The aim of this paper is to list and explain the manifestations of destructive organizational communication (N=24) and manipulation (N=26) as important communication phenomena in the area of dark ...side management/black art of management/dark managerial skills. For that purpose it is used the method of description, synthesis and insight. From an organizational/social point of view, it is important to identify, recognize and deal with destructive/deviant communication phenomena that occur and manifest in many forms in order to minimize organizational/social damage (e.g. functional organizational stupidity/stupidity management). Techniques of destructive organizational manipulation were collected through insight into sources and life experience. Total of N=50 known/unknown techniques are connected with functional organizational stupidity and stupidity management as regular consequences of successful use of explicit destructive and manipulative techniques. As features of coping with the mentioned "dark" communication techniques, preventive and reactive measures are listed and explicated. This is done in order to control destructive communication tendencies and create/maintain the desired productive (smart) organizational communication climate. Keywords: destructive communication, manipulation, functional organizational stupidity, stupidity management, moral management and moral maximization, productive (smart) communication climate, organizational communication, organizational behavior JEL Classification: D23, M21, M53, M59, O15.
The aim of this paper is to list and explain the manifestations of destructive organizational communication (N=24) and manipulation (N=26) as important communication phenomena in the area of dark ...side management/black art of management/dark managerial skills. For that purpose it is used the method of description, synthesis and insight. From an organizational/social point of view, it is important to identify, recognize and deal with destructive/deviant communication phenomena that occur and manifest in many forms in order to minimize organizational/social damage (e.g. functional organizational stupidity/stupidity management). Techniques of destructive organizational manipulation were collected through insight into sources and life experience. Total of N=50 known/unknown techniques are connected with functional organizational stupidity and stupidity management as regular consequences of successful use of explicit destructive and manipulative techniques. As features of coping with the mentioned ,,dark"communication techniques, preventive and reactive measures are listed and explicated. This is done in order to control destructive communication tendencies and create/maintain the desired productive (smart) organizational communication climate. Keywords: destructive communication, manipulation, functional organizational stupidity, stupidity management, moral management and moral maximization, productive (smart) communication climate, organizational communication, organizational behavior JEL Classification: D23, M21, M53, M59, O15
This paper deals with three ethical paradoxes in the contemporary business ethics, pointed out in form of questions: 1) Can people serve to two different/opposite value systems ...(instrumental/extrinsic/egoistic/practical vs. humanistic/intrinsic/prosocial/altruistic/universal/true one)? Accordingly: How to resolve paradox between "what should be" and "what it is" in business ethics, i.e. how to resolve ethical paradox between "profit (egoism) maximization" vs." moral (altruism) maximization"? 2) Is contemporary dominant capitalism ideology/idolatry most appropriate for business ethics? Accordingly: How to resolve paradox of captalism ideology/idolatry vs. humanism ideology/idolatry? 3) How to overcome contemporary hypocrisy as a result of opposite values in different value systems? Accordingly: How to balance practical need and mercenary (utilitarian i.e. egoistic values) which are functional (i.e. benefitial) but not moral, with humanistic/prosocial values which are moral but not functional (benefitial) in order to deminish widespread hypocrisy? It is used methodology of literature review, reflection and conceptualization. Major findings showed: 1) If business ethics should not be ethical (with humanistic values) we haven't ethical problem. Paradox of profit vs. moral (ethics) maximization have several quite different possible solutions: a) opt for moral maximization; b) opt for profit maximization; c) opt for philosophical solution where reality is exactly as it should be, so as result of such solution we have problem of hypocrisy (specultive solution is to equal "what it is in reality in ethical sense" with "what ethically should be"). 2) Contemporary dominant capitalistic ideology and appropriate idolatry (profit maximization with combined idolatry of profit/competition/power/egoism has serious ethical deficits in theoretical and practical sense. There is to propose change/improvement with humanistic values and humanistic ideology/idolatry. 3) As in contemporary business/economic life dominate hypocrisy as unadequatelly solved paradox between instrumental/egoistic/practical and humanistic/prosocial/altruistic values. Solution is seen in cultural change from socialization to oppression to unhuman instrumenal values (e.g. violence). Implications of this paper arise from the insight in present systemic metaethical paradoxes and possible solutions so for business ethics theorists offer framework which can produce deeper discussions and new heuristics; for researchers give guidelines for future empirical research; for practicioners/managers offer insight in relevant business ethics paradoxes and possible solutions which can be practically implemented and for decisions makers and general public also implies value system humanization by mentioned solutions. Keywords: moral crisis, hypocrisy, value system paradox, profit maximization, moral maximization, business ethics, intrumental/extrinsic/egoistic/practical values, humanistic/intrinsic/prosocial/universal/true values, ideology/idolatry, balancing values. JEL Classification: M10
This paper deals with the "dark triad" personality and its components (Machiavellianism, narcissism, subclinical psychopathy) on economics & management student population in Croatia and Slovakia. ...Dark Triad represent important HRM area in which is trying to understand the "dark" side of human functioning which has potentially harmful impact on organization functioning and performance. Population of economics & management students is important in the context of HRM because of their future high potential to generate dysfunctional organizational behaviors, when they will be organizational employees, especially on management positions. The goal of this research was to gather the data about dark triad personality phenomenon, make the comparisons between Croatian and Slovak sample, present the potential organizational impact of employees with dark characteristics in organizational context and show the implications for HRM. For measurement of the dark triad components (variables) it is used questionnaire measurement that adopts the standardized short dark triad measurement instrument of Jones & Paulhus. Results of the Croatian students are compared with the results of Slovak students, and basically also with Canadian student sample. The basic results showed that 6% Croatian and 0.5% of Slovak economy & management students showed full dark triad profile, also there are found very significant statistical differences in the Machiavellianism and subclinical psychopathy variables between the Croatian and Slovak samples, i.e. these characteristics were statistically higher in Croatian sample.
This paper is focused on low voltage power line communication (PLC) realization with an emphasis on channel estimation techniques. The Orthogonal Frequency Division Multiplexing (OFDM) scheme is ...preferred technology in PLC systems because of its effective combat with frequency selective fading properties of PLC channel. As the channel estimation is one of the crucial problems in OFDM based PLC system because of a problematic area of PLC signal attenuation and interference, the improved LS estimation technique is proposed. We investigate and evaluate proposed frequency domain LS channel estimation method for OFDM based power line communication system. Also performance comparing with existing pilot based estimation algorithms towards proposed method in terms of their computational complexity, error correction, and suitability conditions is made.
This study examines the attitude of management students towards whistleblowing in a sample of 121 master students of business ethics at the Faculty of Economics University in Split, Croatia. The ...three measurement instruments include whistleblowers' attitudes (3 items), whistleblowing attitudes (2 items) and potential types of whistleblowing reactions (8 items), i.e. external reactions (4 items) and internal reactions (4 items). The results of the study indicated a positive attitude toward whistleblowing and whistleblowers. The authors also found that female students exhibited more confidence in management and were more prone to whistleblowing than male students. Also, students with professional experience considered whistleblowing to be in the public interest more than students with no professional experience. The results may be of practical use to managers who can benefit from whistleblowing while keeping in mind that whistleblowing can't be avoided and that punishing whistleblowers seems to be a bad managerial practice.
This paper researches the so-called "dark triad" personality traits of management student populations, because of their potential to generate dysfunctional organizational behavior and processes. ...Namely, the dark triad with characteristics such as lack of empathy, willingness to manipulate others (for self-betterment), antagonism, and belief in one's own superiority can represent a real organizational threat. The goal of this paper is to stimulate thinking and discussion around this issue. The paper is based on questionnaire measurement that adopts the standardized short dark triad measurement instrument of Jones and Paulhus (2012) who measure the scales of Machiavellianism (9 items), narcissism (9 items) and psychopathy (9 items). The sample included 150 students of professional management studies at the Faculty of Economics, University of Split in Croatia. Results of the Croatian students are compared with the results of 387 students in Canada. The results suggest significant statistical differences in the "dark triad" variables between the Canadian and Croatian samples. The practical implications of this paper are in raising awareness and stimulating the thinking of managers around the potential of the "dark triad" traits of engaged human resources to create organizational crisis, and to make preventive and responsive actions to manage the "toxic triad" threat.
This paper presentsmanagement theory in terms of “hard”and “soft”principles, and puts forward proposals for future management theory development. The purpose is to open up a discussion about the ...theoretical divide between these two streams of thinking. Within this context, theprinciples underlying management theory are discussed in terms of the presentand the future, namely in relation to:a)functional management:general management,HRM,leadership (with job engagement and management innovation);organisational structuresm,b)improvements in future management theory (management theory innovation)and their possible application inactualplanning,organisation, HRM, leadership andcontrolling.The methodologiesused were literature review, reflection and conceptualisation. The main findings revealedthat in future,integratedmanagement theory (which integrates “hard and soft” managementprinciples)should show how to effectively manage to achieve techno-economic rationalisation (“hard” management), how to effectively manage to achieve psycho-social rationalisation (“soft”management),and finally how to find a good balancebetween both “hard and soft” in order to develop an organisational strategy and achieve a desired level of organisationalstability. On this basis, a number of solutions are put forward foractualmanagement problems (organisational hierarchy, organisational innovation and organisational discipline).The contribution this papermakes to the field is the insightsit provides intomanagement theory problems,which will act as guidelines for: researchers conducting future empirical research(testing concepts and principles); management theoristsby offering them aframeworkwithin which togeneratedeeper discussions and newheuristics;practitioners/managersby offering them“good” theory which can be implemented at the organisationallevel;decision makers at both the social and societal levels by offering them the tools with which tohumaniseand de-alienatework through theapplication of the principles of“soft” management.
PDF
