Perosnality Traits
Focussing on only one personality trait and how that may enable or inhibit organisational change can somewhat dangerous. Organisational behaviours is often referred to as a complex system of personalities and systems to enable a group to achieve one common goal. How each person within this group achieves this or works towards the common goal can vary dramatically based on previous experience, culture, their upbringing or the environment they’re working, amongst other factors.
Therefore to focus on one area, can present many problems and challenges, particularly in a globally diverse culture. Machiavelli wrote 500 years ago, and while the principles may still be similar base don’t he political world, the business world needs to be far more adept to change, communicates globally, but also trades, and deals to increase its worth and act in its best interests within not just one community or nation, but across the globe encountering many different cultural and personality differences.
Terence Ball compares Machiavelli’s prince to Don Quixote in the sense that “both are alike in failing to recognise the mutability of our moral concepts.” (Ball, 1984) In his article, Ball suggests Machiavelli’s model prince is a misguided moralist who attempts to resurrect an archaic heroic code which overlooks the changing nature of human frameworks.
While the article suggests that Machiavelli writings allowed for self interest in individuals to be harnessed to the common organisational goals, this can be somewhat confronting when the self interest behaviour is higher up the hierarchy within the business. While self interest and the common goals of the organisation may be aligned, with trade restrictions, legal frameworks and ethical and moral corporate behaviours becoming more scrutinised, it is important the organisation does not project an “ends justifies the means mentality” and even if they keep it hidden as Machiavelli would suggest, in modern times, how quickly would it
Therefore to focus on one area, can present many problems and challenges, particularly in a globally diverse culture. Machiavelli wrote 500 years ago, and while the principles may still be similar base don’t he political world, the business world needs to be far more adept to change, communicates globally, but also trades, and deals to increase its worth and act in its best interests within not just one community or nation, but across the globe encountering many different cultural and personality differences.
Terence Ball compares Machiavelli’s prince to Don Quixote in the sense that “both are alike in failing to recognise the mutability of our moral concepts.” (Ball, 1984) In his article, Ball suggests Machiavelli’s model prince is a misguided moralist who attempts to resurrect an archaic heroic code which overlooks the changing nature of human frameworks.
While the article suggests that Machiavelli writings allowed for self interest in individuals to be harnessed to the common organisational goals, this can be somewhat confronting when the self interest behaviour is higher up the hierarchy within the business. While self interest and the common goals of the organisation may be aligned, with trade restrictions, legal frameworks and ethical and moral corporate behaviours becoming more scrutinised, it is important the organisation does not project an “ends justifies the means mentality” and even if they keep it hidden as Machiavelli would suggest, in modern times, how quickly would it
References: Ernest Alan Buttery, Ewa Maria Richter, (2003) "On Machiavellian management", Leadership & Organization Development Journal, Vol. 24 Iss: 8, pp.426 – 435 Myron Gable and Martin T. Topol, Machiavellian Managers: Do They Perform Better?, Journal of Business and Psychology, Vol. 5, No. 3 (Spring, 1991), pp. 355-365 Machiavelli, N. (1513) The Prince, Chapter XVIII, pp. 57 Berkun, S. (2007) “The Myths of Innovation” Ball, Terence “The Picaresque Prince- Reflections on Machiavelli and Moral Change” Political Theory 12 (November 1984) 522. Machiavelli, N. (1513) The Prince, Chapter XVIII, pp. 61 Majumdar, Shyamal. (February 2006) http://www.rediff.com/money/2006/feb/09man.htm O’Toole, James. (1995) “Leading Change: The Argument for Values-Based Leadership”