Compared to control group data obtained under standard instructions, subjects asked to fake their replies to the Howarth Personality Questionnaire in the way they felt a Machiavellian (i.e., socially manipulative) individual would honestly respond scored significantly higher
on Ascendance-Dominance, Trust vs Suspicion and Impulsiveness, and significantly lower on Superego, Inferiority and Cooperativeness-Considerateness. Preliminary analysis suggests that these traits are congruent with the personality characteristics of authentic high Machs.
In recent issues of the Journal of Applied Behavioral Science, Farias and Johnson and Worren, Ruddle, and Moore have engaged in a dialogue about the validity of discarding organizational development as a profession in preference for creating a new one called “change management. ” The former say such a move is premature, whereas the latter advocate this shift. The article supports Farias and Johnson and suggests that it is inappropriate to cast aside a profession simply because business has failed to heed its counsel.
The purpose of this chapter is to propose a framework for achieving an ethical culture in the post-bureaucratic era. The authors emphasize the necessity of informal dialogue and employee empowerment, and examine the role that personal values have in the post-bureaucratic work environment. Next, this chapter explores the appraisal of personal values and asserts that modern organizations will need similar strategies in order to identify and develop an effective ethical culture. The last portion of this chapter addresses three employee virtues that are helpful in the design and implementation of an ethical culture. Over and above appraising the values of an organization, this chapter provides a modern account for the definition of values and discusses methods for appraising each virtue while also proposing some alternatives for measuring employee loyalty, integrity and perseverance.
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