Businesses have to act in self-interest but to what extent should they sacrifice ethical behaviour? The question has become increasingly relevant with the recent high-profile corporate scandals such as the Satyam and the 2G scam. But can, and should, a business behave ethically at all? Is the corporate social responsibility of a company just to make profits as Nobel Prize winning economist Milton Friedman once famously declared? In this timely book, Professor S. Manikutty takes us through the minefield of business and ethics, looking at how ethics enters work and the choices available to companies and individuals. He argues that being ethical is not a simple of doing the right thing vs the wrong thing; it is also to find a balance between multiple right or wrong choices, arriving at not a solution but a compromise. Using a variety of examples and case studies from Indian businesses, Being Ethical is an indispensable book any responsible manager.
Understanding leadership is really about understanding life, and this starts with gaining an understanding of the self. Traditional management approaches, based on 'scientific' analysis, cannot contribute much towards understanding leadership. This book shows how leadership can be better understood by reading and interpreting masterpieces of world literature, and relating them to leadership issues. The book starts with Cervantes' masterpiece Don Quixote, whose main character asserts, 'I know who I am', and believes in himself. This is followed by other works to highlight important issues: ambition and purpose in Chinua Achebe's Things Fall Apart, faith vs. reason in Bertolt Brecht's The Life of Galileo, awakening the human spirit in Bernard Shaw's Saint Joan, authenticity in Girish Karnad's Tughlaq, and the old Sanskrit play Mudra Rakshasa by Visakhadatta, leaders and society in Arthur Miller's All My Sons, the role of illusions in Ibsen's The Wild Duck, taking a stand in A Dolls' House, the epic Mahabharata for development of perspective, and Herman Hesse's Siddhartha for understanding the process of self-development and realisation of one's potential. Based on the experience of the authors teaching a course on leadership for the last 20 years at the Indian Institute of Management, Ahmedabad, this is an enlightening and illuminating read for both academicians and corporate leaders.
Family firms account for a large proportion of firms in most countries. In industrialised countries of North America and Western Europe, they generally account for a large share of small and medium sized enterprises. In emerging market economies such as India, they also account for the majority of the large firms. Their importance for factors such as employment creation notwithstanding, relative to the widely held Anglo-Saxon firms, which are ubiquitous in the economics, finance and management literatures, family firms have historically received much less attention from scholars of these disciplines. However, in part owing to increased focus on emerging markets, there is a growing literature on family firms. In How Family Firms Differ, the authors explore important aspects of family firms, drawing on the existing literature and their own research on these firms.
Businesses have to act in self interest but to what extent should they sacrifice ethical behaviour? The question has become increasingly relevant with the recent high profile corporate scandals such as Satyam and the 2G scam. But can, and should, a business behave ethically at all? Is the corporate social responsibility of a company just to make profits as Nobel Prize winning economist, Milton Friedman, once famously declared? In this timely book, Professor Manikutty takes us through the minefield of business and ethics looking at the ways in which ethics enters work and the choices available to companies and to individuals. He argues that being ethical is not a simple question of doing the right thing vs the wrong thing; it is to find a balance between multiple right or wrong choices, arriving at not a solution but a compromise. Using a variety of examples and case studies from Indian businesses, Being Ethical is an indispensable book for any responsible manager.
Understanding leadership is really about understanding life, and this starts with gaining an understanding of the self. Traditional management approaches, based on 'scientific' analysis, cannot contribute much towards understanding leadership. This book shows how leadership can be better understood by reading and interpreting masterpieces of world literature, and relating them to leadership issues. The book starts with Cervantes' masterpiece Don Quixote, whose main character asserts, 'I know who I am', and believes in himself. This is followed by other works to highlight important issues: ambition and purpose in Chinua Achebe's Things Fall Apart, faith vs. reason in Bertolt Brecht's The Life of Galileo, awakening the human spirit in Bernard Shaw's Saint Joan, authenticity in Girish Karnad's Tughlaq, and the old Sanskrit play Mudra Rakshasa by Visakhadatta, leaders and society in Arthur Miller's All My Sons, the role of illusions in Ibsen's The Wild Duck, taking a stand in A Dolls' House, the epic Mahabharata for development of perspective, and Herman Hesse's Siddhartha for understanding the process of self-development and realisation of one's potential. Based on the experience of the authors teaching a course on leadership for the last 20 years at the Indian Institute of Management, Ahmedabad, this is an enlightening and illuminating read for both academicians and corporate leaders.
The case deals with the issues in managing the growth of a family business engaged in retail and discount stores in Chennai. It highlights one of the strengths of family businesses, namely leveraging family resources into the business. The case also deals with issues of succession planning in family businesses.
This case describes the new challenges that AECS faced in 2009. Even after 33 years, AECS' commitment to its mission had not been diluted - it was as relevant as when AECS was set up. However, in 2009, there were multiple paths before AECS - each would strengthen its commitment to its stated mission. The issue was of prioritization of these options. The case encourages participants to develop criteria for this prioritization.
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