Management v 21. stoletju 21th Century Management

Transcription

1 Management v 21. stoletju 21th Century Management

2 Znanstvene monografije Fakultete za management Koper Faculty of Management Koper Monograph Series Glavni urednik Editor in Chief prof. dr. Egon Žižmond Uredniški odbor Editorial Board izr. prof. dr. Roberto Biloslavo izr. prof. dr. Štefan Bojnec prof. dr. Slavko Dolinšek doc. dr. Justina Erčulj izr. prof. dr. Tonči A. Kuzmanić prof. dr. Zvone Vodovnik issn

3 Management v 21. stoletju 21th Century Management Uredil Edited by Roberto Biloslavo Management

4 Management v 21. stoletju 21th Century Management Uredil Edited by izr. prof. dr. Roberto Biloslavo Strokovnarecenzenta Reviewers izr. prof. dr. Jure Kovač, doc. dr. Dejan Hozjan Izdala in založila Published by Univerza na Primorskem, Fakulteta za management Koper, Cankarjeva 5, 6104 Koper Oblikovanje Design Alen Ježovnik Fotografijana naslovnici Cover photograph Žare Veselič Naklada Print run 500 izvodov copies Junij June Fakulteta za management Koper Monografija je izšla s finančno podporo Agencije za raziskovalno dejavnost Republike Slovenije cip Kataložni zapis o publikaciji Narodna in univerzitetna knjižnica, Ljubljana 005(082) management v 21.stoletju=21th century management / uredil, edited by Roberto Biloslavo. - Koper : Fakulteta za management, (ZnanstvenemonografijeFakultete za management Koper, issn ) isbn Vzp.stv.nasl.2.Biloslavo,Roberto cobiss.si-id

5 0 Kazalo Uvod 7 Introduction 11 Management: odprta vprašanja, dileme in možni odgovori Roberto Biloslavo 15 Managing for Sustainability: New Directions for Management Education Art Whatley 31 Management in politika: makro konceptualni premislek»zasnove«tonči Kuzmanić 57 Schools on the Threshold to the Era of Lifelong Learning Milan Pol 109 Stare dileme v novi preobleki: management v izobraževanju Anita Trnavčevič 133 Workplace Spirituality: Reviewing the Branches and Deepening the Roots Monty L. Lynn 147 Od managementa znanja k managementu modrosti Roberto Biloslavo 175 5

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7 0 Uvod Management ima kot veda zelo dolgo zgodovino, ki sega vse tja do zapisov v klinopisu, s pomočjo katerih so Sumerci vodili evidence o neplačanih in poplačanih dolgovih in davkih. Navkljub temu pa še danes na področju managementa ostaja vrsta odprtih vprašanj, na katera še ne moremo dati končnega ali vsaj zadovoljivega odgovora. Pričujoče delo ne zmore in tudi ne namerava dati možnih odgovorov na vsa odprta vprašanja, ampak predvsem želi predstaviti in opozoriti na tista manj pogosta, toda prav tako pomembna vprašanja, ki jih klasična t.i.»mainstream«literatura o managementu postavlja bolj na rob svoje obravnave. Posameznih poglavij ne gre brati z vidika te ali one prevladujoče paradigme, saj poskušajo avtorji preseči posamezne epistemološke delitve, povezati različna teoretična izhodišča in tako prispevati k svetovni zakladnici znanja o managementu. Pri tem se neizbežno vračajo v preteklost k bolj ali manj znanim delom različnih avtorjev, kjer črpajo osnovno jedro svojih konceptov, ki jih nato nadgrajujejo in povezujejo s svojimi lastnimi originalnimi pogledi in razumevanjem managementa. Izhodišče, iz katerega pri tem izhajajo, je management kot umetnost usklajevanja različnih interesov vplivnih udeležencev s ciljem doseganja sreče kot končnega smotračlovekovega življenja. V prvem poglavju se avtor sprašuje, ali so odgovori na odprta vprašanja managementa, ki jih ponujajo sodobni avtorji, bistveno drugačni od tistih, ki so jih ponujali nekateri avtorji pred osemdesetimi in več leti. Pričakovati bi bilo, da je management kot veda z iskanjem odgovorov na nova odprta vprašanja, ki jih prinaša razvoj tehnologije ter spremembe politične in družbene sestave, prišel tudi do novih, boljših odgovorov na nekatera klasična vprašanja. Avtor se tako vrača v zgodovino in preučuje misli in ideje Mary Parker Follett ter ugotavlja, koliko so njene rešitve še aktualne. Pri tem pride do spoznanja, da se odgovori, ki jih management ponuja danes, ne razlikuje prav bistveno od tistih iz dvajsetih ali tride- 7

8 Uvod setih let prejšnjega stoletja z razliko, da jih sodobni avtorji znajo tržno veliko bolje predstaviti in prodati. V drugem poglavju Art Whatley (Hawaii Pacific University, College of Professional Studies, zda) vprvivrstiobravnava pomen trajnostnega ali sonaravnega razvoja za nadaljnji razvoj vede o managementu, kakor tudi za izobraževanje prihodnjih generacij managerjev. Pri tem žal ugotavlja, da je do sedaj le peščica poslovnih šol sprejela izziv, ki ga ponuja vprašanje trajnostnega razvoja v povezavi z managementom. V ospredju izobraževalnih vsebin poslovnih šol tako še vedno ostaja ekonomski motiv, ki spodbuja tekmovanje in neomejeno rast, medtem ko so naravni, družbeni in etični motivi potisnjeni ob rob ali predstavljeni celo zgolj kot orodje za doseganje primarnega, to je ekonomskega motiva. V tretjem poglavju Tonči Kuzmanić (Univerza na Primorskem, Fakulteta za management Koper) posega v vprašanje smotra ter vloge managementa na način, da izhaja iz vprašanja rimske republike in grške demokracije, pri čemer postavlja hipotezo, da je sodobna družba podrejena pravilom republike, ki si prave demokracije sploh ne želi, čeprav o le-tej še tako veliko govori in piše. Pri tem osrednje mesto v dogajanju v sodobni družbi zaseda potrošništvo, ki od posameznika ne pričakuje, da se odloča med levim in desnim, med dobrim in zlim, med tem in onim, ampak postavlja posameznika v položaj»onstran vsega«, kjer je en sam in edini smoter disciplina učinkovitosti. Po besedah avtorja je razlog za to banalno preprost: smoter (telos), ki bi presegel disciplino učinkovitosti v managerskem dialogu, namreč ne obstaja več niti kot možnost. Ostal je samo še čedalje hitrejši tek za izbirami dobrinami in ugodji, ki ga poganja čedalje bolj naraščajoči strah pred vedno bolj prisotno in čedalje nevarnejšo ter hitrejšo konkurenco bodisi da le-ta v resnici obstaja ali je zgolj navidezna. V četrtem poglavju Milan Pol (Masarykova univerzita, Filozofická fakulta, Češka) predstavlja in analizira primer šole, ki je odprla svoja vrata vokoljeinzačelarazvijatipraksovseživljenjskega učenja zaradi pridobivanja prednosti pred drugimi šolami v okolju. To pa je za šolo pomenilo veliko spremembo, ne samo v organizacijskem pomenu, ampak tudi v samem razumevanju učenja ter premiku od poučevanja k učenju. Proces spreminjanja organizacije v smislu učeče se organizacije in vpliv letega na sodelavce znotraj nje in njihove medsebojne odnose predstavlja osnovno avtorjevega raziskovanja. V petem poglavju Anita Trnavčevič (Univerza na Primorskem, Fakulteta za management Koper) obravnava področje vzgoje in izobraževanja, 8

9 Uvod kjer se v svetu odpirajo razprave o dvojnosti odnosa management vodenje (leadership). Čeprav se morda zdi, da so se teoretiki v zadnjih 10-ih letih odmaknili od managementa ter poudarjali vodenje kot leadership, pa razprave o odnosu management - vodenje spet oživljajo. Eden od razlogov je tudi»marketizacija«oziroma tržna naravnanost šolstva, ki ravnatelje potiska v smeri managementa. V poglavju so analizirana nekatera teoretična izhodišča managementa in vodenja v šolah ter dodatno osvetljena skozi»marketizacijo«šolstva. V šestem poglavju Monty L. Lynn (Abilene Christian University, College of Business Administration, zda) posegavpoljeduhovnosti,kiga zaradi različnih političnih in drugih razlogov le redko srečamo v literaturi o managementu. Pri tem avtor ugotavlja, da je človek predvsem duhovno bitje, ki za svoj obstoj potrebuje konsistenten in koherenten sistem prepričanj, ki povezuje religiozno, naravno in humanitarno plat njegove biti. Preučevanje vprašanj v povezavi s pomenom duhovnosti za posameznika in v odnosu do managementa ter organizacije kot družbenega sistema lahko po avtorjevem mnenju veliko bolj prispeva k razvoju sodobne vede o managementu in razumevanju njegove vloge kot zgolj vztrajanje na vedenjskih pristopih pri raziskovanju managementa. V sedmem poglavju avtor skuša odgovoriti na eno izmed temeljnih vprašanj managementa, ki se glasi, kaj je osnovni motiv ali smoter delovanja organizacij (predvsem pridobitnih organizacij). Pri tem avtor poskuša poiskati odgovor v Aristotelovi definiciji sreče kot najvišjem dobrem in končnem smotru človekovega življenja. Na tej točki avtor ugotavlja, da je v organizacijah potrebno vzpostaviti okoliščine, v katerih lahko ljudje živijo skladno z vrlinami in le-te nadalje razvijajo. Med vsemi vrlinami, ki so potrebne za doseganje srečnosti, izpostavi praktično modrost kot»metavrlino«ter ugotavlja, kako lahko management in organizacija kot sistem vplivata na njen razvoj in kako lahko praktična modrost povratno prispeva k doseganju odličnosti v vodenju in delovanju organizacije. Urednik 9

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11 0 Introduction Management has as a discipline a very long tradition dating back to cuneiform script by the use of which the Sumerians kept track of paid and unpaid debts and taxes. Despite our vast knowledge in management many questions still have no straight or at least satisfactory answer. The work presented cannot give and at the same time does not intend to give possible answers for every question. Instead it tries to present and focus on some less topical but despite that equally important questions which have been to a certain extent neglected by the mainstream literature in management. The chapters should not be read from the point of view of predominant paradigm since the main aim of the authors is to reach beyond various epistemological classifications and link various theoretical standpoints which is their way of contributing to the world knowledge of management. In their task the authors inevitably relied on well-known and also on less recognised authors of the past in whose works they found some basic ideas on which they based their concepts. The concepts were later developed and blended with authors own original ideas and understanding of the management. The starting point for all authors was management as the art of harmonisation of various stakeholders interests in order to experience happiness as one s most final goal in life. The dilemma in Chapter 1 is whether the answers to open questions of management by contemporary authors differ in any way from those given by their predecessors some eighty years ago. One should expect that the management as a discipline which looks for new answers to questions brought by the development of new technologies and changes in political and social strata has come up with better answers to some typical questions. The author thus relies on history and looks into some ideas by Mary Parker Follett, and checks the validity of her solutions for nowadays society. By doing so the author points out that the answers given 11

12 Introduction by the management nowadays in many ways reflect those from the 1920s and 30s, the main difference being that now contemporary authors are more skilled in presenting and marketing their ideas than their predecessors were in the past. Chapter 2 deals with the importance of sustainable development for the future of management as a subject-field of research, as well as for the education of future managers. Art Whatley (Hawaii Pacific University, College of Professional Studies, usa) states that unfortunately only a handful of business schools have accepted the challenges of sustainable development in relation to modern management. The economic reasons fostering competition and unlimited growth are still predominant in the educational content of business schools whereas the natural, sociological and ethical motifs are pushed aside or presented as a mere tool for achieving the primary (economic) goal. In Chapter 3 Tonči Kuzmanić (University of Primorska, Faculty of Management Koper, Slovenia) takes as his starting point the questions of Greek democracy and the questions of the Roman Republic and questions the aim and role of management. He claims that the modern society is subordinate to the rules of republic, which in reality wants no real democracy, despite its constant talks and writings about it. The most important part of the modern society is taken up by consumerism which does not expect the individual to decide between left and right, good and evil, this or that but it places him or her in a position beyond everything where the only remaining objective is the discipline of efficiency. The author states the reason for that is fairly simple: the aim (telos) has ceased to exist in the managerial dialogue and is not present even as a remote chance. The only thing that is still there is an ever faster race for material goods and benefits driven by the growing fear of more dangerous, harsher and heightened competition whether this exists in reality or it is only imaginary. In Chapter 4 Milan Pol (Masaryk University, Faculty of Arts, Czech Republic) presents and analyses a case of a school that has, in order to gain competitive advantage in relation to other schools in the area, decided to embrace the lifelong learning practices. Not only has the change been tremendous in the organisational sense but it has also meant a significant improvement in the understanding of the learning process. In addition to this the school has also experienced a shift of focus from teaching towards learning. The base for Dr Pol s research is the process of reorganising a company in the sense of the learning organisation and 12

13 Introduction the influence such practice has upon the employees and their relations. In her article in Chapter 5 Anita Trnavčevič (University of Primorska, Faculty of Management Koper, Slovenia) writes about education where new discussions on the binary relationship between management and leadership have emerged in the recent years. Despite the general belief that the theory has in the last 10 years moved away from the management and stressed management as leadership new discussions about this relationship have been brought up. One of the main reasons for that is the marketisation of education, which has been forcing the principals to seek the help of management. Through the process of marketisation of the school system the chapter analyses some theoretical starting points of management and leadership in schools. The following article by Monty L. Lynn (Abilene Christian University, College of Business Administration, usa) ventures into the field of spirituality, a topic that is due to political and various other reasons not so often mentioned in management literature. The author concludes that humans are spiritual beings who in their existence require a consistent and coherent code of beliefs which link religious, natural and humanitarian aspects of their being. Research into questions about the importance of spirituality for an individual, relation of spirituality to management and business organisation as a social system can according to the author contribute to the development of contemporary management as a discipline more than just a mere behaviour approach in management research. Chapter 7 tries to provide us with some answers to one of the most important questions of management, namely, What is the main purpose or motif behind running a business? (especially profit-making organsations) The author tries to find an answer in Aristotle s definition of happiness where the happiness is defined as the chief good and our most final, self-sufficient goal in life. At this point the author concludes that the working environment should be such as to enable the people to live according to their virtues and that environment should also enables their further development. Among the virtues needed to reach happiness the most important or metavirtue is practical wisdom. In addition the author tries to find out the ways in which organisations and management could influence the development of this metavirtue and also in which ways practical wisdom can in turn contribute to excellence in leadership and activities of an organisation. The Editor 13