什么是道德目的? 释义
Nikos Mourkogiannis在他的一篇关于道德目的的文章中,描述了四种最理想的领导力。 这些领导力可以用来鼓舞、率领团队去争取长期的竞争优势。 根据Mourkogiannis发表在《商业战略》(Strategy + Business)上的一篇文章(2005年冬,总第41卷),道德目的是一种价值,当其被清晰阐释时,它就能够展现出人的内在的道德观——什么是正确的,什么是有价值的。 成功领袖已经学会了如何利用道德目的去激发和领导他的组织去争取长期的竞争优势。
Mourkogiannis发现了与商业成功息息相关的四种道德目的,并指出了与之相伴的如下四种最理想的领导力:
- 勇于发现(Discovery)。 其相应的道德要求是“新的”(The New), 道德基础是“随心所欲,自由选择”。 这一道德价值观在哲学上得到了丹麦哲学家Søren Kierkegaard (1813-1855)的支持。 其典型范例如IBM、索尼、英特尔、维珍等创新科技公司。
- 追求卓越(Excellence)。 其相应的道德要求是“好的”(The Good), 道德基础是“只有卓越,才能满足”。 这一道德价值观在哲学上得到了古希腊哲学家亚里斯多德的支持(384 BC - 322 BC)。 其典型范例如波克夏-哈萨威(Berkshire Hathaway)、经济学家(The Economist)、苹果电脑(Apple)、宝马(BMW) 等各自行业内的创新型专业公司。 比较: Clarkson Principles[克拉克森原则], Seven Signs Of Ethical Collapse[伦理的崩溃七个标志]
- 利他主义(Altruism)。 其相应的道德要求是“有用”(The Helpful), 道德基础是“关爱他人,助人为乐”。 这一道德价值观在哲学上得到了苏格兰哲学家大卫 休谟的支持(1711-1776)。 其典型范例如各种各样的政治运动、慈善组织,以及沃尔玛(Wal Mart)、万豪(Marriott)、英国的Body Shop等企业。
- 英雄主义(Heroism)。 其相应的道德要求是“有效”(The Effective), 道德基础是“争当英雄,展示成功”。 这一道德价值观在哲学上得到了德国哲学家尼采的支持(1844-1900)。 其典型范例如瑞银华宝(UBS Warburg)、微软(Microsoft)、福特(Ford)、埃克森-美孚(Exxon Mobil)等雄心勃勃的进取型公司。 比较: Strategic Intent[战略意图]
每一种道德目的,都以其特有的方式,推动着工作其中的人们去不断改写行业现有的游戏规则,去创造史无前例的辉煌业绩。 值得注意的是,道德目的不仅仅跟领导力正向相关,它也需要与顾客、员工以及其他利益相关者在情感上产生共鸣。
道德目的的起源 历史
道德目的发展主要是建立在上述论及的哲学传统之上。
道德目的架构的运用 应用
- 道德目的在互相尊敬的基础上,通过构筑集体共识,有助于激发员工士气。
- 道德目的使组织对市场条件和市场机会更加敏感,有助于培育创新精神。
- 道德目的是对长期存在于大公司的风险厌恶(Risk Aversion)的反击。 人们被鼓舞在既定的道德框目的架内,去寻找解决问题的方法。
- 道德目的使复杂的组织架构、组织行动以及组织战略统一了起来,形成便于理解和服务的统一主题。
- 企业领导者必须将道德目的与企业战略协调一致起来,实施有效管理。 道德目的在本质上就具有帮助企业优化经营环境的能力。
道德目的的优势 优点
- 如上所述,道德目的有助于培养员工士气、鼓励发明创新、应对风险厌恶、提供统一战略主题。
- 此外, 道德目的回报丰硕, 能够帮助企业实现巨大的、长期的回报。
- 它是企业的深层动力,对于员工动机和行为有着非常重要的影响。
- 它为企业成员尤其是高管们提供着有力的、持久的沟通信息。
- 它还是企业实现战略突破的前提和基础。
道德目的局限 缺点
道德目的理论的假定 情况
- 企业战略的出发点应该是辨明什么样的道德目的最为贴近企业的战略意图。
- 商业领袖要通过道德目的来影响和感染他身边的人,并以身为范。
- 如果一个公司的企业目的是X,那么它的企业战略就决不能是Y。 反之,此战略不仅无用,而且可能有害。
参考书: Nikos Mourkogiannis - Purpose: The Starting Point of Great Companies
道德目的 小组。

小组 (3名成员)
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比较: Ashridge Mission Model[Ashridge使命模型] | Seven Signs Of Ethical Collapse[伦理的崩溃七个标志] | Strategic Intent[战略意图] | Clarkson Principles[克拉克森原则] | Intrinsic Stakeholder Commitment[内部相关者认同] | Strategic Stakeholder Management[利益相关者战略管理] | Seven Surprises[七大惊奇] | Stakeholder Value Perspective[利益相关者价值观] | Shareholder Value Perspective[股东价值观] | Spiral Dynamics[螺旋动力学] | Contingency Theory[权变理论]
返回到分类主页: 沟通与技能 | 伦理与责任 | 领导力 | 战略与创新
更多管理方法、模型和理论
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