Barnard and morality in organizations

Rabin, Jack

doi:10.1080/01900699408524940

Cited by 9 publications

(7 citation statements)

References 4 publications

(6 reference statements)

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“…Ayrıca bazı bilim insanları kayıtsızlık bölgesinin, Kohlberg'in ahlak geliştirme adımlarına benzediğini ileri sürmektedirler. Ahlaki gelişim aşamaları ilerlediğinde ve ahlak kodları iyi yerleştirildiğinde, kayıtsızlık bölgesi genişlemekte; dolayısıyla yöneticinin işi kolaylaşmaktadır (Barnard, 1938;Golembiewski ve Kuhnert, 1994: 1195Rabin, 1994;Smith, 1994).…”

Section: Otoritenin Kabulü Ve Kayıtsızlık Bölgesiunclassified

Chester Irving Barnard’ın Yönetim Tarihindeki İzleri

AKAR¹,

Dirlik²

2021

Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi

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Amaçların etkili ve verimli olarak gerçekleştirilmesi doğrultusunda bir insan grubunda, işbirliği ve koordinasyon sağlamaya yönelik faaliyetlerden oluşan yönetim uygulamaları toplumsal yaşam kadar eskidir. Fakat, yönetim ve örgütlerle ilgili sistematik bilgi topluluğu niteliğini taşıyan yönetim bilimi 20. yüzyılın ürünüdür. Oldukça genç görünen bu bilgi topluluğu bir asırlık gibi sürede hızlıca gelişmiş, bilimsel niteliği artmıştır. Yönetim disiplinini oluşturan bu bilgi topluluğuna, var olan bilimsel bilginin birikiminde Barnard'ın yaptığı katkının önemli olduğu herkes tarafından kabul görmüştür. Bu çalışmada da Chester Irving Barnard'ın (1886Barnard'ın ( -1961 ileri sürdüğü düşünceler dâhilinde yönetim bilimine katkısı ve günümüz dünyası için söylediklerinin geçerliliği irdelenecektir.

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Section: Otoritenin Kabulü Ve Kayıtsızlık Bölgesiunclassified

Chester Irving Barnard’ın Yönetim Tarihindeki İzleri

AKAR¹,

Dirlik²

2021

Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi

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“…Over the last seventy years since the first edition of The Functions of the Executive, we have witnessed a proliferation of studies examining moral aspects of executive responsibility (Badaracco, 1992;Bertelli and Lynn, 2003;Rabin, 1994). Perhaps most influential among these studies are those examining moral reasoning of executives, which is their processing of information about issues that affect their moral judgment (Weaver, 2006).…”

Section: Executive Moral Identitymentioning

confidence: 99%

“…Specifically, we posit that long before Ciulla (2004) declared that moral values and Cameron (2011) declared that virtuousness were at the heart of responsible leadership, these aspects had been uniquely and substantively addressed in the seminal works of Barnard (1938Barnard ( , 1948Barnard ( , 1958. Thus, we argue that Barnard was the first classical management thinker to reflect upon the moral issues that arise when executives lead while facing the conflicts among personal, organizational, and societal moral norms (Rabin, 1994).…”

mentioning

confidence: 95%

Responsible executive leadership

Novičević

Zikic

Martin

et al. 2013

Journal of Management History

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Purpose -The purpose of this article is to develop a moral identity perspective on Barnard's conceptualization of executive responsibility. Design/methodology/approach -The paper uses a prospective study design, as an alternative to a transitional grounded approach, to develop a theory-based framework to compare textual patterns in Barnard's writings. By using Barnard's conceptualization of executive responsibility within the identity control theoretical framework, the paper analyzes the challenges of executive moral identification. Findings -The paper develops a theory-based, yet practical, typology of moral identification of responsible executive leaders. Research limitations/implications -Although this proposed typology appears rather parsimonious, it is recognized that issues of moral behavior are certainly complex, and therefore should be addressed in a requisite manner in future model developments. Originality/value -The paper posits that Barnard's conceptualization provides a useful channel to address the critical domain at the intersection of responsible executive leadership, identity, and ethics relative to the issues of CSR, diversity management, gender equity, and community involvement. The paper considers the typology of moral identification to be an operative conduit for subsequent empirical research and practical guidance for executive leadership development.

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“…To understand the relationship between the objective and subjective aspects of authority, Barnard developed his famous concept of the “zone of indifference.” Simply put, compliance with regard to many organizational communications is assured by an unconscious psychological mechanism (Rabin, 1994). A “zone of indifference” resides in each individual “within which orders are acceptable without conscious questions of their authority” (Barnard, 1938, p. 167).…”

Section: The Acceptance Theory Of Authoritymentioning

confidence: 99%

The whistle‐blowing zone: applying Barnard's insights to a modern ethical dilemma

Nam

Lemak

2007

Journal of Management History

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PurposeThe purpose of this paper is to apply Chester Barnard's ideas about authority in organizations to the modern phenomenon of “whistle‐blowing” and highlight insights that can advance contemporary theory in business ethics. The paper coins a new term “the whistle‐blowing zone,” and uses it as a way to capitalize on Barnard's insights and to offer a conceptual framework that can help business ethics scholars explain the phenomenon.Design/methodology/approachBy comparing and contrasting Barnard's ideas with contemporary research, the authors argue that he provides a number of insights that can advance modern business ethical theory and research. Implications about the origin and mechanism of whistle‐blowing are discussed.FindingsFirst, it is found that Barnard's theory of authority, specifically the notion of a “zone of indifference” is applicable to the modern phenomenon of whistle‐blowing. Second, the paper coins a new term “the whistle‐blowing zone,” to explain why and how whistle‐blowing occurs. Finally, the paper develops a conceptual framework to capitalize on Barnard's insight to explain the phenomenon of “whistle‐blowing.”Originality/valueThis paper is the first paper to examine Barnard's writings in the context of the modern business issue of whistle‐blowing. It is believed that the study of business ethics can be enhanced by applying Barnard's work. His concept of authority in formal organizations actually provides the theoretical foundation to examine and understand the phenomenon of whistle‐blowing in ways that have not appeared in the literature to date.

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Barnard and morality in organizations

Cited by 9 publications

References 4 publications

Chester Irving Barnard’ın Yönetim Tarihindeki İzleri

Chester Irving Barnard’ın Yönetim Tarihindeki İzleri

Responsible executive leadership

The whistle‐blowing zone: applying Barnard's insights to a modern ethical dilemma

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