Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in a homogenized rational order. Illusory, but nonetheless oppressive. Rationality's totalitarian character can provoke resistance and grief with people who are enlisted by it. This can lead to a shameful confrontation in which the thinker is being confronted with his victim's resistance and sees himself and his thinking made questionable. By proceeding along this route, thinking can be brought to self-criticism and to revision of standpoints.

This description by Levinas of rational thinking shows similarity to what managers do in organizations. They make their business controllable, but at the same time with their planning and schemes they create a totalitarian straitjacket. This similarity suggests that also the reactions to imperialistic rationality from Levinas' description ought to be found in organizations. Is it indeed possible to indicate there the kind of resistance and grief Levinas speaks about? Does that give rise to confrontations between managers and their co-workers who are supposed to subordinate to their schemes? Do managers then feel shame? And do those shameful confrontations consequently lead to self-reflection and change?

Desk research suggests that the above elements are partly to be found in the literature of management theory. Interviews with managers show that Levinas' line of thought can also be found in its completeness within organizations. At the same time it becomes clear that becoming conscious of the elements of that line of thought - that rationality is all-conquering, that it provokes resistance, that that can lead to shame as well as to a new beginning - this is a difficult path to travel. The related experiences are easily forgotten and sometimes difficult to excavate. Translation of Levinas' thinking into terms of management and organization can help us spot them where they play their role in organizations.

This is an examination of the key themes in Africa's fiscal reforms and trade liberalization, and her prospects for improving trade and development. In this work, differing reform strategies are reformed and assessed with a range of case studies of fiscal reform in Kenya, the Cote d'Ivoire and Tanzania. The impact of trade liberalization and the linking of aid and trade by donor countries are also assessed.

Stretch yourself to achieve the highest grades, with structured syllabus coverage, varied exam-style questions and annotated sample answers, to help you to build the essential skill set for exam success. - Benefit from expert advice and tips on skills and knowledge from experienced subject authors - Effectively manage your revision with a brand-new introduction that clearly outlines what is expected from you in the exam - Keep track of your own progress with a handy revision planner - Use the new glossary-index section to identify and address gaps in knowledge - Consolidate and apply your understanding of key content and skills with short 'Test yourself' and exam-style questions

Rational thought according to Levinas has the merit of making the world lucid and controllable. But at the same time it strips things and people of their identity and incorporates them in a homogenized rational order. Illusory, but nonetheless oppressive. Rationality's totalitarian character can provoke resistance and grief with people who are enlisted by it. This can lead to a shameful confrontation in which the thinker is being confronted with his victim's resistance and sees himself and his thinking made questionable. By proceeding along this route, thinking can be brought to self-criticism and to revision of standpoints.

This description by Levinas of rational thinking shows similarity to what managers do in organizations. They make their business controllable, but at the same time with their planning and schemes they create a totalitarian straitjacket. This similarity suggests that also the reactions to imperialistic rationality from Levinas' description ought to be found in organizations. Is it indeed possible to indicate there the kind of resistance and grief Levinas speaks about? Does that give rise to confrontations between managers and their co-workers who are supposed to subordinate to their schemes? Do managers then feel shame? And do those shameful confrontations consequently lead to self-reflection and change?

Desk research suggests that the above elements are partly to be found in the literature of management theory. Interviews with managers show that Levinas' line of thought can also be found in its completeness within organizations. At the same time it becomes clear that becoming conscious of the elements of that line of thought - that rationality is all-conquering, that it provokes resistance, that that can lead to shame as well as to a new beginning - this is a difficult path to travel. The related experiences are easily forgotten and sometimes difficult to excavate. Translation of Levinas' thinking into terms of management and organization can help us spot them where they play their role in organizations.

This book is the first of two companion volumes by these authors on trade shocks in controlled economies. Both theoretically innovative and drawing on extensive applied work, it addresses a number of issues in the forefront of economics, principally the relationship between macro and micro economics, by analysing the impact of an external macro shock - the coffee price boom - on each of two developing countries which have much in common but whose governmental organizations and objectives differ sharply. The authors focus on three important ways in which governments affect peasants: setting crop prices; controlling access to consumer goods; and provision of public services. They address these three areas using microeconomic analysis and household survey data collected in Kenya and Tanzania. Much of the analysis is relevant for a wide class of developing countries.

This volume analyses and compares economic growth in Nigeria and Indonesia during the period from 1950 to 1985, addressing questions as to why one country was so much more successful than the other. In providing some surprising answers for those who believed that the divergence would be found in deeply rooted, long term trends, the authors also offer insight into what has become a reversal of fortune in the late 1990's, as Indonesia has experienced decline, and the Nigerian economy had stabilized.

On Australia Day 1990, a 73-year-old man was plucked from the Adelaide suburbs and accused of helping massacre nearly 900 men, women and children in Nazi-occupied Ukraine. David Bevan describes the legal maneuverings that followed in a compelling work of courtroom drama.

This scarce antiquarian book is a selection from Kessinger Publishing's Legacy Reprint Series. Due to its age, it may contain imperfections such as marks, notations, marginalia and flawed pages. Because we believe this work is culturally important, we have made it available as part of our commitment to protecting, preserving, and promoting the world's literature. Kessinger Publishing is the place to find hundreds of thousands of rare and hard-to-find books with something of interest for everyone