Applying holistic principles in management development

Purpose - In preparing managers for the uncertainty, threats and opportunities posed by the challenge of frequent and unexpected changes in organizations and markets, an alternative to a traditional Western viewpoint is a holistic approach that embodies balance and harmony, sees more subtle relation...

Full description

Saved in:
Bibliographic Details
Published in:The Journal of management development 2006-01, Vol.25 (4), p.368-385
Main Authors: Shefy, Erella, Sadler-Smith, Eugene
Format: Article
Language:English
Subjects:
Administrator Education
Attitude Measures
Beliefs
Case studies
Education
Ethics
High tech industries
Holism
Holistic Approach
Leaders
Leadership
Learner Engagement
Management development
Management styles
Managers
Organizational change
Philosophy
Pretests Posttests
Principles
Reflection
Religious Factors
Role Perception
Small business
Spirituality
Studies
Taoism
Teaching Methods
Values
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Purpose - In preparing managers for the uncertainty, threats and opportunities posed by the challenge of frequent and unexpected changes in organizations and markets, an alternative to a traditional Western viewpoint is a holistic approach that embodies balance and harmony, sees more subtle relationships and avoids the tensions of opposites. The purpose of this paper is to report the derivation and application of six holistic principles for management development (quieting the mind, harmony and balance, relinquishing the desire to control, transcending the ego, centeredness, and the power of softness) derived from a non-Western philosophy.Design methodology approach - The six principles were implemented in a management development program in a small high-tech company. The reported effects upon the managers' role perceptions and behaviors were captured in immediate and delayed evaluations by means of face-to-face interviews.Findings - The analysis of the interview data identified four underlying values that managers reported emerging from their involvement in the program: emotional awareness, shared perspectives, interpersonal sensitivity and benevolence and fulfilment.Research limitations implications - The research is an action-based single case study which was evaluated longitudinally using participants' perceptions. Further work is now required to apply these principles more widely and assess them using pre- and post-test measures of attitudes and behaviors and upward 360 degree assessments.Practical implications - The broader impact of a holistic approach for management development in terms of personal and spiritual fulfilment as well as its significance of corporate issues is discussed.Originality value - The paper presents a challenging and innovative approach to developing managers holistically and provides a counterbalance to the predominant approach of much management education and development.
ISSN:0262-1711
1758-7492
DOI:10.1108/02621710610655837