Beyond Selfishness Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In an article written long before Enron became a euphemism for corporate irresponsibility, the authors make the case that such misconduct is so common in recent months, are symptoms of selfishness that took over our businesses, our society and our minds. Drawing on history, literature, philosophy, and management thinking, they argue that the syndrome is based on a series of half-truths - or products - all of which resulted in debilitating wedge in society. Our narrow view of itself as the "economic man" driven a wedge of distrust between our people want and our social needs. Distorted view of the value of the shares has driven a wedge demarcation between those who create the economic indicators and those who dismiss it. Our obsession heroic leadership has created a wedge between the leaders and disable all others. Glorification lean and mean organization has driven a wedge gap between short-and long-term goals. And conveniently, the widely held view that the "rising tide lifts all boats," ratified the wedge gap between the prime beneficiaries of the stock price increases and a large number of people disadvantaged by action. The authors challenge and work through each of these shortcomings and offer an alternative room. Real prosperity, they say, it combines economic development with social generosity -., And that requires a new philosophy of social and administrative interaction "Hide
by Henry Mintzberg, Robert L. Simons, Kunal Basu Source: MIT Sloan Management Review 10 pages. Publication Date: 01 Oct 2002. Prod. #: SMR093-PDF-ENG