A humanistic approach to organizations and to organizational decision-making

This paper attempts to take steps towards the formulation of a more human approach to the theory of the firm than the conventional economics-based models. Unbounded rationality, self-interest and the absence of learning are shown to be crucial assumptions of conventional economic theory. Then, the essential assumptions of an alternative approach are put forward and discussed. Next, I present an alternative view of organizations, which has its foundations in the concepts of mission, distinctive competence, identification and unity. Finally, the implications of such an approach for management decision-making are shown, emphasizing that three criteria have to be considered in any non-trivial decision in an organizational context.theory of the firm; bounded rationality; self-interest; distinctive competence; mission; identification;

On the methodology of management research

Epistemology, methodology or philosophy of science, i.e., the foundations and validity of knowledge, have never been very popular subjects as applied to management research. Lately, though, the need for better theories and the methodological discussion underlying the creation of such theories appears to be receiving more attention. In this paper, I will review some basic underlying issues in the area by taking a look at to some of the classical authors. I will first analyze Hayek's view of methodological problems in economics and then apply his analysis to the development of management theory. Then, I'll elaborate on Elster's distinction between causal, functional and intentional explanations. Naïve methodological attitudes will be discussed in this context. I will use agency theory as an example of what should and should not be done. Finally, I'll examine the falsification criterion in management theory and discuss the role of mathematics in the development of theory.epistemology; philosophy of science; methodology; management theory; foundations of management;

Fairness, justice, subjectivity, objectivity and goal congruence in management control systems

Management control systems are intended to motivate managers to ensure that organizational goals are accomplished. They do this by rewarding and promoting people according to certain criteria. Usually, they are designed to achieve the greatest possible goal congruence, where people pursue personal goals that conduce to the organizational goal. The literature on management control has focused mainly on formal controls, as they are easier to study empirically. Generally speaking, though, formal and informal controls coexist. In this paper, we attempt to show that organizational justice may act as a link between formal and informal control elements. We find that there are two stable states, which we have labeled ideal goal congruence (where the system is lawful and the user is fair) and total goal incongruence (where the system is unlawful and the user is unfair); and two unstable states, in which goal congruence is occasional (unlawful system used fairly) or perverse (lawful system used unfairly). We conclude with some propositions, which can be used to generate hypotheses that we believe will stimulate, at the core of the management control systems literature, a new stream of research in which justice is seen as a central element of control system design and use.organizational justice; fairness; goal congruence; management control systems;

The ethics of management control systems

In this paper we review the conventional analyses of management control systems, to conclude, first, that the "illusion of control" can mislead managers into believing that everything can be controlled and monitored, and , second, that no incentive system based only on extrinsic rewards can motivate individuals properly. Then, we investigate the philosophical foundations of the basic assumptions that, implicitly or explicitly, are made about the nature of the acting person. Based on personalist phenomenology, we show how the development of technical and moral values is crucial to the long-run survival of organizations. We end by offering some guidelines as to what control systems should be like in order to be compatible with the nature of human persons.business ethics; ethical foundations organization; incentives; management control systems; values;

Manifesto for a better management a rational and humanistic view

At the end of the first decade of the 21st century, a disastrous world economic crisis is creating a very difficult situation for many people. The causes of the crisis are many and complex. The reigning economism looks for mechanical causes (excessively low interest rates, "herd" behavior in the real estate and financial bubbles, etc.). Yet bad management by the people in charge of many of the institutions affected has been crucial. Paradoxically, management can be responsible both for great successes and for great failures. The same term, "management", can refer to very different concepts. The emphasis on immediate effectiveness in terms of financial results (which always turn out to be short-term) as the sole purpose betrays a pessimistic conception of human beings as creatures that react only to economic stimuli, thus neglecting other dimensions that are fundamental to good management, and leading us to the present crisis. In this paper we aim to establish the starting points for good management, explain why management is important for society, critically analyze the present economic crisis and the practices and concepts that led to it, and propose the foundations of a better conception of management for the future, rejecting the culture of shortsightedness. We therefore set forth: a) Which concepts of the company and of management are conducive to management practices that are good for society as a whole. b) Why management is important for the development of human societies in general. c) What is good and what is bad about the practices and theories that currently dominate the world of management. d) How to prevent bad theory and bad practice, including bad applications of good theory, from influencing the broader trends.humanistic management; economism; reorienting management; Crisis;

Sistemas de control de gestión "apretados" y "sueltos": Un análisis dinámico.

Los adjetivos «apretado» y «suelto», calificando a los sistemas de control, son palabras de uso común en la literatura profesional, pero casi ausentes de la académica. En este trabajo se intenta mostrar cómo considerar apretado como sinónimo de buen control, y suelto como sinónimo de mal control es, o bien tautológico, o bien equivocado. Lo apretado o suelto que tenga que ser un sistema de control depende de diversas circunstancias: de la información disponible y, principalmente, de las actitudes y desarrollo de las personas afectadas. Un sistema de control apretado puede conducir a numerosas disfuncionalidades, conocidas en la literatura y en los análisis estáticos convencionales. Se propone un esquema dinámico para analizar esta clase de fenómenos, y se explica cómo se aplica al problema considerado, mostrando cómo el análisis estático usual puede conducir a conclusiones muy parciales.sistemas control;

Bases motivacionales de la identificación, la lealtad y la confianza en un modelo antropológico de las organizaciones

El artículo trata de estudiar el valor de la lealtad en las organizaciones, como fundamento de las mismas. Después de mostrar cómo, a la vez ha sido un valor despreciado y echado de menos en los años finales del siglo XX, el artículo analiza las diferentes dimensiones de la lealtad y la confianza en las organizaciones. A continuación, se analiza el concepto de la lealtad y la confianza en las organizaciones. A continuación, se analiza el concepto de lealtad en algunos de los autores clásicos del management, como Mary Parker Follet, Chester Barnard y Herbert Simon, para inmediatamente pasar al contexto del modelo antropológico de Juan Antonio Pérez López y mostrar cómo los diferentes tipos de motivos son cruciales para un concepto de lealtad rigurosamente definido. En concreto, intenta mostrar cómo los motivos que Pérez López califica de trascendentes son cruciales para que exista identificación, confianza y lealtad

Factors associated with the attraction and retention of family and community medicine and nursing residents in rural settings: a qualitative study

Abstract Background The current shortage of primary care doctors and nurses is causing difficulties in replacement, and this shortage is expected to increase. This situation is more pronounced in rural environments than in urban ones. Family and community care specialty training is a key component of both the transition to clinical practice and the retention of new professionals. The aim of this study is to explore the attitudes and perceptions of internal medicine residents and internal nurse residents trained in a rural teaching unit on factors associated with recruitment and retention, including the role of the specialty training programme. Methods A qualitative study was conducted. Purposive sampling was used, and thirteen residents from the central Catalonia teaching unit who were in their final year of training participated in semistructured interviews. The data were collected during 2022 and were subsequently analysed with thematic analysis. The study is reported using the COREQ checklist. Results Six themes emerged from data related to perceptions and attitudes about the factors associated with recruitment and retention: training programme, characteristics of the family and community specialty, concept of rural life, family and relational factors, economic and resource factors, and recruitment and job opportunities. Conclusions Family and community medicine and nursing residents trained in rural settings expressed satisfaction with the specialty programme and most features of primary care, but they experienced a wide range of uncertainties in deciding on their professional future in terms of living in rural areas, family support, financial support and recruitment. This study identifies individual and structural factors that could be of great use to retain doctors and nurses in rural areas