasize universal duties, ideals, and values are well known to public administrators. We pay attention to principle, policy, ideals, shared goals, and the provision of a variety of commonly held values, such as clean air and water, mosquito abatement, and public recreation. The word "public" often seems to be a synonym for "universal." However, this article explores particularity in ethics, especially as it applies to the life of the public servant. It identifies three distinct orientations that focus on the concrete-as opposed to the abstract-and it shows how the exceptional cases are not administrative problems; rather they provide a reality check for public administrators who suppose rules, plans, and programs to be their primary orientation toward the management of public concerns.
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