The discredit of a certain brand of capitalism - and the managers
that practice it - continues apace. The increasing lack of
tolerance for short-term thinking and a systematic neglect of the
social, regulatory, and economic conditions in which business ought
to operate means we are entering a time of trouble and questions -
an era of economic, social, and environmental turbulence. There is
a critical need for business educators and trainers to expose
students and managers to these issues to examine, explore, and
understand the different multifaceted, complex phenomena of our
late capitalist era. There is also a need to foster a climate for
future and current business managers to reflect, feel, and think
differently both ethically and cognitively. The 16 innovative case
studies in The Dark Side: Critical Cases on the Downside of
Business are designed for this very purpose: to provoke reflection
and debate; to challenge and change perceptions; and to create
responsible managers. The cases are innovative in two ways. First,
in terms of content they acknowledge the diversity of actors and
interests in and around organizations. They contain different
levels of analysis, and propose different points of view and
logics. They recognize that decisions that seem sound when they are
made may actually contain the seeds of their later failure. Second,
these cases are innovative in terms of format. Whereas most cases
are formatted around decision-making situations, these are more
diverse and open-ended. This stimulates the use of "judgment" - the
capacity to synthesize, integrate, and balance short- and long-term
effects, appreciate effects on different groups, and learn to
listen and evaluate. Whereas decision-making is the key skill when
confronting complicated issues and situations, "judgment-making"
relies on experience and is a far better tool in the complex,
murky, gray areas typical of business ethics. The cases included
here are all finalists or award-winners from the first seven years
of the Dark Side of Business Case Competition, a joint event of the
Academy of Management's Critical Management Studies Section and
Management Education Section. In many areas of management, case
studies are almost exclusively devoted to "best practice" cases or
difficult decisions faced by basically well-managed firms. When
educators look for resources to illustrate to students the more
typical cases, let alone the really scandalous practices of the
worst firms, the cupboard is almost entirely bare. From the
beginning, the Dark Side competition aimed at encouraging case
studies that integrate socio-political issues with organizational
dynamics, thus contextualizing organizational and management
problems within the broader system of capitalism. These cases
comprise a diverse and rich collection from a range of countries,
continents, and issues and focus on interactions in business
organizations as well as between business organizations and groups
and societies. The Dark Side: Critical Cases on the Downside of
Business is divided into four sections. The first sheds light on
gray areas in the behavior of businesses. The second concerns the
interactions between business and local communities in diverse
countries. The third concerns crises, and specifically how firms
may create or manage them. Finally, the fourth section concerns
gray areas in business behavior in the global context. The Dark
Side: Critical Cases on the Downside of Business will be an
essential purchase for educators and is expected to be a widely
used resource at all levels of management education. Online
Teaching Notes to accompany each chapter are available on request
with the purchase of the book.
General
Is the information for this product incomplete, wrong or inappropriate?
Let us know about it.
Does this product have an incorrect or missing image?
Send us a new image.
Is this product missing categories?
Add more categories.
Review This Product
No reviews yet - be the first to create one!
Welcome to Loot.co.za!
Sign in / Register |Wishlists & Gift Vouchers |Help | Advanced search
(3)
(2)
(2)
