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Wolfram Klussmann
Philosophy of leadership in integrated management systems
ISBN: 978-3-8366-2704-7
Herstellung: Diplomica® Verlag GmbH, Hamburg, 2009
Zugl. Fachhochschule Braunschweig/Wolfenbüttel, Wolfenbüttel, Deutschland, MA-Thesis
/ Master, 2005
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P
HILOSOPHY OF LEADERSHIP
IN
INTEGRATED MANAGEMENT SYSTEMS
by
Wolfram Klußmann
A thesis submitted for the degree of
Master of Business Administration (MBA)
at the University of Applied Sciences BS/WF
Faculty of Sport and Tourism management
Campus Salzgitter
October 2005
_________Philosophy of leadership in integrated management systems_________
II
Preface
This thesis is submitted for the Degree of Master of Business Administration in
Environmental and Quality Management at the University of Applied Sciences
Braunschweig/Wolfenbüttel. The work reported here was carried out between
August 2005 and October 2005 under the supervisions of Professor Doctor Heinz-
Dieter Quack (1) at Department of Sport- and Tourism management and Doctor
Phil. Thomas Caplan (2).
To the best of my knowledge, this work is original, except where suitable
references are made to previous work. Neither this, nor any substantially similar
thesis has been submitted for any degree, diploma or qualification at any other
university or institution.
Hannover, October 15th, 2005
Wolfram Klußmann
Matrikel 40389118
Podbielskistr. 92
30177 Hannover
_________Philosophy of leadership in integrated management systems_________
III
Acknowledgements
I owe a great debt to Prof. H.-D. Quack and Dr. Phil. T. Caplan, who supervised
my thesis and gave helpful inputs beforehand.
I appreciate very much the way I have been supported by the librarians of the
public library in Hannover.
I would like to thank my parents for their love, valuable discussions and financial
support throughout my whole education.
And finally, I would like to express my deepest gratitude to my dear girlfriend Anke
Krüger, who made many compromises to let me finish my MBA.
Thanks to all of you !
_________Philosophy of leadership in integrated management systems_________
IV
Contents
P
REFACE
...II
A
CKNOWLEDGEMENTS
...III
C
ONTENTS
... IV
I
NDEX OF FIGURES AND TABLES
... VII
I
NDEX OF ABBREVIATIONS
... VIII
FOREWORD...10
1. THE SURROUNDING OF LEADERSHIP IN THE 21
ST
CENTURY: BUSINESS
PROCESS MANAGEMENT...14
2. FIRST REQUIREMENT TO LEADERSHIP: THE PHILOSOPHY OF ETHICS
AND MORALS ...21
2.1 T
HE MEANING OF ETHICS AND MORALS IN THE ECONOMIC SYSTEM
...21
2.2 W
HAT IS ETHICS AND MORALS
-
ETHICAL EVALUATION CONCEPTS OF MORALITY
...28
2.2.1 International conventions as primary principles of human acting...32
2.2.1.1 The UN Global compact ...32
2.2.1.2 The UN human rights ...34
2.2.2 Theological principles as primary principles of human acting - the ten
commandments ...38
2.2.3 The historical inspirations of the philosophers as secondary principles of
human acting ...41
2.2.3.1 Platon ...41
2.2.3.2 Aristotle ...43
2.2.3.3 Seneca ...43
2.2.3.4 Kant...46
2.2.3.5 Knigge ...48
2.2.3.6 Ethical Discourse about profit...49
_________Philosophy of leadership in integrated management systems_________
V
3. SECOND REQUIREMENT TO LEADERSHIP: IMS FOR THE LOWER AND
MIDDLE MANAGEMENT...52
3.1 T
HE STANDARDS
...52
3.2 T
HE QUALITY STANDARD
...54
3.3 T
HE ENVIRONMENT STANDARD
...58
3.4 T
HE SAFETY STANDARD
...63
3.5 T
HE
O
VERVIEW
...67
4. THE CONSEQUENCES FOR LEADERSHIP: HOW TO BEHAVE AND WHAT
TO DO? ...68
4.1 W
HAT IS LEADERSHIP
...68
4.1.1 The communication model...71
4.1.2 Motives and motivation ...72
4.2 D
EVELOPMENT OF THE LEADERSHIP TOOLBOX TO HANDLE THE AFFILIATED
REQUIREMENTS OF ETHICS AND
IMS...75
4.2.1 The Leadership Pentacle ...75
4.2.1.1 One-on-One interview ...77
4.2.1.2 "Return to work" - conference...79
4.2.1.3 Management review ...81
4.2.1.4 Team meeting ...82
4.2.1.5 CIP circle...84
4.2.2 Special Remark for the leading of remote teams ...86
4.2.3 Legitimation of the Leadership Pentacle ...87
5. SUMMARY AND FUTURE PROSPECTS...89
_________Philosophy of leadership in integrated management systems_________
VI
I
NDEX
... X
B
IBLIOGRAPHY
... X
A
PPENDIX
A R
EFERENCE BY
E
MPLOYER
... XIV
A
PPENDIX
B - F
RANZ
M
ÜNTEFERING
, B
ERLIN
, 13/04/2005 ... XV
A
PPENDIX
C T
HE
T
IMES
"B
LAMING THE
F
OREIGNERS
" ... XVI
A
PPENDIX
D - ILO D
ECLARATION ON
F
UNDAMENTAL
P
RINCIPLES
& R
IGHTS AT
W
ORK
... XVII
A
PPENDIX
E U
NIVERSAL
D
ECLARATION OF
H
UMAN
R
IGHTS
... XIX
A
PPENDIX
F R
IO
D
ECLARATION ON
E
NVIRONMENT AND
D
EVELOPMENT
...XXIV
A
PPENDIX
G U
NITED
N
ATIONS
C
ONVENTION AGAINST
C
ORRUPTION
(P
REAMBLE
)
...XXVIII
_________Philosophy of leadership in integrated management systems_________
VII
Index of figures and tables
Figure 1 : Typing hall of to Insurance company around 1900 (source:
landesmuseum-mannheim.de) ...15
Figure 2 : Modern intercultural and project-oriented Teamwork (Source: MS-
Clipart) ...16
Figure 3 : The "Shell" of business process management ( Marx, p. 17/Wöhe, p.
125) ...17
Figure 4 : The Balanced Scorecard (Source: Kaplan R S "The balanced scorecard:
measures that drive performance", Harvard Business Review) ...20
Figure 5 : Type of Misconduct Observed in: "Major Survey of America's Workers
Finds Substantial Improvements in Ethics", Press Release from the Ethics
Resource Centre, Washington, USA (ethics.org)...27
Figure 6 : The classification of philosophy ...29
Figure 7 : The Global Compact, Source: UN-Homepage...33
Figure 8: Focus of ISO 900X is customer satisfaction (Source: MS-Clipart)...54
Figure 9 : Focus of ISO 1400X is environmental performance (Source: Marx,
"Fallstudie VU", IMS-CD SS 2005) ...58
Figure 10 : Focus of OHSAS is health and safety (Source: Bildarchiv "Arbeit und
Gesundheit") ...63
Figure 11 : The hidden Costs of Accidents (Source: American Standard
presentation, Train the Trainer Meeting, January 2002) ...64
Figure 12 : From enterprises assumed factors for entrepreneurial success,
percentage of nomination ...70
Figure 13 : Actual factors for the entrepreneurial success, nomination in
percentage...70
Figure 14: The Leadership Pentacle (source: own creation)...76
Figure 15: Driving power of leadership behaviour...90
Figures of philosophers taken from wikipedia.de
_________Philosophy of leadership in integrated management systems_________
VIII
Index of abbreviations
8D
Method to work on quality problems
BetrVG
Works Council Constitution Act
(Betriebsverfassungsgesetz)
BHF
"Berliner Handels Gesellschaft" and "Frankfurter Bank"
merged in the year 2004 to the new BHF-Bank
bn
Billion
CIP
Continious improvement process
DC10
Aircraft type from McDonnell Douglas
DM
Deutsche Mark (currency)
EN
European Norm
ENRON
Former biggest US-Energy Company, announced
insolvency meanwhile
EUR
Euro (currency)
Fill rate
Measurement of customer satisfaction concerning
delivery date:
100
_
_
_
_
_
=
demand
customer
demand
customer
of
t
fulfillmen
rate
fill
_________Philosophy of leadership in integrated management systems_________
IX
FMEA
Failure mode and effect analysis
IMS
Integrated Management System
ISO
International Standardization Organization
LCC
Low Cost Countries (concerning labour costs, like
China or India)
MEADS
Medium extended air defence system
Mrd.
Milliarden
NLP
Neurolinguistic programming
OHSAS
Occupational health and safety assessment series
ProdHG
Product liability law (Produkthaftungsgesetz)
ROS
Return on sales
SOM
Share of market
SPD
Sozialdemokratische Partei Deutschlands
_________Philosophy of leadership in integrated management systems_________
10
Foreword
This thesis introduces to problems which have a concern for each executive in the
operative management of industrial enterprises and is therefore e.g. also
welcomed and expected with tension on behalf of the employer of the author (see
appendix A).
These problems arise, beneath a lot of advantages, from the model of business
process management which developed within the last few years. This model gets
more and more implemented to the larger industry enterprises and make new and
great demands on executive work. Business process management models
contains, beside the traditional economic aim constructions, the integrated
management system which unites environment, quality and work safety as aims in
itself. To draw one's attention to the changes which arise by the business process
management on traditional ideas, the integrated management system was chosen
as a title of this work.
It is not the aim to write again a new essay, in addition to the hundreds of already
existing ones, about business ethics or leadership. It is all about a special
perspective. In detail, the scientific question and the goal of this work is to
represent the requirements for executives on lower and middle management
levels, which arise on the one hand from the integrated management system and
on the other hand from the changed expectation attitude in society and, finally, to
develop based on both of them a practice-oriented solution, with which these
requirements can be met.
_________Philosophy of leadership in integrated management systems_________
11
To guarantee the validity of the work, it is at first necessary to get a short idea
about the historical development to business process management in order to
define the surrounding, in which this work is moving. This is carried out in chapter
1.
Secondly in chapter 2 is discussed, whether the behaviour of an executive must be
penetrated by an ethical-moral basic understanding to do justice to not only the
expectations of the interaction partners like customers, capital givers, supervisors
and employees but also to be successful overall in the long run. Even if already
more than 400 books have dealt with business ethics, the integration of these
theories into the professional practice of executives in a business process
management on the basis of a scientific approach is missing. So that the thesis
enters new ground from this point of view.
After the definition of the business surrounding and general expectations towards
the behaviour, the special relevant requirements which exists besides the known
traditional economic aims on the basis of three relevant standards of quality,
environment and safety and which apply to each executive in a business process
management respectively in an integrated management system will be worked out
thirdly in chapter 3.
Fourthly, on the basis of the general ethical-moral expectations towards actions on
the one hand and the concrete requirements from the standards on the other hand
arise subsequently in chapter 4 the guidelines for the behaviour of the executive in
dealing with the led, to do justice similarly to all requirements around.
There is a special relevance of this work for several reasons. The possibly most
important is, that in technically oriented enterprises engineers are frequently
moved up in leading positions, which stands out both due to a high specialized
knowledge and lacking leadership qualities in dealing with people and all this
_________Philosophy of leadership in integrated management systems_________
12
straight against the background of the increasing complexity of executive duties
1
.
"An enterprise isn't a technical apparatus which can be steered with a
management as higher art of engineering by touching a button."
2
The work follows the scientific method of the hermeneutics, i.e. "understanding
sensitively to discover facts"
3
what seems to be the suitable scientific method for
the approach towards this particular problem, especially concerning the
philosophical considerations to deal with people.
For scientific demarcation of the work it must be said that executives are defined
as employees in larger industry enterprises which both take direct staff
responsibility and responsibility for the operative management of the enterprise.
Furthermore, ethics can be observed either outwards, what means the ethical
behaviour of a company in society and towards the customer or inwards, what
means the ethical behaviour towards the employees. And since this thesis deals
with the interaction between leader and led, it is more the inner ethical attitude
what is subject of discussion in this context, even if both terms can not be
distinguished very sharply due to their close interaction. The analysis of the
leadership shall here be confined on the most important (because permanently
existing) facet of all leadership aspects, namely the practical leadership of
employees on the cognitions of the empirical leadership research, ethical-moral
reflection and practical standards in the sense of the operative, daily business. The
tasks of human resource management before and after the practical daily
leadership, in whom the executive also plays an important role, like staff choice,
hiring and firing, shall therefore be left out.
In case of interest, a deeper insight is possible by using the careful proven sources
mentioned in the bibliography. Because
1
See also: VDI news, Essen, 6-10-2005, p. 52
2
Jäger, p. 278
_________Philosophy of leadership in integrated management systems_________
13
"the object which is to be examined is defined, new things are looked upon from a
new point of view, the work represents a useful purpose and the details remain
verifiable"
4
,
the work shall meet the requirements of a scientific work.
3
Riedel, S., S. 8
4
Eco, Umberto, S. 40-45
_________Philosophy of leadership in integrated management systems_________
14
1. The surrounding of leadership in the
21
st
century:
business
process
management
To define the business environment, in which this thesis is moving in its self-
conception, it is necessary to have a quick look at the development of the
entrepreneurial organization form and the thus connected employee leadership.
This development also implies namely an immanent change of the requirements on
executives, through which the different stages in the evolution of the employee
leadership from former times to nowadays can bee seen.
Early economic organization forms were marked by the separation of capital and
knowledge on one side and poverty and dependence on the other side. In the
Middle Ages, the farmers did compulsory service to the liege lord and were his
bond-slaves, but he was also obliged for their welfare. The farmers were treated
correspondingly as in bondage, so didn't have to have an own will. The
organizational structure was strictly hierarchical. This relationship ended not until
the farmer liberation, which was followed by the Industrialization in the middle of
the 19th century. To introduce these ancient times and to also approach ethical-
moral considerations, a report of a son of a spinner master will follow:
"My father was spinner master. He has, by the beginning of the fifties (note: 19
th
century) to be at work 14- 16 hours every day: 14 hours from 5 in the morning to 7
in the evening at normal business; 16 hours from 4 in the morning till 8 o'clock in
the evening at good business and to be more precise without any break, even
without lunch break. I myself, as a boy between 5 and 9 years alternately with my
sister, have brought my father the lunch every day. And I have stood there when
my father ate his lunch from the handle pot with all haste, leant against a machine
or crouched down on a box, to give me the pot emptied back then and immediately
go to his work again. My father was a man of giant shape half a head more greatly
than me, a man of an inexhaustible ruggedness, but with 48 years however, in
keeping and appearances he looked like an old man, but his less robust colleagues
were old men with 38 years."
5
5
Ernst Abbé in FAZ of 10-14-1967, S.5
_________Philosophy of leadership in integrated management systems_________
15
Even if Frederick Taylor could increase the productivity considerably in the
operation by work- and time studies as well as strongly analysed, dissected and
optimised processes and monetary incentives by the turn of the century, critics still
saw in it an "instrumental and mechanized"
6
picture of the human being and a
"neglect of socio-emotional rationality"
7
. Therefore the executive behaves active-
authoritarian towards the passive employees. The executive plans, organizes and
checks the results handed out on the basis of order and obedience even if the
system of bond-slaves was legally overcome.
Thirty years later in the context of the humane-relationship-movement, the human
being was discovered as a one with a "nature for social groups"
8
. And it should
last once again thirty years until the conception of man (as here and in the
following thesis always neutral gender meaning) finally changed with Maslow and
Herzberg to the "motivated person"
9
in 1960. According to it, the executive
behaves passive-situational towards the active employees, promotes them and
contributes to their self fulfilment by giving them a maximum of own responsibility
on the basis of acceptable arrangements on both sides.
Figure 1 : Typing hall of to Insurance company around 1900 (source: landesmuseum-
mannheim.de)
6
Hentze, J., S.31/32
7
Hill, W. et. al., S.412
8
Hentze, S.33
_________Philosophy of leadership in integrated management systems_________
16
The caesura between the aristocratic class which united the knowledge and the
capital and the proletarian class which consisted of unskilled workmen was only
dissolved with the penetration of knowledge in the lower cultured classes in the
post war years.
In the 90s of the 20
th
century, a new trend was creeping into the companies. It was
called "business reengineering"
10
. According to this evolutionary step, internal
enterprise activities were mucked out and turned, process oriented, towards the
customer. So the work today is basically carried out problem oriented in specific
project groups in a common interactive exchange under use of all capacities. And
these innovative project oriented groups could be realized by the as far as possible
mechanization of routine tasks like material orders or invoice payment in the years
before
11
.
Figure 2 : Modern intercultural and project-oriented Teamwork (Source: MS-Clipart)
This new stage in the business evolution causes more own responsibility for the
single employee to achieve aims in the business plan of the whole enterprise. This
business plan consequently shouldn't contain only traditional economic aims but
also aims of the integrated management system, like environmental performance,
quality and work safety. The organization framework as the current (2005), best
9
Hentze, S.37
10
Hammer, M. ,,Reengineering the Corporation" 1993, Harpercollins
11
Note: lately also the trend is to be observed that the activities are automated again less,
in order to participate more easily from the lower labour costs in LCC
_________Philosophy of leadership in integrated management systems_________
17
possible adaptation on the continuously changing trading conditions and the
implied requirements and expectations is named the business process
management. It consists of the traditional economic aims which are joined by aims
of the integrated management system which in turn consists of the components of
quality management, environmental management and work safety management.
The complete management system should last but not least be imbued by a moral-
ethical basic conviction, what will be explained later on. Being aware of these
cognitions, the author has extended the traditional model of business process
management
12
and created the advanced model of "The Shell of business process
management", to visualize the complexity of business surrounding for leadership
members:
Ethics and Morality
Classical economic
company targets
like market share,
growth, sales, earnings,
shareholder value
Integrated Management
System with it´s targets
In safety, quality and
environment
Ethics and Morality
Classical economic
company targets
like market share,
growth, sales, earnings,
shareholder value
Integrated Management
System with it´s targets
In safety, quality and
environment
Figure 3 : The "Shell" of business process management ( Marx, p. 17/Wöhe, p. 125)
An example of the increasing complexity of executive duties arises from the EU-
UmwPrüfVO, appendix I, D to which the promotion of the environmental
consciousness particularly at all levels is regarded as a good management method
because this type of tasks cannot of course be left to representatives alone. Also
12
Marx, J.-F.
_________Philosophy of leadership in integrated management systems_________
18
other authors see in the context of an integrated management system important
tasks for every single executive
13
. Schulz et al says clearly:
The meaning of the social competence in the professional life arises from the
circumstance that at same quality and the same prices the human factor becomes
the important issue in competition ... those who manages to produce synergy
effects in the cooperation, who raises the motivation of the employees and lower
the number of staff away sick in the company, will have an advantage."
14
So here the executive is asked with their sure instinct to accomplish the goals of
the business process management in dealing with people in an ethical-moral way.
That is where this thesis should give him a helping hand, because an executive
can't hide behind system lacks. He is and stays personally responsible for what he
does and what not.
At last, moral responsibility is, however, always a relation between individuals.
Neither collective responsibility nor system responsibility provide an excuse, which
frees certain individuals from there responsibility for events.
15
The consequence from the cognition of the own inability on part of the leadership
to be able to fulfil the demanded role is an escape in the operative tasks of the
daily routine, an unpardonable neglect of the real executive duties and, arising
from it, an inadequate use of resources, not only with respect to the Demotivation
of the human factor. Therefore, disadvantages do not only arise for the resources
of the enterprise used inadequately but also for the executive himself by
inadequate perception of the executive duties and a disappointment of the
expectations of the enterprise. Executives fill positions, which could be
steppingstones but also launching pads. The increasing complexity of these
requirements makes it even more difficult for them, to be successful, if they don't
know these and put them into action, what is described in this thesis.
An ignorance of these complex influences and a sole following of the traditional
13
See also: Matschke p. 121 and Schreiner, p. 315
14
Schulz, preface
_________Philosophy of leadership in integrated management systems_________
19
economic aims without a moral reflection over the way how this aim shall be
reached can not only lead to a considerable loss of image, difficulties on purchase
and sales markets and with that lead to sales and turnover problems but also lead
to in-plant problems in form of internal dismissal on behalf of the employees, with
further consequences in missing identification with the enterprise and its aims,
what will be verifiable discussed later on. And since every single human being is
responsible for his produced quality and his suitable behaviour for environmental
and work safety, it gets difficult to accomplish the corresponding goals with such a
workforce.
New studies have shown, that there is a close connection between the creation of
economic values and the corporate values as well as the code of conduct
16
.
Beneath that, another study showed a close connection between productivity and
high safety standards
17
. A third study showed that the lack of engagement of the
working people and the lack of interest of the companies in their workforce causes
a huge amount of loss in work time and low productivity of about 430 Mrd. DM (220
Mrd. EUR)
18
. A business process management in the form introduced by the
author, together with the instruments represented later seems therefore adequately
be legitimised. With the development of the organizational forms, the aim and
process measuring tools also have changed and enlarged. The four-dimensional
Balanced Scorecard as an instrument of controlling is an example of that
extension
19
. The Scorecard proves the increasing meaning of motivated
employees in the strategic intellect of the enterprise by integration into the
"Learning and Growth Cube" because they are the basis to create effective and
efficient internal business processes to generate satisfied customers in the markets
which in turn help to obtain the financial results.
15
Ladd, p. 293
16
Booz Allen Hamilton, "Deriving Value from Corporate Values", Washington D.C., 2005
17
"Quality of The working environment and Productivity", European agency for safety and health
protection, agency.osha.eu.int, May 2005
18
Spiegel, 24.9.2001, ,,Schlechtes Management produziert Drückeberger"
19
Kaplan R S and Norton D P, pp71-80
_________Philosophy of leadership in integrated management systems_________
20
Figure 4 : The Balanced Scorecard (Source: Kaplan R S "The balanced scorecard: measures
that drive performance", Harvard Business Review)
In this business process management environment, the executive has now the task
to obtain the aims of the business plan, which are possibly further broken down in
a so called "goal tree" to short term individual aims, with a motivated and capable
team. But first, pre-considerations for the ethical-moral basic conviction for the
behaviour of executives have to be made, to build the foundation for successful
acting.
_________Philosophy of leadership in integrated management systems_________
21
2. First requirement to leadership: The
philosophy of Ethics and morals
2.1 The meaning of ethics and morals in the
economic system
This section answers the question why it is necessary to deal with ethic and morals
and which consequences it could have if it is rejected. Against the background of
the increasing work condensation, the demand of integration of ethic into the
behaviour could possibly encounter resistance, because this maybe is expected to
be combined with just more work. But as already mentioned and as will be shown
later, ethics is not a choice, it is a must to be successful. Further on, it shall be
proven by some examples how very much interwoven our behaviour is by ethic
and morals and which immense importance it has for the living together.
At first, an enterprise is only an economic system with the aim to provide
customers with goods and services by the combination of the production factors
according to the economic principle. Nevertheless, they have an ethical obligation
towards the customers, e.g. in concern of safe products. But in the sense of
internal ethical behaviour, enterprises in the social market economy aren't charity
organizations with an emotional therapeutically or counselling order for employees.
If the claim is raised now to include an ethical-moral reflection consciously in the
behaviour, then this is justified with the design of the enterprise and
"how the ones involved ... ... deal with each other, so that in the division of labour
production they, by their own, experience a part of good life in self fulfilment,
cooperative justice and feelings of success."
20
20
Molitor p. 110
_________Philosophy of leadership in integrated management systems_________
22
An urgent need for ethic and moral both in enterprises and generally in the society
is obviously existing, if the incidents in the press are pursued attentively. To the
voucher is referenced not only to the famous cases of the past like tank
reinforcements at the Ford Car type "Pinto", loading door seals at the McDonnell
Douglas aircraft "DC10" or the drilling platform Shell Brent Spar. Following are
listed some news from recent times to underline the necessity of moral and ethics
in everyday life:
·
On 11-29-2003, the RP Online released an article with the heading "VW
doesn't pay trade tax at all"
·
On 6-7-2004, the dpa released a report with the heading "Vodafone wants to
deduct 50 billion euros from the tax" - what in the context of the take-over of
the Mannesmann group means for vodafone savings in the amount of 25
billion euros and a tax exemption lasting for years.
The most important income source of the state is the national tax revenue for the
fulfilment of sovereign tasks like the maintenance of the increasing potholes in the
streets, assure a high-quality educational system for a successful future of the
german site, measures for the fighting of high unemployment by job creation
scheme measures, retraining, support of 1 EUR jobs or subsidies for the
prevention of mass redundancies. If these internal revenues are discontinued
because large-scale enterprises use balance sheets loopholes instead of meeting
their civic role, the state is not able to accomplish its tasks any more. If the high tax
rate is considered, with which the normal employee is charged and that it is
discussed during the government election in 2005 to cut holiday and Sunday
premium pay and to refinance that through a lower top tax rate, it is important to
maintain or set up a socially acceptable tax burden. Reason is, that especially
large-scale enterprises contribute excessively to the tax takings. That is an ethical-
moral problem of enterprises in the society.
_________Philosophy of leadership in integrated management systems_________
23
·
On March 7th, 2005 appeared an article in the "Neue Presse" (page 2) with
the heading "auditors criticize Mr. Strucks expensive rocket project".
Background: The rocket program MEADS was planned with costs of 2.85 bn
EUR, however, will cost at least 6 bn EUR.
Against the background of an increasing state indebtedness, missing money for
education, schools, streets and measures against unemployment, the opinions are
different towards such a use of the money of the citizens of this country. As the
source of funds of the state should be based on moral ethical principles, e.g. the
principle of the avoidance of cheating or the equal treatment principle, the
application of funds is also subject of critical ethical discussion. Against the
background of the urgently needed financial resources on the one hand and the
new net borrowings of the federation on the other side as well as the doubtful
investments in an armour project against a concept of an enemy which has
changed very much since the cold war, the benefit for the population of a use of
state taxes in such height must be worked out more strongly, if the project should
not become only a pure prestige object, that causes a lack of understanding and
disapproval in the government, with the consequence of a confidence loss in
politics.
This example can be transferred on the economic system at which the use of
investments of a certain height should be communicated well to reach the
understanding and mental acceptance of the workforce. Even if it is part of the
entrepreneurial freedom in the economic system to decide how ever on the capital
use, a badly communicated investment project whose benefit isn't obvious to
everybody can demotivate the employees quite a lot. This is an ethical moral
problem of institutions in the society.
·
On May 13th, 2005 was released an article in the "Sueddeutsche Zeitung"
with the title "The cranky lapse of Peter Gloystein". Mr. Gloystein as a
postdoctoral management expert, was executive board spokesman of the
_________Philosophy of leadership in integrated management systems_________
24
BHF bank, before he became economy senator and substitute head of the
government of Bremen. At the opening ceremony of a wine celebration he
poured from a stage champagne over the head Udo Oelschlaeger, a
workless and homeless person. While he then tried to make a report about
bodily injury to the police, Mr. Gloystein offered him a valuable ballpoint pen
for compensation purposes. However, with the note that he doesn't want Mr.
Gloystein to let him bribed, he declined. Gloystein had to retire one day later
due to the public pressure.
At first, this story is remarkable because it couldn't be expected that such an
educated, experienced man is able to act with this surprising behaviour which can
be named as arrogant, especially, because Mr. Gloystein was regarded as a quiet
person. After all, it proves Immanuel Kants theory of the liberal will. Man has the
rationality and the freedom to decide between different action alternatives. Here
was obviously chosen the wrong one, though, in the context of the opening of a
wine celebration possibly under drug influence, but this remains speculation. This
man thereupon feels repentance, or suddenly feels confronted with the
consequences which he hasn't expected so, and try a compensation with an
expensive writing utensil for influencing human's sake, i.e. manipulation of the
aggrieved party to make him do an action or here: to refrain. The third surprising
turn of this story is the purposeful rejection of an expensive writing utensil by a
workless and homeless person which should be submitted with the intention of
manipulating the opinion with the argument, his (hobo) honour would have been
hurt in this case. Anyway, how surprising contrarily the ethical moral basic
convictions are distributed here. This is an ethical-moral problem of public
personalities in the society.
·
On April 13th, 2005 SPD-boss Franz Müntefering compares on the 3
rd
program forum of the party finance investors with "grasshoppers", criticized
the extraction of humans in the world, which works just after the rules of
economics, mentioning the boss of Deutsche Bank by name, and kicked off
Ende der Leseprobe aus 118 Seiten
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- , 2005, Philosophy of leadership in integrated management systems, Hamburg, Bedey Media GmbH, https://www.diplom.de/document/226624
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