A Common Pitch and The Management of Corporate Relations: Interpretation, Ethics and Managerialism

Abstract

This paper examines how good management can repair fractured relationships within organisations, addressing problems that if left unattended will threaten the future existence of many of these companies. It analyses why there is a mood for change in management thinking, and what direction that change can take. Part of the challenge is how managers can best satisfy the objectives of corporate social responsibility initiatives, and repair organisational and fractured community relationships. A possible role for management is to examine alternative ways of thinking about the potential benefits for the organisation that can be achieved by enhancing employee relationships. In this regard, this paper offers strategies to examine management’s adverse affects on workers’ life-plans. The art of interpretation is used to expose how bureaucratic logic ignores workers’ rights and potentially damages the corporation’s longevity. Interpretation, as opposed to procedure, suggests that organisations are not simply profit mechanisms, but active and dynamic civil societies. By better understanding the facilitating processes of administrative and management thinking, it is possible that we can develop alternative strategies that empower individuals to circumvent the negative consequences of instrumental rationality and enable them to act more responsibly in the public interest. Copyright Springer Science+Business Media, Inc. 2007civil society, corporate social responsibility initiatives, hermeneutics, organisational and fractured community relationships,

Broadening Corporate Accountability: An ‘Idealised’ Downward Accountability Model

“…Pallot (1991) argues that through a communitarian lens a commitment to shared values is emphasized rather than the pursuit of self-interest where "accountability might be seen as a voluntary obligation in the public interest rather than a mechanism for constraining self-seeking behaviour and protecting rights" (Pallot, 1991, p.206). Here, the relationship between an organization and community is more of a 'partnership' which requires authentic communal bonds between them (Lehman, 2007). In downward communitarian accountability it is expected that the desire to genuinely address the interests of the community will be the main motivation for the organization to discharge its accountabilities.…”

“…It is important to note that the 'right thing' include quantitative and qualitative accountability, with a clear emphasis on authenticity in fully recognising and taking responsibility for the impact of corporate actions on the community in which they operate (Taylor, 1992as cited in Lehman, 2007.It is crucial for the organization to understand and accept "the genuine impact of their corporate actions on the community, and conduct itself in a fashion that is seen to be empathetic, authentic and productive socially as well as financially" (Lehman, 2007, p.174) in an attempt to create authentic social change. Hence accountability processes and practices employed by the organization, such as social responsibility programmes, should be seen by the community as authentic attempt rather than merely window-dressing or public relation exercise (Lehman, 2007).…”

“…Other accountability processes and practices could include social and environmental reporting and disclosures to the community not only to provide decision-useful information (Williams, 1987) but to allow the community to critically assess the value of corporate activities (Schweiker, 1993), such as involvement external social and environmental auditing, community participation in decisions, feedback, debate and dialogue, as well as regular conversations (Lehman, 2007).…”

From an Implicit Christian Corporate Culture to a Structured Conception of Corporate Ethical Responsibility in a Retail Company: A Case-Study in Hermeneutic Ethics

“…Secondly, insofar as ethicists aim to influence business behavior, they need a starting point. They need to know where people stand (Lehman, 2007).…”

O trabalho para a sustentabilidade: alinhando a estratégia com a operação através de tarefas sustentáveis.

“…Segundo Lehmann et al (2010), a CS permite que a empresa torne-se mais dinâmica e inovadora, principalmente em contextos de mudança. Enfim, no caso específico da presença de relações prejudicadas dentro das organizações, uma diretoria engajada em CS pode prevenir que o bem estar da organização e a sua sobrevivência não sejam comprometidos (LEHMAN, 2007).…”