Die inhoud van die studie verklank 'n paging om vanuit 'n meta bleties-andragogiese perspektief 'n
greep op die onloenbare werk likheid van 'n voortdurend veranderende arbeids- en bestuursmi lieu
te verkry, deur tot die radix van die problematiek rakende die arbeids- en
bestuursetiese-ageinsgebeure deur te dring.
Die bevindinge waartoe gekom is, dui pertinent daarop dat ar beids- en bestuursetiese-begeleiding
as gevolg van verskeie de struktiewe invloede vanuit die tegnokratiese bestel teenswoordig nie
meer so vanselfsprekend en toereikend geskied nie. Inteen deel, die eietydse bestuurder se
begeleidingsopgawe word al moeiliker en al hoe meer gekompliseerd en in baie gevalle selfs onmoontlik.
Hierdie toedrag van sake gee dan oak daartoe aanleiding dat die hedendaagse bestuurder in sy handel
en wandel nie meer altyd be treffende "etiese kwessies" 'n onderskeid kan tref tussen wat "reg"
en wat "verkeerd" is nie. Sodanige gebeure hou verreikende gevolge in vir die
begeleideling (ondergeskikte) se toereikende arbeids- en bestuursetiese-volwassewording,
aangesien die bestuurder ten spyte van sy begeleideling se ageinsnood aan etiese-begeleiding, nie
daartoe instaat is om 'n nastrewenswaar digevoorbeeld van arbeids- en
bestuursetiese-volwassenheid te kan stel nie.
Arbeids- en bestuursetiese-volwassenheid kan derhalwe slegs be reik word aan die hand van die
praktykwording van die normbeeld van arbeids- en bestuursetiese-volwassenheid. In
organisasieverband geskied sodanige praktykwording deur die vestiging en institusionalisering van 'n etiese
kultuur met 'n etiese gedragskode wat as meet- en rigsnoer dien ten opsigte van etiese en morele
kwessies. Deur middel van hierdie etiese gedragskode kan die kriteria vir 'n normbeeld van
arbeids- en bestuursetiese-volwassenheid dan as norme binne die etiese kultuur van 'n bepaalde
organisasie gevestig word. / The contents of this study represents an attempt to obtain a metabletic-andragogical
perspective-grasp on the indisputable reality of an ever-changing labour- and management-milieu
by penetrating to the radix of the problematic nature, regarding the labour- and
managerial-ethical-agein occurrence.
The resultant findings that were arrived at pertinently indicate that labour- and
managerial-ethical-guidance is obviously at present not being sufficiently achieved as a result
of various destructive influences from within the technocratic dispensation. On the contrary, the
present-day manager's guidance-role has become so much more difficult and complicated and in many
cases even impossible.
This state of affairs also gives rise to the fact that the modern-day manager cannot always
distinguish the difference between what is "right" and "wrong" regarding "ethical issues" in his
daily life. Such an occurrence has particularly far-reaching implications for the protege's
(subordinate's) adequate labour and managerial-ethical-adulthood, since the manager, in spite of
his protege's agein-need for ethical-guidance, is incapable of setting an example of labour- and
managerial-ethical-adulthood worthy of emulation.
Labour- and managerial-ethical-adulthood could therefore only be attained by putting into practice
the norm-image of labour- and managerial-ethical-adulthood. In organisational-context such
implementation occurs through the establishment and institutionalisation of an ethical-culture
with an ethical code of conduct as criteria for evaluating ethical and moral issues. These criteria for a norm-image of labour- and managerial-ethical-adult hood could be established as norms within the ethical climate of a particular organisation by means of such an ethical code of conduct / Philosophy, Practical & Systematic Theology / D.Ed. (Philosophy of Education)
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:unisa/oai:umkn-dsp01.int.unisa.ac.za:10500/16804 |
| Date | 06 1900 |
| Creators | Fourie, Johan David |
| Contributors | Swart, C. A. (Cornelius Alwyn), 1943- |
| Source Sets | South African National ETD Portal |
| Detected Language | Unknown |
| Format | 1 online resource (iv, 428 leaves) |
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