Abstract
The author of these words was the CEO of Rowntree’s, a family business based in York, UK, whose activity was centered on confectionery.2 In Sheldon’s time, Rowntree’s was a growing company. He successfully restructured it and adopted a more functional style and professional culture.
Management in industry at the present time has the blood of a new youth coursing through its veins. It is full of a new vigour and a new enthusiasm. Its practice is being overhauled, both from the scientifi c and from the ethical points of view.1
OLIVER SHELDON (1894–1951), Chief Executive Offi cer and a writer on management in the 1920s
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NOTES AND REFERENCES
Chapter 1
1 O. Sheldon (1923) The Philosophy of Management (London: Pitman & Sons) p. ix.
4 P. Drucker (1999) Management Challenges of the 21st Century (New York: HarperCollins) p. 9.
5 L. Boyer and N. Equilbey (1990) Histoire du Management (Paris: Éditions d’Organisation).
6 R. E. Freeman (2000) ‘Business Ethics at the Millennium’, Business Ethics Quarterly, 10, 1, 172.
7 See D. Melé (2005) Manville Corp., World Leader in the Asbestos Industry (A). Case studies BE-159-E and BE-160-E (Barcelona: IESE Publishing).
8 F. W. Taylor (1997) The Principles of Scientific Management (Dover Publications, Mineola, NY). First published in 1911 (Harper, New York). See a review in J. Boddewyn (1961) ‘Frederick Winslow Taylor Revisited’, The Journal of the Academy of Management, 2, 100–107.
9 H. Fayol (1984) General and Industrial Management. Preface of L. Urwick (Pitman, London). First published in 1916 in French: Administration Industrielle et Générale; Prévoyance, Organisation, Commandement, Coordination, Controle (Paris: H. Dunod et E. Pinat).
10 J. P. Kotter (1999) ‘What Effective General Managers Really Do’, Harvard Business Review, 77, 2, 145–159. First published in 1982.
11 H. Mintzberg (2004) Managers not MBAs: A Hard Look at the Soft Practice of Managing and Management Development (San Francisco: Berrett-Koehler Publishers).
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15 C.-C. Chen and Y.-T. Lee (eds) (2008) Leadership and Management in China. Philosophies, Theories and Practices (Cambridge University Press).
16 J. Collins (2001) Good to Great: Why Some Companies Make the Leap, and Others Don’t (London: Random House).
19 See, e.g., I. Hau-siu Chow (2008) ‘How Trust Reduces Transaction Costs and Enhances Performance in China’s Businesses’, SAM Advanced Management Journal, 2, 25–34.
21 Mentioned by R. M. Kramer (2009) ‘Rethinking Trust’, Harvard Business Review, 87, 6, 69.
25 D. Ross (1925) Aristotle The Nicomachean Ethics: translated with an Introduction (Oxford University Press) Book II, Chapter 1.
26 P. H. Werhane and B. Moriarty (2009) Moral Imagination and Management Decision Making, p. 10: http://www.darden.virginia.edu/corporate-ethics/pdf/moraljmagination.pdf, date accessed 26 March 2011.
27 M. Yunus (1999) Banker to the Poor: Micro-Lending and the Battle against World Poverty (PublicAffairs, New York).
28 R. B. Shaw (1997) Trust in the Balance. Building Successful Organizations on Results, Integrity and Concern (San Francisco: Jossey-Bass).
29 E. H. Schein (2010) Corporate Culture and Leadership, 4th edn (San Francisco: Jossey-Bass).
30 K. R. Andrews (1989) ‘Ethics in Practice’, Harvard Business Review, 67, 5, 99–104.
32 J. T. Whetstone (2003) ‘The Language of Managerial Excellence: Virtues as Understood and Applied’, Journal of Business Ethics, 44, 4, 343–357.
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© 2012 Domènec Melé
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Melé, D. (2012). Why Good Management Requires Ethics. In: Management Ethics. IESE Business Collection. Palgrave Macmillan, London. https://doi.org/10.1057/9780230361560_1
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