Values and the seven deadly sins

Abstract

Gurus of modern management speak of the crisis of values. However, it is not values that are undergoing a crisis, but people in their inability to live in compliance with them. What does a manager lack to live as a prey and, conversely, what does a person -manager possess to act as a hunter? The two differ in their respective attitudes towards life. While the former transfers the responsibility for his/her failure on circumstances, the latter personifies his/her own responsibility in the purest form. Any company will become a story of success when it will have achieved a critical mass of hunters. These will not only fight against the disintegration of values, but also become the reference of how to comply with values even in hardest real-life management situations. By then, we will stop asking ourselves how we can avoid the seven deadly sins: we will acquire the knowledge of how to manage them. Reference to this paper should be made as follows: Zadel, A. (2006) 'Values and the seven deadly sins', Int. J. Management and Enterprise Development, Vol. 3, No. 3, pp.264-277.Biographical notes: Dr. Aleksander Zadel is employed with the company Actual IT as Chief Internal Development Officer, responsible for managerial issues, employees' motivation and definition of company's HR policy. As a head of training programmes, he often leads training session aimed at increasing the management efficiency in production and organises session for optimal utilisation of individual's personal potentials. The research area of Mr. Zadel is the study and improvement of management techniques. In particular he is interested in motivation, leadership, emotional intelligence and negotiations. In his PhD Dissertation, he analysed the importance of a right choice of behavioural patterns for an efficient management.

Competitiveness and performance development: an integrated management model

“…Reissner (2005) in the research concludes the interaction between learning and organizational culture which is deeply integrated. Zadel (2006) stresses the importance of values as a part of corporate culture. Scheeres and Rhodes (2006) also discuss about the designed company's culture and the organization's “core values.”…”