HARIPARSAD Ishwarie 2

Information about HARIPARSAD Ishwarie 2

Published on April 9, 2008

Author: Mahugani

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LANGUAGE AND RELIGION AS DIMENSIONS OF SPIRITUALITY: IMPLICATIONS FOR LEADERSHIP WORK ETHIC By DR ISHWARIE HARIPARSAD UNIVRSITY OF JOHANNESBURG SOUTH AFRICA:  LANGUAGE AND RELIGION AS DIMENSIONS OF SPIRITUALITY: IMPLICATIONS FOR LEADERSHIP WORK ETHIC By DR ISHWARIE HARIPARSAD UNIVRSITY OF JOHANNESBURG SOUTH AFRICA INTRODUCTION:  INTRODUCTION In countless situations and relationships, the underlying dynamic at work is the relation of power: who has it and how we can maintain share of it …our biological and spiritual systems always seek to express the truth…learning the symbolic language of energy means learning to evaluate the dynamics of power in yourself and others…energy information is always truthful (Myss,1996:47) Slide3:  Very early in history, there was no separation between home and work. The word ‘work’ first appeared in the English language in 1599 – when used by Shakespeare. Greeks and medieval Europeans had no word for work. Native North Americans have no equivalent word in their vocabulary (Thompson & McHugh, 1995). The classical Greeks and later the Romans considered work done with the hands, for income or for trade, appropriate only for the slaves (Gaarder, 1995: 329-32). Changes in society brought about by industrialization, made specialized skills a marketable commodity that resulted in the redistribution of wealth (which also changed the nature of society). Lines of social stratification were no longer dependent on birth but could be traversed with money. Work began to assume an identity and power of its own that had significant impact on the identity of the individual, as definitions of individual worth became merged with capital gains received as compensation for work. Slide4:  Work began to assume an identity and power of its own that had significant impact on the identity of the individual, as definitions of individual worth became merged with capital gains received as compensation for work. This also changed the way in which society functioned based on the more complex combination of simultaneous desires for wealth acquisition and individual well-being as a psycho-spiritual entity. In order to understand people’s attitude to work and motivational inferences of work (why people work in the way in which they do), one has to consider work values as a derivative of culture since culture is a forceful determinant of individual perception of self and community. Culture may be understood as the whole way of life found in a particular society (Haralambos & Holborn, 2000:884). Cultures differ in the value placed on work in the society. To gain some insight into the work ethic of a multicultural society, it will be necessary to look at the culture of the different groups that make up our society as it relates to work. Slide5:  WORK ETHIC IN A MULTICULTURAL SOCIETY Contemporary scholarly discussion of issues that are products of culture is significantly affected by the social movement known as multiculturalism. Ruggiero (2001) in his book, ‘Thinking critically about ethical issues’ explains that central to the multicultural movement is that every race or ethnic group has its own values and characteristic behaviours, and that no groups values are any better or any worse than the others, and that criticism of other culture’s ideas is wrong. Cultures differ in their ideas of what is right and wrong and this is the key to appreciating the appropriateness and, in some cases, the necessity of making moral judgements about other cultures and subcultures is to acknowledge three facts. The first is that cultures are dynamic rather than static (the rate at which change occurs may vary). Slide6:  The third and most important fact is that people are fallible. This includes ancestors who formulated cultural customs and moral codes; the progeny who preserved or changed those customs or codes; the parents, teachers and clergy who perpetuated them and the purveyors of mass cultures who challenge them. Emotions, preconceptions, and assumptions could have biased their thinking and possibly have resulted in erroneous conclusions. The notion that culture has in some way escaped the effects of human fallibility does a disservice to the subject. The way a culture interprets its ideals and relates one to another, will affect its judgement of particular actions. The variations in the ways of viewing and pursuing ideals pose a dilemma for all occupations, education especially, which directly involves persons of the various cultures in schools and whose business is the perpetuation of culture. Slide7:  The implication for work ethic in our multicultural society is that the concept will not be easily explained as a reflection of the ‘dominant’ culture’s view. For within the notion of culture, lies the other influences such as technology and a ‘modern-day’ culture that sometimes subjugates traditional culture. Despite a multitude of influences, what motivates the individual in the work environment will not be totally extraneous from the influence of his/her traditions. All collectivist cultures, have as their focus central values and ethics, that require high levels of interpersonal sensitivity (Redding,1990:66) while individualistic cultures focus on the values and ethics of the person as a unit in society. Individualistic cultures contend that fundamental freedom and rights of the individual cannot be taken away by another individual’s decision (Smith & Cronje,2001:494). Slide8:  Individualistic cultures emphasise the ‘moral rights approach’ as a driving ethical force for decisions or choice of action – an avowedly Kantian stance with emphasis on the individual capacity to apply reason, quite independent of inclinations and feelings, in the decision making process (Singer,1994:18) relating to all of life’s circumstances. The ‘moral rights’ emphasis now incorporated the ‘social justice approach’ for decision making or choice of action. According to the social justice approach, decisions relating to ethical choice must be based on standards of equity, fairness and impartiality. The basis for ethical decisions should be on rules that are fairly and impartially applied. The current emphasis on individual rights and social justice has implications for leadership or managerial work ethic. Slide9:  South African society consists of both the collectivistic and the individualistic culture. The appeal for individual protection amidst the complex demands that a multicultural society is characterised by, was recognised in the 1920’s when the African National Congress first proposed a ‘Bill of Rights’. The document was translated into the ‘Freedom Charter’ in 1955 and became a source document of the ‘Constitution of the Republic of South Africa’ initiated in the 1980’s and formalised in the 1996. The premise of these documents was ‘the vision of a free and democratic South Africa which belongs to all who live in it; to create a nation of free and equal people of diverse origins, respecting their differences but acknowledging their interdependence and shared humanity; to establish firmly the principles and values of society – people to feel safe and secure without the abuse of their rights from future governments’ (Sachs, 2004: 35-38). Slide10:  The relationship between a manager’s ethical standards and the organisation’s social responsibility may be explained in the following manner. Ethics is the individuals guide for assessing the ‘rightness’ of potential actions for the organisation. An individual’s ethical standards are the ‘filters’ that screen the organisation’s actions according to what is right and what is wrong. Ultimately, managers should weigh each demand made on the organisations they work for according to their own ethical standards as well as the organisation’s code of ethics - the foundation for work conduct and decision making on the complex issues of social responsibility (Smith & Cronje,2001:500). Slide11:  A POST MODERN WORK ETHIC Thompsons and McHugh (1995), in their book ‘Work Organisations’ present a critical appraisal of the development of organizations through the ages and see present day organizations as an aggregation of how people work. Weber’s 1974 article on state power and universities, drew attention to the need for and significance of seeing large scale organizations as characteristic of twentieth century society. As the division of labour in society and at work became more complex and difficult to manage, the responsibility and means of co-ordination of core activities became focused on specialized units. The essence of the work environment to create regular, standardized behaviour for people, governed by rules, policies and acceptable codes of practice within orderly structure – ‘the hierarchical bureaucracy, a dominant feature of industrialism, concerned with rationality and planning throughout social and economic life’ (Thompson & McHugh, 1995:378) - came to be seen as the dominant feature of modernism. Slide12:  The need to keep order in society as well as in an organization epitomizes itself in the way in which work can be characterized today - a manic stream of deadlines, meetings, expiry dates and renewals. We are living a life of copious diary-schedules, as we are whisked along by digital clocks, cellular phones, pagers, faxes and computers that supervise everything from our cars to our security systems, all measured in nanoseconds (Secretan, 1997:102-3). Widespread economic recession and the increasing specialization of the digital age, has placed work on a very competitive platform. The associated characteristics of competition and rivalry where ‘the winner takes all’, limits opportunity – there can be only one winner. Work environments begin to contribute to the dehumanizing of persons. Economic necessity forces people to remain in jobs that they do not enjoy. People stop giving off their best, and begin to experience feeling of entrapment and frustration at work. They begin to look for reasons in the environment that can be blamed for their lack of satisfaction and blame work for the enslaved predicament in which they find themselves. Post modernists challenge this view of society. Slide13:  The need to keep order in society as well as in an organization epitomizes itself in the way in which work can be characterized today - a manic stream of deadlines, meetings, expiry dates and renewals. We are living a life of copious diary-schedules, as we are whisked along by digital clocks, cellular phones, pagers, faxes and computers that supervise everything from our cars to our security systems, all measured in nanoseconds (Secretan, 1997:102-3). Widespread economic recession and the increasing specialization of the digital age, has placed work on a very competitive platform. The associated characteristics of competition and rivalry where ‘the winner takes all’, limits opportunity – there can be only one winner. Work environments begin to contribute to the dehumanizing of persons. Economic necessity forces people to remain in jobs that they do not enjoy. People stop giving off their best, and begin to experience feeling of entrapment and frustration at work. They begin to look for reasons in the environment that can be blamed for their lack of satisfaction and blame work for the enslaved predicament in which they find themselves. Post modernists challenge this view of society. Slide14:  The shift from a society based on production to one based on information, the emergence of segmented markets dominated by more discerning consumers, and turbulent environments are said to be demanding diversity and flexibility in the work environment and is forcing work to be released from the ‘bureaucratic iron cage’ (Thompson & McHugh, 1995:379). Post-bureaucratic organizations ought to reflect the incoherence and fluidity of reality thus demanding the ‘debureaucratisation and reprofessionalisation’ (Crook, Paluski & Waters, 1992) of organizations to sustain a broader vision of the purpose of work. The post-modern work ethic would imply that people want to contribute in a more personal and autonomous way to the services in society and display ‘anti-bureaucratic attitudes’ (Rosseel, 1986). Slide15:  Work is seen as one possible way of self-realization (or self-actualization) among a better educated work force. It is centered on the notion of professionalism where performance will be contracted and paid for (and the activity that one performs will be self-defined). People will be paid to carry out an activity, not to produce a product (Furnham,1990:223). Thus, performance-based incentives is a reality in many organizations around the world requiring unflinching responsibility and commitment from the individual who wants to succeed in the work place. Success in the work place would require a motivated person with a positive work ethic who works because he/she wants to. Slide16:  A POSITIVE WORK ETHIC Mafunisa (1998:46-51) found that a major reason for the diversity of opinion about what a positive work ethic is, is a result of it being defined in many different ways. There is no definition of a positive work ethic that can be accepted as universal by both scholars and workers. Positive work ethic may be defined narrowly to refer to a belief that work is a central part of life and a desirable activity providing satisfaction (Fox & Meyer, 1995:136). It has also been defined behaviourally using indicators of commitment of factors such as thrift, diligence, level of craftsmanship and the inclination to defer gratification (Goldstein & Oldham, 1979:90). Slide17:  To the central value of diligence in work and deferment of pleasure, Rose (1985:18) adds the elements of scrupulous use of time. He continues by suggesting that definitions of work ethic need to (i) include the elements of religious, economic and social probity and (ii) identify the intrinsic tenets of the concept as it relates to individuals since this lies at the heart of what should be acceptable as a more comprehensive definition of a positive work ethic (Rose,1985:77). Understanding of the intrinsic tenets that contribute to a positive work ethic requires one to look back at what motivates an individual in the work domain. Slide18:  WHY CONSIDER THE WORK ETHIC OF THE INDIVIDUAL Society is confronted with ever-increasing complexity that is not easily explained by rational models that the western mind is accustomed to. The nonlinear nature of a social system and the complexity of the environment represent a challenge to the rational model (Schwandt & Marquardt, 2000:29). The rational world represents only one world view. As organisations become more global, understanding ‘different’ world views may influence the perception of the nature or importance of an organisation in the local, national or global context – thus impacting on any transformation or innovation agenda. Various authors and consultants have attempted to define generic universal principles or competencies of people’s work orientation that suggests a positive impact on an organisation: Slide19:  Tom Peters is known for his focus on verbal intelligence and a pragmatic entrepreneurial action orientation that drives organisations in the western world; Stephen Covey’s advocates universality of principles which are Eastern in content and emphasis; John Kotter suggests a more rational, structured approach to change as does Bernard Bass who is rigorous in analysis and research of organisations in the western world (essentially first world economies); Peter Senge, with his emphasis on understanding mental models interconnectedness and systems thinking, leans towards an Eastern orientation in focus and; Nelson Mandela typifies the social and emotional intelligence advocated by Goleman as essential competencies for organisational efficiency. How people express their work competencies may differ due to their values, personality and specific market requirements (Charlton, 2001:149). What appears to be constant is that people have a need to achieve. The need to achieve does not refer primarily to the desire to obtain specific commodities like wealth or status and respect. It is rather the desire to be successful, to overcome obstacles, to exercise power and to tackle and to execute difficult tasks (Landy, 1989; Jordaan & Jordaan, 2000:700). Slide20:  There are generic universal competencies that cut across functions and culture and have been extensively researched from studying sustained performers across the globe (Charlton, 2001:149) and there are individual differences in people’s work-related values. Some people work hard and some do not (Furhnam, 1990:ix). Knowledge of the values, beliefs and ideology of individuals in organisations can lead to a greater understanding of the effect of these complex cultural issues and its resulting socio-political impact on the emergence of pluralistic (McEwan, 2001:61) or multicultural democratic societies in which increasingly global and technological organisations now exist. People commit to that which they regard as valuable. The ethical-moral mode of valuation implies an evaluative framework consisting of ethical considerations influencing behaviour towards actions and decisions that are guided to be “right” and away from those judged to be “wrong” (Carroll & Gannon, 1997:43). People have different ethical notions about work (Jordaan & Jordaan, 2000:698). Slide21:  Work ethic refers to the manner in which activity is conducted within the dictates of a value system (Bennett,1987:95). It implies the proposition that work is a moral obligation and occupies a central position in a person’s life. In order to make a work environment (organization) more efficient in fulfilling its purpose to society (the organisation’s mission), it is necessary to understand an individual’s work ethic as a contributing factor to organizational efficiency. The effect of an individual’s work ethic on organizational management is part of the ‘invisible architecture’ of the organization (Bokeno, 2003:5). Managers in organizations are responsible for balancing the different need’s of individuals with that of the organization and society as a whole (McEwan, 2001:168). Work ethic is a necessary consideration in organizational management. WORK ETHIC AND ORGANISATIONAL MANAGEMENT:  WORK ETHIC AND ORGANISATIONAL MANAGEMENT When practitioners or managers try to integrate individual paradigms (sociological, psychological or political) with organisational demands, they encounter practical challenges. The challenge is encompassed in the question asked by Schwandt and Marquardt (2000:35), “how do the concepts of social systems fit with the measure of individual motivation in the context of power issues and organisational structure?” The complexity and the interrelationship between variables become overwhelming. The unlearning of accepted management practices, and their replacement with transcendent values, long view and big picture participative thinking – that is, modifying a ‘poor work ethic’, is both psychologically arduous and politically challenging work (Bokeno, 2003:5). Slide23:  It is at this point that managers and/or practitioners lose interest and decide to deal with only one of the variables in isolation (probably the motivational issue), and set aside the variables associated with power and structure (Schwandt and Marquardt, 2000:35). Slide24:  But an organisation as a whole must create a shared cultural framework that enhances workplace relationships (Marshall, 1995:3-4) which depends on an understanding of the integrated variables of individual motivation, power issues and organizational structure. In order to arouse human potential, satisfy higher order needs and to raise the expectations of both the leader and the follower in a manner that motivates both to a higher level of commitment and performance (Loock,1998:12) it is necessary to consider multiple variables concurrently, that is, individual and organizational motivation or power dynamics emerging from organizational structure that is reflected in how tasks at work are performed by individuals. It requires probing the work ethic of an individual as a reflection of organizational efficiency. THE INTERFACE BETWEEN THE MEANING OF LIFE AND THE MEANING OF WORK:  THE INTERFACE BETWEEN THE MEANING OF LIFE AND THE MEANING OF WORK The profundity of linking the purpose for living with an understanding of why one lives is explored at length by Frankl (1991). He states that a man who becomes conscious of the responsibility he bears towards another human being who affectionately waits for him, or to unfinished work, will never be able to throw away his life (Frankl,1991:80) Slide26:  Brown and Brooks (1990) counter the argument for work as having a central position in the life of individuals. They claim that many needs cannot be met in the work place and thus an unreal expectation is fostered concerning the potential rewards of working. Romanticising work may bring disillusionment to many. Also, although not a certainty, it is likely that a portion of the population could be unemployed for a period of time during their lives, and a greater portion of people appear to be underemployed, for perhaps, the majority of their lives. Their argument is that perpetuating the paradigm of the centrality of work would be to tie self-worth to finding fulfilling work, with the result that alienation and a lowered self-esteem will increase among certain groups of workers, especially the disadvantaged or the unemployed. Hamilton-Attwell (1998:79) maintains that it is important to make a distinction between work behaviour and work ethic. What people do in the workplace is work behaviour and work ethic refers to the set of beliefs and perceptions that people have about work. The focus at this point in the research is to explore the concept ‘work ethic’. Slide27:  WORK ETHIC ‘Work ethic’ as derived from sociology is defined as the attitude of a group or society towards work, especially the attitude or belief that work is good for man and higher on society’s scale of values than play or leisure (World Book Dictionary,1987:2406). Work ethic reflects upon cultural values. Furnham (1990:17) adds that ‘work ethic’ could also be seen as an individual difference variable (of interest to psychologists), and a moderator between job attitudes and performance (of interest to management researchers). In ‘The Protestant Ethic and the Spirit of Capitalism’ published by Max Weber in the early 1900s, his scholarly knowledge based on religion, political economy, the law and social science is used to reflect on work motivation and occupational rewards as indicators of the ‘work ethic of individuals’ seen to emerge from religious beliefs, essentially the Protestant ethic, as a crucial factor in the origin of capitalism. The study of work ethic requires a multi-inter-disciplinary focus as it is a complex topic. THE RESEARCH:  THE RESEARCH DESIGN: Qual – QUAN - quan- QUAN: Sequential transformative strategy (two distinct data collection phases; has a theoretical perspective to guide the study; give voice to diverse perspectives; understand a phenomenon; little written –little guidance. Business leaders: 27 interviews – concept understanding. Design (continued):  Design (continued) School interviews – selection of the research site Question: what in your opinion is effective school management levels of representation Categories: leadership characteristics: morals/values; an ethical dimension; tasks (personal, relationship) and organisational/school structure Design(contd.):  Design(contd.) Pilot questionnaire 149 in a district Factor =self worth, ambition; overt/extrinsic rewards; self-development; pay; work as the driver; ‘docile’ worker; reputation; commitment; time to work Slide32:  SIGNIFICANCE OF DIFFERENCES BETWEEN THE FIVE LANGUAGE GROUPS WITH RESPECT TO THE FOLLOWING FACTORS: A= Afrikaans (N =100) B = English (N = 81) C = Nguni/ Venda/ Tsonga (N = 67) D = Sotho (N =73) E = Other (Consists of Gujerati=11; Urdi=5; Tamil=5;Other=2; N = 23) * Statistically significant at the 5% level (p>0,01 but p<0,05) ** Statistically significant at the 1% level (p<0,01) - No statistically significant difference between groups Slide33:  A= Catholic / Presbyterian/ Methodist (N = 101) B = Congregational / Charismatic (N =69) C = Gereformeerde / Nederduits Gereformeerde / Hervormde Kerk (will be referred to as “Suster Kerke”) (N= 63) D = Hindu (N = 20) E = Muslim (N = 36) F = Other ( N= 47) includes ten respondents classified as ‘African Traditional ’ * Statistically significant at the 5% level (p>0,01 but p<0,05) **Statistically significant at the 1% level (p<0,01) - No statistically significant difference between group SIGNIFICANCE OF DIFFERENCES BETWEEN THE SIX GROUPS OF RELIGION WITH RESPECT TO THE FOLLOWING FACTORS: Language and religion as indicators of culture-relates to spirituality Religious groupings and inferences about life-work interface:  Language and religion as indicators of culture-relates to spirituality Religious groupings and inferences about life-work interface The Protestant work ethic Afrikaner Calvinism Eastern Perspective of work ethic A traditional African perspective of work ethic Language and religion as facets of spirituality: implications for leadership work ethic:  Language and religion as facets of spirituality: implications for leadership work ethic Myss (1969)- what predisposes an entire culture to respond in a conditioned manner; Dr Candice Pert (neurobiologist) – emotional trigger – chemical change = neuropeptides Choices (words, action) = vibrational energy (“Divine electricity”) Slide37:  To recognize the ethical importance of the bridge that we must cross in the public sector, serious consideration needs to be given to a structural ethical adjustment, not only in our thinking, but in the way in which we institutionalize conduct (Mbeki, 1998); An internal quality of spirit that does not require any external show of force (Munroe, 1993) Concluding statement…:  Concluding statement… Action/work in a multi-cultural context requires that one goes beyond the limitations of conditioning, including that of one’s customized or “culturalized work ethic”, thus implying a closer relation to the essential Truth – the composite energy of all living cells: spirit…

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