Tabla de contenidos provista por Syndetics

• Preface
• Part I The Who and the What - The Christian Manager and Work(p. 1)
• 1. The wonderful Human Person - Human Nature and the Christian Manager(p. 4)
• Human Work
• The Person
• The Souls
• The Human Soul
• Human Acts
• 2. Human Nature and the Behavioral Sciences(p. 9)
• A Matter of Knowledge
• Philosophy of Science
• The Sciences and Ethics
• 3. Destination Happiness - Ultimate End and the Christian Manager(p. 14)
• Common and Erroneous View of Human Needs
• The End of Human action
• Ultimate ends
• Christian ultimate end
• Ends and choices
• Ends and love
• 4. Behavioral Sciences and Human Needs(p. 18)
• Models of Human needs
• Of Particular Needs
• Need for Safety and Security
• Need for Love and Need for Affiliation
• Need for self-actualization, for Achievement and Creativity Psychometrics and their use
• 5. Preparing the Outfit of the Voyager - Growth in Holiness and the Christian Manager(p. 23)
• Kant and the Ethics of Pure Reason
• The Glory of God
• The Objectivity of Christian Ethics
• Personal Sanctification
• Following Christ
• Voyage to the Supernatural order
• The Infused Virtues
• Faith Hope and Charity
• 6. The Most Precious Gear - The Virtues and the Christian Manager(p. 31)
• The Nature of Virtues
• Characteristics of Habits
• On Acquiring Habits
• Virtues and Vices
• 7. Prudence(p. 35)
• Modern Dangers to Prudence
• Nature of Prudence
• Prudence in Business
• Prudence and Conscience
• Prudence and Business Ethics
• 8. Justice(p. 41)
• Justice and Rights
• Justice as Virtue
• Justice and the "Other"
• Justice as Obligation
• The Three Justices
• Justice and Private Property
• Justice in Business
• The Just Manager
• 9. Fortitude(p. 50)
• The Nature of Fortitude-Courage
• The Parts of Fortitude
• Courage and Work
• The Courageous Manager
• The Courageous Corporation
• 10. Temperance(p. 54)
• The Nature of Temperance
• Sex and Food
• Curiosity
• The Temperate Manager
• The Temperate Corporation
• 11. What kind of Action - The Nature of Work(p. 59)
• The Four Parts of Work
• The Relative Importance of the Parts
• The Four Dimensions of Work
• The Christian Aspect of Work
• Work, Justice and Mercy
• Work and Providence
• The Work of the Manager
• Part II The Busy Village - Work and the Managing of Organizations and Businesses(p. 64)
• 1. Double Perfection and Sweet Success - The nature of business(p. 64)
• Business as the Establishment of New Work
• Business as Environment of Work
• External Cooperation with a Business
• Marketing Function: a Financial Imperative
• Marketing Function: a Social Imperative
• Marketing function: source of perfection
• Developing the Marketing Imperative
• The Second Justification of Business
• The Second Business Perfection
• Innovation and Change
• 2. In the Image of Man - The nature and function of organizations(p. 73)
• What is an Organization
• The Functional Levels
• Vertical Divisions and Mission
• The Hierarchical Levels
• The Operational Level
• The Strategic Level
• The Transactual Level
• The Soul of the Organization
• The Problems of Organizations
• Strategic Problems with Organizational Structure
• Strategic Problems with Long-term Planning
• Strategic Problems with Rational Management
• 3. A Wheel within a wheel - The social impact of organizations(p. 83)
• What Organizations Owe Human Beings
• Promoting Human Dignity
• The Christian Status of Organizational Employees
• The Christian Function of Organizational Employees
• Only Status Viable for Organizations
• Promoting Human Dignity Outside the Organization
• Responsibilities of Ownership
• Ethics of Organizations vs. Business Ethics
• Organizations Unethical by Design
• Organizational Ethics more Fundamental than Business Ethics
• The Roots of Business and Organizational Ethics
• The business organization as good citizen
• Mediating organizations
• 4. What is our Agenda? - Strategic planning for organizations(p. 95)
• Strategy and Vision
• Strategic Planning and Managerial Style
• Strategic Plan and the Organizational Brain
• Strategic Plan and the Organizational Will
• The Snake-shaped Strategic Process
• More Strategic Resolve
• Military Strategy
• Boldness of Vision
• Idealized Planning
• Strategic Planning as a Permanent Activity
• Strategy and Operations
• 5. Checking the course - Controls(p. 104)
• The Black Fords
• Controls as Navigation System
• Controls of Corporate Structure
• Long-term vs. Short-term Control
• Controls and Strategy
• Specific Controls
• Controls as Police
• Controls and Correction
• Controls as Re-organization
• Reaction against Standard Setting
• Reaction against Evaluations
• Reaction against Correction
• The Nature of Human Resources
• Work Design and Human Performance
• 6. How to Think - Decision Making and the Staff function(p. 111)
• Japanese Decision-Making
• The Social Impact of Decisions
• Society's Impact on Decisions
• Metaphysics and Social Sciences
• Decision-Making and Mathematics
• Epistemology and Decision-Making
• Human Acts and Decision-Making
• Prudence and Decision-Making
• The Staff Function
• 7. Causes of the Business Organization(p. 122)
• Part III People at Work - Organizations and the Managing of People(p. 125)
• 1. Who is in charge here - Authority of Managers(p. 125)
• Authority and Similar concepts
• The nature of authority
• The Christian view of Authority
• Authority, Nature and Grace
• Fundamental issue about authority: God
• Fundamental issue about authority: Property
• 2. Variety of Persons - Psychology and Management(p. 131)
• Personality in Management
• Personalities and Psychology
• The assumptions of Secular Psychology
• Personality and Charity
• Overcoming Personality Differences
• Managing Different Personalities
• 3. What is going on here - Perception and Management. Flawed Perception(p. 138)
• Sensation and Perception
• Species
• Perceptual Selectivity
• Perceptual Organization
• The ethics of advertising
• The dilemma of advertising
• Perception and Managers
• Perception vs. Awareness
• 4. Loving what we do - Motivation and Management(p. 143)
• Theory X and Theory Y
• The Pluses and Minuses of Theory X
• The Pluses and Minuses of Theory Y
• First Conclusions
• Qualifiers of Theory Y
• The brave new manager-less worker
• The brave new moral athlete worker
• Motivation and ESOPs
• The basis of workers motivation
• Education
• Decentralization
• Beyond the basic conditions of workers motivation
• Motivation and Love
• 5. Corporate Solomons - Conflict resolution and Management(p. 151)
• Conflicts within and conflicts between
• Conflicts over what
• Types of Organizational conflicts
• Conflicts over goals
• Conflicts over means
• Managing conflicts
• 6. Picking the Best and Brightest - Selection and Appraisal of Personnel(p. 156)
• Subjectivity
• The search for objectivity
• Tests and more tests
• Emotions and making a living
• The Right to Subjectivity
• Hiring and the Christian Manager
• Business Ethics and Employee Evaluation
• Part IV The Dynamics of Management - Integrating the People in the Organization(p. 165)
• 1. Rainbow - Individual Value Systems and Corporate Value Systems(p. 165)
• The nature of values
• The exchangeability of values
• Systems of values
• Ethics, attitudes and behavior
• System of values and worldview
• Given values and desired values
• Values System and Action Plans
• Values System and Life Plans
• Difference in Value Systems
• Domains of Reference
• Understanding and Interest
• Individual values and Organizational values
• The Organizational Artificial Intelligence System
• 2. Following the flow - Change: The Development of Human Resources and the Development of Organizations(p. 175)
• Change and human beings
• Change in organizations
• Personal change and value systems
• Change, virtues and values systems
• Change management in individuals - the Scientific view
• Managing change in organizations -Organization Development
• Sensitivity training
• Sensitivity training as business evil
• Sensitivity training and Society
• Organizational change - a true Value approach
• 3. Each age has its problems - Managing the Growing organization(p. 185)
• Growth and development
• The five phases of growth
• Phase 1 Creativity
• Phase 2 Direction
• Phase 3 Delegation
• Phase 4 Coordination
• Phase 5 Collaboration
• Pattern not immutable
• The issue of small corporations
• Virtues
• Theology of work and management
• 4. The Sky is the Limit - Innovative Management(p. 191)
• The Cortisone story
• The process of invention
• Virtues and invention
• Inventing and thinking
• Inventing, value systems and ethics
• The management of invention
• Institutionalizing creativity
• Innovation
• The difficulties of innovation
• Breakthroughs
• Innovative management
• 5. Providing Objects of Admiration--Leadership(p. 201)
• Great men
• Other theories
• Situational theories
• Path-goal leadership theory
• Scientists' angst
• The managerial grid
• Back to basics
• Authority and society
• Authority, Society and society's goal
• The leader's virtues
• Morale
• Born leaders
• Forming leaders
• Calvinism and business
• 6. Trial Blazing - Entrepreneurship(p. 212)
• The nature of entrepreneurship
• The entrepreneurial philosophy of life
• Bias against entrepreneurs
• Paradoxes and Christianity
• Psychological traits of entrepreneurs
• Entrepreneurial perception
• Generalists
• Effectiveness and efficiency
• Need to act
• Blacks and Koreans
• The parable of the talents
• Different sorts of talents
• Liberalitas
• Cultivating the economic talents
• Fear and entrepreneurship
• Providence and entrepreneurship
• The entrepreneurial imperative
• Conclusion(p. 223)
• Perfection, efficacy and the business life
• Management and morality
• Capitalism
• Cardinal Ratzinger
• The Church and Capitalism
• What Adam Smith really said
• Two justices
• General justice
• A new economic theory
• Conclusions for policy
• Churchmen
• Antonism