FOR A PSEUDO DEONTOLOGY IN MANAGING PEOPLE - THE CASE OF LINE MANAGERS

Emmanuelle Rey ()
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Emmanuelle Rey: ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations

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Abstract: We often hear or read about leading people, inspiring people, managing emotions, or even using our emotional intelligence in order to influence others more effectively. But what can be the risks when it comes to give one particular occupation the legitimacy to do this on the workplace? In many countries there are several occupations which are at least to some extent controlled by a professional body, often private, in charge of ensuring that the professional rules of the particular occupation are met: medical doctors, nurses, policemen, notaries, accountants, surveyors, teachers... But despite the fact that there are numerous line managers with pretty similar realities to face and despite the potential damages inappropriate people management can cause, there is no professional body for line managers to belong to and no clear code of conduct, especially when it comes to people management.

Keywords: deontology; managing people; managers (search for similar items in EconPapers)
Date: 2009-06
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Published in Colloque International ACADEMY OF MANAGEMENT - ISEOR, Jun 2009, France. pp.11

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-00763510

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