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Fallon, W. (1993).  AMA Management Handbook.
"Scott and Hart indicate in Organizational America (Houghton Mifflin, 1979) that unfortunately the degree to which we deny our innate human nature may have already thrown open the door to domination of most Americans by organizational imperatives."
Friedman, M., & Arnett R. C. (1986).  Communication and Community: implications of Martin Buber's Dialogue.
To ignore another for whatever reason is to cease treating him or her as a human being and to begin responding to that individual as an object." (p. 106)
Foucault, M. (1995).  Discipline and punish : the birth of the prison.
"Disciplinary exercised through its invisibility; at the same time it imposes on those whom it subjects a principle of compulsory visibility. In discipline, it is the subjects who have to be seen. Their visibility assures the hold of the power that is exercised over them. It is the fact of being constantly seen, of being able always to be seen, that maintains the disciplined individual in his subjection. And the examination is the technique by which power, instead of emitting the signs of its potency, instead of imposing its mark on its subjects, holds them in a mechanism of objectification. In this space of domination, disciplinary power manifests its potency, essentially, by arranging objects. The examination is, as it were, the ceremony of this objectification." (p. 187)
Beauchamp, T. L. (1992).  Ethical Theory and Business.
"Those who question the legitimacy of the modern corporation altogether because of the evils of excessive corporate power usually believe that the corporation should have no right to decide how things are going to be for its constituents. While we believe that each person has the right to be treated not as a means to some corporate end but as an end in itself, we would not go so far as to say the corporation has no rights whatsoever. Our more moderate stance is that if the modern corporation requires treating others as a means to an end, then these others must agree on, and hence participate (or choose not to participate) in, the decisions to be used as such." (p. 78)
Costley, D. L., Santana-Melgoza C., & Todd R. (1993).  Human Relations in Organizations.
"One approach in dealing with the problems of individual versus organization in the bureaucratic model is to develop an impersonal approach to human relations. Managers become more impersonal in their dealings with employees and attempt to ignore individual differences and focus on the task accomplishments. This leads to individual dissatisfaction because the employees believe that the organization is impersonal and is using them like a machine." (p. 75)
Wheatley, M. J. (1994).  Leadership and the New Science: Learning About Organization from an Orderly Universe.
"For many years, the prevailing maxim of management stated: 'Management is getting work done through others.' The important thing was the work; the 'others' were nuisances that needed to be managed into conformity and predictability. Managers have recently been urged to notice that they have people working for them. They have been advised that work gets done by humans like themselves, each with strong desires for recognition and connectedness. The more they (we) feel part of the organization, the more work gets done." (p. 144)
Collis, J. (1997).  The Seven Fatal Management Sins: Understanding and Avoiding Managerial Malpractice.
"Every employee should be part of the corporate family. While that may be the case in some organizations, in other organizations employees are numbers—objects to be utilized and manipulated. Motorola stresses that the organization is a 'family' with human and democratic values, where no one can be fired without approval from the top." (p. 165)
Kushner, H. S. (1987).  When All You've Ever Wanted Isn't Enough.
"Martin Buber, an important twentieth-century theologian, taught that our relationships with others take either of two forms. They are either I-It, treating the other person as an object, seeing him only in terms of what he does, or I-Thou, seeing the other as a subject, being aware of the other person's needs and feelings as well as one's own." (p. 54)
Korten, D. C. (2001).  When Corporations Rule the World.
"Human well-being will never be secured by the kind of economic growth demanded by a rogue financial system that values people, planet, and the civilizing bonds of culture and community only for their current market price. It comes down to a question of how we want to live. If we want societies that value life more than money, we must re-create our institutions accordingly." (p. 229)

See also: alexithymia, neo-Taylorism, alienation, discipline, mechanistic organization, disposability, scientific management, panopticism, humanness

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SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: objectification
    • preferred: objectification
    • alternate: depersonalization
    • alternate: impersonality
    • definition: representing a human being as a physical thing deprived of personal qualities or individuality; "according to Marx, treating labor as a commodity exemplified the reification of the individual"
    • related: alexithymia
    • related: neo-Taylorism
    • related: alienation
    • related: discipline
    • related: mechanistic_organization
    • related: disposability
    • related: scientific_management
    • narrower: panopticism
    • closeMatch:
    • keyword-71
    • antonym: humanness
    • linked content:
      • sense: depersonalisation
      • sense: depersonalization
      • sense: reification
      • depersonalization
      • in scheme:
      • gloss: representing a human being as a physical thing deprived of personal qualities or individuality; "according to Marx, treating labor as a commodity exemplified the reification of the individual"
      • hyponym of:
      • synset id: 100932298
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