Revitalizing the Spirit of Management Training

Revitalizing the Spirit of Management Training

Matthew R. Fairholm (Political Science Department and the W. O. Farber Center for Civic Leadership, University of South Dakota, Vermillion, SD, USA)
Copyright: © 2016 |Pages: 18
DOI: 10.4018/IJTEM.2016010101
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The way management has been traditionally taught is linked to a management theory that dismisses the personal aspects of life. To better position managers in their organizations today, they need to embrace and apply a spiritual connotation to the work they do. By exploring how management training needs to change to include a mindset that accepts both the appeal to control and the need to be responsive to the spiritual side of both manager and employees, this article describes new skills and activities needed to engage in spiritual management. It describes traditional management theory briefly and then applies a spiritual application to that traditional work of management. With this new understanding, managers can prepare themselves to help workers be productive and useful while also helping them find meaning and personal fulfillment in the work.
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The Evolution Of Modern Management Thought

In general conversation, we use the term management in two ways stemming from past management definitions. First, management refers to what we do in terms of ensuring controlled, predictable, measurable behavior to achieve a level of productivity. Good managers get things done through the resources provided by the organization, including the people who, traditionally, have been considered only a bundle of skills useful to the organization’s success. Second, management refers to the placement of individuals within the hierarchy of an organization – those with management titles and ranks. This allows them a better view of the systems and resources at play and allows them access to others who have that enhanced perspective – in essence supervision. We often refer to them as “the management” and it is offered in comparison to those who are not “the management,” meaning in a generic sense “labor.” Therefore, much of the training for managers focuses on the nuts and bolts of getting things done through resources use (including human resources) with emphasis on direction, control, and measurement from hierarchical position.

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