Philosophy of leadership in integrated management systems

Klussmann, Wolfram

Philosophy of leadership in integrated management systems

BWL - Unternehmensführung, Management, Organisation

Zusammenfassung

Inhaltsangabe:Introduction:
This thesis introduces to problems which have a concern for each executive in the operative management of industrial enterprises and is therefore e.g. also welcomed and expected with tension on behalf of the employer of the author.
These problems arise, beneath a lot of advantages, from the model of business process management which developed within the last few years. This model gets more and more implemented to the larger industry enterprises and make new and great demands on executive work. Business process management models contains, beside the traditional economic aim constructions, the integrated management system which unites environment, quality and work safety as aims in itself. To draw one's attention to the changes which arise by the business process management on traditional ideas, the integrated management system was chosen as a title of this work.
It is not the aim to write again a new essay, in addition to the hundreds of already existing ones, about business ethics or leadership. It is all about a special perspective. In detail, the scientific question and the goal of this work is to represent the requirements for executives on lower and middle management levels, which arise on the one hand from the integrated management system and on the other hand from the changed expectation attitude in society and, finally, to develop based on both of them a practice-oriented solution, with which these requirements can be met.
To guarantee the validity of the work, it is at first necessary to get a short idea about the historical development to business process management in order to define the surrounding, in which this work is moving. This is carried out in chapter 1.
Secondly in chapter 2 is discussed, whether the behaviour of an executive must be penetrated by an ethical-moral basic understanding to do justice to not only the expectations of the interaction partners like customers, capital givers, supervisors and employees but also to be successful overall in the long run. Even if already more than 400 books have dealt with business ethics, the integration of these theories into the professional practice of executives in a business process management on the basis of a scientific approach is missing. So that the thesis enters new ground from this point of view.
After the definition of the business surrounding and general expectations towards the behaviour, the special relevant requirements which exists besides […]

Leseprobe

Inhaltsverzeichnis

Wolfram Klussmann

Philosophy of leadership in integrated management systems

ISBN: 978-3-8366-2704-7

Herstellung: Diplomica® Verlag GmbH, Hamburg, 2009

Zugl. Fachhochschule Braunschweig/Wolfenbüttel, Wolfenbüttel, Deutschland, MA-Thesis

/ Master, 2005

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http://www.diplomica.de, Hamburg 2009

HILOSOPHY OF LEADERSHIP

INTEGRATED MANAGEMENT SYSTEMS

Wolfram Klußmann

A thesis submitted for the degree of

Master of Business Administration (MBA)

at the University of Applied Sciences BS/WF

Faculty of Sport and Tourism management

Campus Salzgitter

October 2005

_________Philosophy of leadership in integrated management systems_________

Preface

This thesis is submitted for the Degree of Master of Business Administration in

Environmental and Quality Management at the University of Applied Sciences

Braunschweig/Wolfenbüttel. The work reported here was carried out between

August 2005 and October 2005 under the supervisions of Professor Doctor Heinz-

Dieter Quack (1) at Department of Sport- and Tourism management and Doctor

Phil. Thomas Caplan (2).

To the best of my knowledge, this work is original, except where suitable

references are made to previous work. Neither this, nor any substantially similar

thesis has been submitted for any degree, diploma or qualification at any other

university or institution.

Hannover, October 15th, 2005

Wolfram Klußmann

Matrikel 40389118

Podbielskistr. 92

30177 Hannover

_________Philosophy of leadership in integrated management systems_________

III

Acknowledgements

I owe a great debt to Prof. H.-D. Quack and Dr. Phil. T. Caplan, who supervised

my thesis and gave helpful inputs beforehand.

I appreciate very much the way I have been supported by the librarians of the

public library in Hannover.

I would like to thank my parents for their love, valuable discussions and financial

support throughout my whole education.

And finally, I would like to express my deepest gratitude to my dear girlfriend Anke

Krüger, who made many compromises to let me finish my MBA.

Thanks to all of you !

_________Philosophy of leadership in integrated management systems_________

Contents

REFACE

...II

CKNOWLEDGEMENTS

...III

ONTENTS

... IV

NDEX OF FIGURES AND TABLES

... VII

NDEX OF ABBREVIATIONS

... VIII

FOREWORD...10

1. THE SURROUNDING OF LEADERSHIP IN THE 21

CENTURY: BUSINESS

PROCESS MANAGEMENT...14

2. FIRST REQUIREMENT TO LEADERSHIP: THE PHILOSOPHY OF ETHICS

AND MORALS ...21

2.1 T

HE MEANING OF ETHICS AND MORALS IN THE ECONOMIC SYSTEM

...21

2.2 W

HAT IS ETHICS AND MORALS

ETHICAL EVALUATION CONCEPTS OF MORALITY

...28

2.2.1 International conventions as primary principles of human acting...32

2.2.1.1 The UN Global compact ...32

2.2.1.2 The UN human rights ...34

2.2.2 Theological principles as primary principles of human acting - the ten

commandments ...38

2.2.3 The historical inspirations of the philosophers as secondary principles of

human acting ...41

2.2.3.1 Platon ...41

2.2.3.2 Aristotle ...43

2.2.3.3 Seneca ...43

2.2.3.4 Kant...46

2.2.3.5 Knigge ...48

2.2.3.6 Ethical Discourse about profit...49

_________Philosophy of leadership in integrated management systems_________

3. SECOND REQUIREMENT TO LEADERSHIP: IMS FOR THE LOWER AND

MIDDLE MANAGEMENT...52

3.1 T

HE STANDARDS

...52

3.2 T

HE QUALITY STANDARD

...54

3.3 T

HE ENVIRONMENT STANDARD

...58

3.4 T

HE SAFETY STANDARD

...63

3.5 T

VERVIEW

...67

4. THE CONSEQUENCES FOR LEADERSHIP: HOW TO BEHAVE AND WHAT

TO DO? ...68

4.1 W

HAT IS LEADERSHIP

...68

4.1.1 The communication model...71

4.1.2 Motives and motivation ...72

4.2 D

EVELOPMENT OF THE LEADERSHIP TOOLBOX TO HANDLE THE AFFILIATED

REQUIREMENTS OF ETHICS AND

IMS...75

4.2.1 The Leadership Pentacle ...75

4.2.1.1 One-on-One interview ...77

4.2.1.2 "Return to work" - conference...79

4.2.1.3 Management review ...81

4.2.1.4 Team meeting ...82

4.2.1.5 CIP circle...84

4.2.2 Special Remark for the leading of remote teams ...86

4.2.3 Legitimation of the Leadership Pentacle ...87

5. SUMMARY AND FUTURE PROSPECTS...89

_________Philosophy of leadership in integrated management systems_________

NDEX

... X

IBLIOGRAPHY

... X

PPENDIX

A R

EFERENCE BY

MPLOYER

... XIV

PPENDIX

B - F

RANZ

ÜNTEFERING

, B

ERLIN

, 13/04/2005 ... XV

PPENDIX

C T

IMES

LAMING THE

OREIGNERS

" ... XVI

PPENDIX

D - ILO D

ECLARATION ON

UNDAMENTAL

RINCIPLES

& R

IGHTS AT

ORK

... XVII

PPENDIX

E U

NIVERSAL

ECLARATION OF

UMAN

IGHTS

... XIX

PPENDIX

F R

ECLARATION ON

NVIRONMENT AND

EVELOPMENT

...XXIV

PPENDIX

G U

NITED

ATIONS

ONVENTION AGAINST

ORRUPTION

REAMBLE

)

...XXVIII

_________Philosophy of leadership in integrated management systems_________

VII

Index of figures and tables

Figure 1 : Typing hall of to Insurance company around 1900 (source:

landesmuseum-mannheim.de) ...15

Figure 2 : Modern intercultural and project-oriented Teamwork (Source: MS-

Clipart) ...16

Figure 3 : The "Shell" of business process management ( Marx, p. 17/Wöhe, p.

125) ...17

Figure 4 : The Balanced Scorecard (Source: Kaplan R S "The balanced scorecard:

measures that drive performance", Harvard Business Review) ...20

Figure 5 : Type of Misconduct Observed in: "Major Survey of America's Workers

Finds Substantial Improvements in Ethics", Press Release from the Ethics

Resource Centre, Washington, USA (ethics.org)...27

Figure 6 : The classification of philosophy ...29

Figure 7 : The Global Compact, Source: UN-Homepage...33

Figure 8: Focus of ISO 900X is customer satisfaction (Source: MS-Clipart)...54

Figure 9 : Focus of ISO 1400X is environmental performance (Source: Marx,

"Fallstudie VU", IMS-CD SS 2005) ...58

Figure 10 : Focus of OHSAS is health and safety (Source: Bildarchiv "Arbeit und

Gesundheit") ...63

Figure 11 : The hidden Costs of Accidents (Source: American Standard

presentation, Train the Trainer Meeting, January 2002) ...64

Figure 12 : From enterprises assumed factors for entrepreneurial success,

percentage of nomination ...70

Figure 13 : Actual factors for the entrepreneurial success, nomination in

percentage...70

Figure 14: The Leadership Pentacle (source: own creation)...76

Figure 15: Driving power of leadership behaviour...90

Figures of philosophers taken from wikipedia.de

_________Philosophy of leadership in integrated management systems_________

VIII

Index of abbreviations

Method to work on quality problems

BetrVG

Works Council Constitution Act

(Betriebsverfassungsgesetz)

BHF

"Berliner Handels Gesellschaft" and "Frankfurter Bank"

merged in the year 2004 to the new BHF-Bank

Billion

CIP

Continious improvement process

DC10

Aircraft type from McDonnell Douglas

Deutsche Mark (currency)

European Norm

ENRON

Former biggest US-Energy Company, announced

insolvency meanwhile

EUR

Euro (currency)

Fill rate

Measurement of customer satisfaction concerning

delivery date:

100

demand

customer

demand

customer

fulfillmen

rate

fill

_________Philosophy of leadership in integrated management systems_________

FMEA

Failure mode and effect analysis

IMS

Integrated Management System

ISO

International Standardization Organization

LCC

Low Cost Countries (concerning labour costs, like

China or India)

MEADS

Medium extended air defence system

Mrd.

Milliarden

NLP

Neurolinguistic programming

OHSAS

Occupational health and safety assessment series

ProdHG

Product liability law (Produkthaftungsgesetz)

ROS

Return on sales

SOM

Share of market

SPD

Sozialdemokratische Partei Deutschlands

_________Philosophy of leadership in integrated management systems_________

Foreword

This thesis introduces to problems which have a concern for each executive in the

operative management of industrial enterprises and is therefore e.g. also

welcomed and expected with tension on behalf of the employer of the author (see

appendix A).

These problems arise, beneath a lot of advantages, from the model of business

process management which developed within the last few years. This model gets

more and more implemented to the larger industry enterprises and make new and

great demands on executive work. Business process management models

contains, beside the traditional economic aim constructions, the integrated

management system which unites environment, quality and work safety as aims in

itself. To draw one's attention to the changes which arise by the business process

management on traditional ideas, the integrated management system was chosen

as a title of this work.

It is not the aim to write again a new essay, in addition to the hundreds of already

existing ones, about business ethics or leadership. It is all about a special

perspective. In detail, the scientific question and the goal of this work is to

represent the requirements for executives on lower and middle management

levels, which arise on the one hand from the integrated management system and

on the other hand from the changed expectation attitude in society and, finally, to

develop based on both of them a practice-oriented solution, with which these

requirements can be met.

_________Philosophy of leadership in integrated management systems_________

To guarantee the validity of the work, it is at first necessary to get a short idea

about the historical development to business process management in order to

define the surrounding, in which this work is moving. This is carried out in chapter

Secondly in chapter 2 is discussed, whether the behaviour of an executive must be

penetrated by an ethical-moral basic understanding to do justice to not only the

expectations of the interaction partners like customers, capital givers, supervisors

and employees but also to be successful overall in the long run. Even if already

more than 400 books have dealt with business ethics, the integration of these

theories into the professional practice of executives in a business process

management on the basis of a scientific approach is missing. So that the thesis

enters new ground from this point of view.

After the definition of the business surrounding and general expectations towards

the behaviour, the special relevant requirements which exists besides the known

traditional economic aims on the basis of three relevant standards of quality,

environment and safety and which apply to each executive in a business process

management respectively in an integrated management system will be worked out

thirdly in chapter 3.

Fourthly, on the basis of the general ethical-moral expectations towards actions on

the one hand and the concrete requirements from the standards on the other hand

arise subsequently in chapter 4 the guidelines for the behaviour of the executive in

dealing with the led, to do justice similarly to all requirements around.

There is a special relevance of this work for several reasons. The possibly most

important is, that in technically oriented enterprises engineers are frequently

moved up in leading positions, which stands out both due to a high specialized

knowledge and lacking leadership qualities in dealing with people and all this

_________Philosophy of leadership in integrated management systems_________

straight against the background of the increasing complexity of executive duties

"An enterprise isn't a technical apparatus which can be steered with a

management as higher art of engineering by touching a button."

The work follows the scientific method of the hermeneutics, i.e. "understanding

sensitively to discover facts"

what seems to be the suitable scientific method for

the approach towards this particular problem, especially concerning the

philosophical considerations to deal with people.

For scientific demarcation of the work it must be said that executives are defined

as employees in larger industry enterprises which both take direct staff

responsibility and responsibility for the operative management of the enterprise.

Furthermore, ethics can be observed either outwards, what means the ethical

behaviour of a company in society and towards the customer or inwards, what

means the ethical behaviour towards the employees. And since this thesis deals

with the interaction between leader and led, it is more the inner ethical attitude

what is subject of discussion in this context, even if both terms can not be

distinguished very sharply due to their close interaction. The analysis of the

leadership shall here be confined on the most important (because permanently

existing) facet of all leadership aspects, namely the practical leadership of

employees on the cognitions of the empirical leadership research, ethical-moral

reflection and practical standards in the sense of the operative, daily business. The

tasks of human resource management before and after the practical daily

leadership, in whom the executive also plays an important role, like staff choice,

hiring and firing, shall therefore be left out.

In case of interest, a deeper insight is possible by using the careful proven sources

mentioned in the bibliography. Because

See also: VDI news, Essen, 6-10-2005, p. 52

Jäger, p. 278

_________Philosophy of leadership in integrated management systems_________

"the object which is to be examined is defined, new things are looked upon from a

new point of view, the work represents a useful purpose and the details remain

verifiable"

the work shall meet the requirements of a scientific work.

Riedel, S., S. 8

Eco, Umberto, S. 40-45

_________Philosophy of leadership in integrated management systems_________

1. The surrounding of leadership in the

century:

business

process

management

To define the business environment, in which this thesis is moving in its self-

conception, it is necessary to have a quick look at the development of the

entrepreneurial organization form and the thus connected employee leadership.

This development also implies namely an immanent change of the requirements on

executives, through which the different stages in the evolution of the employee

leadership from former times to nowadays can bee seen.

Early economic organization forms were marked by the separation of capital and

knowledge on one side and poverty and dependence on the other side. In the

Middle Ages, the farmers did compulsory service to the liege lord and were his

bond-slaves, but he was also obliged for their welfare. The farmers were treated

correspondingly as in bondage, so didn't have to have an own will. The

organizational structure was strictly hierarchical. This relationship ended not until

the farmer liberation, which was followed by the Industrialization in the middle of

the 19th century. To introduce these ancient times and to also approach ethical-

moral considerations, a report of a son of a spinner master will follow:

"My father was spinner master. He has, by the beginning of the fifties (note: 19

century) to be at work 14- 16 hours every day: 14 hours from 5 in the morning to 7

in the evening at normal business; 16 hours from 4 in the morning till 8 o'clock in

the evening at good business and to be more precise without any break, even

without lunch break. I myself, as a boy between 5 and 9 years alternately with my

sister, have brought my father the lunch every day. And I have stood there when

my father ate his lunch from the handle pot with all haste, leant against a machine

or crouched down on a box, to give me the pot emptied back then and immediately

go to his work again. My father was a man of giant shape half a head more greatly

than me, a man of an inexhaustible ruggedness, but with 48 years however, in

keeping and appearances he looked like an old man, but his less robust colleagues

were old men with 38 years."

Ernst Abbé in FAZ of 10-14-1967, S.5

_________Philosophy of leadership in integrated management systems_________

Even if Frederick Taylor could increase the productivity considerably in the

operation by work- and time studies as well as strongly analysed, dissected and

optimised processes and monetary incentives by the turn of the century, critics still

saw in it an "instrumental and mechanized"

picture of the human being and a

"neglect of socio-emotional rationality"

. Therefore the executive behaves active-

authoritarian towards the passive employees. The executive plans, organizes and

checks the results handed out on the basis of order and obedience even if the

system of bond-slaves was legally overcome.

Thirty years later in the context of the humane-relationship-movement, the human

being was discovered as a one with a "nature for social groups"

. And it should

last once again thirty years until the conception of man (as here and in the

following thesis always neutral gender meaning) finally changed with Maslow and

Herzberg to the "motivated person"

in 1960. According to it, the executive

behaves passive-situational towards the active employees, promotes them and

contributes to their self fulfilment by giving them a maximum of own responsibility

on the basis of acceptable arrangements on both sides.

Figure 1 : Typing hall of to Insurance company around 1900 (source: landesmuseum-

mannheim.de)

Hentze, J., S.31/32

Hill, W. et. al., S.412

Hentze, S.33

_________Philosophy of leadership in integrated management systems_________

The caesura between the aristocratic class which united the knowledge and the

capital and the proletarian class which consisted of unskilled workmen was only

dissolved with the penetration of knowledge in the lower cultured classes in the

post war years.

In the 90s of the 20

century, a new trend was creeping into the companies. It was

called "business reengineering"

. According to this evolutionary step, internal

enterprise activities were mucked out and turned, process oriented, towards the

customer. So the work today is basically carried out problem oriented in specific

project groups in a common interactive exchange under use of all capacities. And

these innovative project oriented groups could be realized by the as far as possible

mechanization of routine tasks like material orders or invoice payment in the years

before

Figure 2 : Modern intercultural and project-oriented Teamwork (Source: MS-Clipart)

This new stage in the business evolution causes more own responsibility for the

single employee to achieve aims in the business plan of the whole enterprise. This

business plan consequently shouldn't contain only traditional economic aims but

also aims of the integrated management system, like environmental performance,

quality and work safety. The organization framework as the current (2005), best

Hentze, S.37

Hammer, M. ,,Reengineering the Corporation" 1993, Harpercollins

Note: lately also the trend is to be observed that the activities are automated again less,

in order to participate more easily from the lower labour costs in LCC

_________Philosophy of leadership in integrated management systems_________

possible adaptation on the continuously changing trading conditions and the

implied requirements and expectations is named the business process

management. It consists of the traditional economic aims which are joined by aims

of the integrated management system which in turn consists of the components of

quality management, environmental management and work safety management.

The complete management system should last but not least be imbued by a moral-

ethical basic conviction, what will be explained later on. Being aware of these

cognitions, the author has extended the traditional model of business process

management

and created the advanced model of "The Shell of business process

management", to visualize the complexity of business surrounding for leadership

members:

Ethics and Morality

Classical economic

company targets

like market share,

growth, sales, earnings,

shareholder value

Integrated Management

System with it´s targets

In safety, quality and

environment

Ethics and Morality

Classical economic

company targets

like market share,

growth, sales, earnings,

shareholder value

Integrated Management

System with it´s targets

In safety, quality and

environment

Figure 3 : The "Shell" of business process management ( Marx, p. 17/Wöhe, p. 125)

An example of the increasing complexity of executive duties arises from the EU-

UmwPrüfVO, appendix I, D to which the promotion of the environmental

consciousness particularly at all levels is regarded as a good management method

because this type of tasks cannot of course be left to representatives alone. Also

Marx, J.-F.

_________Philosophy of leadership in integrated management systems_________

other authors see in the context of an integrated management system important

tasks for every single executive

. Schulz et al says clearly:

The meaning of the social competence in the professional life arises from the

circumstance that at same quality and the same prices the human factor becomes

the important issue in competition ... those who manages to produce synergy

effects in the cooperation, who raises the motivation of the employees and lower

the number of staff away sick in the company, will have an advantage."

So here the executive is asked with their sure instinct to accomplish the goals of

the business process management in dealing with people in an ethical-moral way.

That is where this thesis should give him a helping hand, because an executive

can't hide behind system lacks. He is and stays personally responsible for what he

does and what not.

At last, moral responsibility is, however, always a relation between individuals.

Neither collective responsibility nor system responsibility provide an excuse, which

frees certain individuals from there responsibility for events.

The consequence from the cognition of the own inability on part of the leadership

to be able to fulfil the demanded role is an escape in the operative tasks of the

daily routine, an unpardonable neglect of the real executive duties and, arising

from it, an inadequate use of resources, not only with respect to the Demotivation

of the human factor. Therefore, disadvantages do not only arise for the resources

of the enterprise used inadequately but also for the executive himself by

inadequate perception of the executive duties and a disappointment of the

expectations of the enterprise. Executives fill positions, which could be

steppingstones but also launching pads. The increasing complexity of these

requirements makes it even more difficult for them, to be successful, if they don't

know these and put them into action, what is described in this thesis.

An ignorance of these complex influences and a sole following of the traditional

See also: Matschke p. 121 and Schreiner, p. 315

Schulz, preface

_________Philosophy of leadership in integrated management systems_________

economic aims without a moral reflection over the way how this aim shall be

reached can not only lead to a considerable loss of image, difficulties on purchase

and sales markets and with that lead to sales and turnover problems but also lead

to in-plant problems in form of internal dismissal on behalf of the employees, with

further consequences in missing identification with the enterprise and its aims,

what will be verifiable discussed later on. And since every single human being is

responsible for his produced quality and his suitable behaviour for environmental

and work safety, it gets difficult to accomplish the corresponding goals with such a

workforce.

New studies have shown, that there is a close connection between the creation of

economic values and the corporate values as well as the code of conduct

Beneath that, another study showed a close connection between productivity and

high safety standards

. A third study showed that the lack of engagement of the

working people and the lack of interest of the companies in their workforce causes

a huge amount of loss in work time and low productivity of about 430 Mrd. DM (220

Mrd. EUR)

. A business process management in the form introduced by the

author, together with the instruments represented later seems therefore adequately

be legitimised. With the development of the organizational forms, the aim and

process measuring tools also have changed and enlarged. The four-dimensional

Balanced Scorecard as an instrument of controlling is an example of that

extension

. The Scorecard proves the increasing meaning of motivated

employees in the strategic intellect of the enterprise by integration into the

"Learning and Growth Cube" because they are the basis to create effective and

efficient internal business processes to generate satisfied customers in the markets

which in turn help to obtain the financial results.

Ladd, p. 293

Booz Allen Hamilton, "Deriving Value from Corporate Values", Washington D.C., 2005

"Quality of The working environment and Productivity", European agency for safety and health

protection, agency.osha.eu.int, May 2005

Spiegel, 24.9.2001, ,,Schlechtes Management produziert Drückeberger"

Kaplan R S and Norton D P, pp71-80

_________Philosophy of leadership in integrated management systems_________

Figure 4 : The Balanced Scorecard (Source: Kaplan R S "The balanced scorecard: measures

that drive performance", Harvard Business Review)

In this business process management environment, the executive has now the task

to obtain the aims of the business plan, which are possibly further broken down in

a so called "goal tree" to short term individual aims, with a motivated and capable

team. But first, pre-considerations for the ethical-moral basic conviction for the

behaviour of executives have to be made, to build the foundation for successful

acting.

_________Philosophy of leadership in integrated management systems_________

2. First requirement to leadership: The

philosophy of Ethics and morals

2.1 The meaning of ethics and morals in the

economic system

This section answers the question why it is necessary to deal with ethic and morals

and which consequences it could have if it is rejected. Against the background of

the increasing work condensation, the demand of integration of ethic into the

behaviour could possibly encounter resistance, because this maybe is expected to

be combined with just more work. But as already mentioned and as will be shown

later, ethics is not a choice, it is a must to be successful. Further on, it shall be

proven by some examples how very much interwoven our behaviour is by ethic

and morals and which immense importance it has for the living together.

At first, an enterprise is only an economic system with the aim to provide

customers with goods and services by the combination of the production factors

according to the economic principle. Nevertheless, they have an ethical obligation

towards the customers, e.g. in concern of safe products. But in the sense of

internal ethical behaviour, enterprises in the social market economy aren't charity

organizations with an emotional therapeutically or counselling order for employees.

If the claim is raised now to include an ethical-moral reflection consciously in the

behaviour, then this is justified with the design of the enterprise and

"how the ones involved ... ... deal with each other, so that in the division of labour

production they, by their own, experience a part of good life in self fulfilment,

cooperative justice and feelings of success."

Molitor p. 110

_________Philosophy of leadership in integrated management systems_________

An urgent need for ethic and moral both in enterprises and generally in the society

is obviously existing, if the incidents in the press are pursued attentively. To the

voucher is referenced not only to the famous cases of the past like tank

reinforcements at the Ford Car type "Pinto", loading door seals at the McDonnell

Douglas aircraft "DC10" or the drilling platform Shell Brent Spar. Following are

listed some news from recent times to underline the necessity of moral and ethics

in everyday life:

On 11-29-2003, the RP Online released an article with the heading "VW

doesn't pay trade tax at all"

On 6-7-2004, the dpa released a report with the heading "Vodafone wants to

deduct 50 billion euros from the tax" - what in the context of the take-over of

the Mannesmann group means for vodafone savings in the amount of 25

billion euros and a tax exemption lasting for years.

The most important income source of the state is the national tax revenue for the

fulfilment of sovereign tasks like the maintenance of the increasing potholes in the

streets, assure a high-quality educational system for a successful future of the

german site, measures for the fighting of high unemployment by job creation

scheme measures, retraining, support of 1 EUR jobs or subsidies for the

prevention of mass redundancies. If these internal revenues are discontinued

because large-scale enterprises use balance sheets loopholes instead of meeting

their civic role, the state is not able to accomplish its tasks any more. If the high tax

rate is considered, with which the normal employee is charged and that it is

discussed during the government election in 2005 to cut holiday and Sunday

premium pay and to refinance that through a lower top tax rate, it is important to

maintain or set up a socially acceptable tax burden. Reason is, that especially

large-scale enterprises contribute excessively to the tax takings. That is an ethical-

moral problem of enterprises in the society.

_________Philosophy of leadership in integrated management systems_________

On March 7th, 2005 appeared an article in the "Neue Presse" (page 2) with

the heading "auditors criticize Mr. Strucks expensive rocket project".

Background: The rocket program MEADS was planned with costs of 2.85 bn

EUR, however, will cost at least 6 bn EUR.

Against the background of an increasing state indebtedness, missing money for

education, schools, streets and measures against unemployment, the opinions are

different towards such a use of the money of the citizens of this country. As the

source of funds of the state should be based on moral ethical principles, e.g. the

principle of the avoidance of cheating or the equal treatment principle, the

application of funds is also subject of critical ethical discussion. Against the

background of the urgently needed financial resources on the one hand and the

new net borrowings of the federation on the other side as well as the doubtful

investments in an armour project against a concept of an enemy which has

changed very much since the cold war, the benefit for the population of a use of

state taxes in such height must be worked out more strongly, if the project should

not become only a pure prestige object, that causes a lack of understanding and

disapproval in the government, with the consequence of a confidence loss in

politics.

This example can be transferred on the economic system at which the use of

investments of a certain height should be communicated well to reach the

understanding and mental acceptance of the workforce. Even if it is part of the

entrepreneurial freedom in the economic system to decide how ever on the capital

use, a badly communicated investment project whose benefit isn't obvious to

everybody can demotivate the employees quite a lot. This is an ethical moral

problem of institutions in the society.

On May 13th, 2005 was released an article in the "Sueddeutsche Zeitung"

with the title "The cranky lapse of Peter Gloystein". Mr. Gloystein as a

postdoctoral management expert, was executive board spokesman of the

_________Philosophy of leadership in integrated management systems_________

BHF bank, before he became economy senator and substitute head of the

government of Bremen. At the opening ceremony of a wine celebration he

poured from a stage champagne over the head Udo Oelschlaeger, a

workless and homeless person. While he then tried to make a report about

bodily injury to the police, Mr. Gloystein offered him a valuable ballpoint pen

for compensation purposes. However, with the note that he doesn't want Mr.

Gloystein to let him bribed, he declined. Gloystein had to retire one day later

due to the public pressure.

At first, this story is remarkable because it couldn't be expected that such an

educated, experienced man is able to act with this surprising behaviour which can

be named as arrogant, especially, because Mr. Gloystein was regarded as a quiet

person. After all, it proves Immanuel Kants theory of the liberal will. Man has the

rationality and the freedom to decide between different action alternatives. Here

was obviously chosen the wrong one, though, in the context of the opening of a

wine celebration possibly under drug influence, but this remains speculation. This

man thereupon feels repentance, or suddenly feels confronted with the

consequences which he hasn't expected so, and try a compensation with an

expensive writing utensil for influencing human's sake, i.e. manipulation of the

aggrieved party to make him do an action or here: to refrain. The third surprising

turn of this story is the purposeful rejection of an expensive writing utensil by a

workless and homeless person which should be submitted with the intention of

manipulating the opinion with the argument, his (hobo) honour would have been

hurt in this case. Anyway, how surprising contrarily the ethical moral basic

convictions are distributed here. This is an ethical-moral problem of public

personalities in the society.

On April 13th, 2005 SPD-boss Franz Müntefering compares on the 3

program forum of the party finance investors with "grasshoppers", criticized

the extraction of humans in the world, which works just after the rules of

economics, mentioning the boss of Deutsche Bank by name, and kicked off

Details

Seiten
Erscheinungsform: Originalausgabe
Jahr: 2005
ISBN (eBook): 9783836627047
DOI: 10.3239/9783836627047
Dateigröße: 1.2 MB
Sprache: Englisch
Institution / Hochschule: Ostfalia Hochschule für angewandte Wissenschaften Fachhochschule Braunschweig/Wolfenbüttel – Medien, Sport- und Tourismusmanagement
Erscheinungsdatum: 2009 (März)
Note: 2,0
Schlagworte: leadership integrated management system unternehmensführung business mitarbeiterführung

Autor

Wolfram Klussmann (Autor:in)

Philosophy of leadership in integrated management systems

Zusammenfassung

Leseprobe

Inhaltsverzeichnis

Details

Autor

Wolfram Klussmann (Autor:in)