Table Of ContentHumanistic Management in Practice
Humanism in Business Series
The Humanistic Management Network is an international, interdisciplinary, and
independent network that promotes the development of an economic system with
respect for human dignity and well-being.
The Humanistic Management Network defends human dignity in face of its vulner-
ability. The dignity of the human being lies in its capacity to define autonomously the
purpose of its existence. Since human autonomy realizes itself through social coopera-
tion, economic relations and business activities can either foster or obstruct human
life and well-being. Against the widespread objectification of human subjects into
human resources, against the common instrumentalization of human beings into
human capital and a mere means for profit, we uphold humanity as the ultimate end
and principle of all economic activity.
In business as well as in society, respect for human dignity demands respect for
human freedom. Collective decision-making, in corporations just as in governments,
should hence be based on free and equal deliberation, participation or representation
of all affected parties. Concerns of legitimacy must, in economics like in politics,
precede questions of expediency.
We believe that market economies hold substantial potential for human devel-
opment in general. To promote life-conducive market activities, we want to com-
plement the quantitative metrics which hitherto define managerial and economic
success with qualitative evaluation criteria that focus on the human dignity of every
woman and every man.
As researchers, we work towards a humanistic paradigm for business and econom-
ics, trying to identify and facilitate corporate and governmental efforts for the com-
mon good.
As a think-tank, we set out to spread intellectual tools for culturally and ecologically
sustainable business practices that have the human being as their focal point.
As teachers, we strive to educate, emancipate, and enable students to contrib-
ute actively to a life-conducive economy in which human dignity is universally
respected.
As practitioners, we act toward the implementation of a humanistic economy on
an individual, corporate, and governmental level.
As citizens, we engage our communities in discourse about the benefits of a human-
centered economy.
Titles include:
Ernst von Kimakowitz, Michael Pirson, Heiko Spitzeck, Claus Dierksmeier, and
Wolfgang Amann (editors)
HUMANISTIC MANAGEMENT IN PRACTICE
Humanism In Business Series
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Humanistic Management
in Practice
Edited by
Ernst von Kimakowitz
Michael Pirson
Heiko Spitzeck
Claus Dierksmeier
and
Wolfgang Amann
Selection and editorial content © Ernst von Kimakowitz, Michael Pirson,
Heiko Spitzeck, Claus Dierksmeier and Wolfgang Amann 2011
Individual chapters © the contributors 2011
Softcover reprint of the hardcover 1st edition 2011 978-0-230-24632-4
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First published 2011 by
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10 9 8 7 6 5 4 3 2 1
20 19 18 17 16 15 14 13 12 11
Contents
List of Tables vii
List of Figures viii
List of Exhibits ix
Acknowledgments x
Notes on Editors and Contributors xi
1 Introducing This Book and Humanistic Management 1
Ernst von Kimakowitz, Michael Pirson, Claus Dierksmeier,
Heiko Spitzeck, and Wolfgang Amann
2 ABN AMRO REAL – A New Bank for a New Society 13
Patricia Palacios and Michael Pirson
3 AES Corporation – Serving People and Society 28
Burcu Rodopman
4 Humanistic Business via the Integral Enterprise:
The Case of Broad Air Conditioning, China 42
Alexander Schieffer and Ronnie Lessem
5 bracNet: Bridging the Digital Divide – Covering
Bangladesh with Wireless Broadband Access 62
Michael Pirson
6 Cascades Inc. (1959–2009): Some Lessons
from a Resilient Organization 76
Emmanuel Raufflet and Pierre Batellier
7 Dialogue-Based Leadership Style As Part of Humanistic
Organizational Cultures: The Case of dm in Germany 92
Wolfgang Amann and Shiban Khan
8 Grameen Danone Foods – A Case of a Social
Business Enterprise 103
Doris John
9 Entrepreneurship, Humanistic Management and Business
Turnaround: The Case of a Small Chinese Private Firm 119
Fang Lee Cooke
v
vi Contents
10 Level Ground Trading Ltd – Fair Trade Coffee As
a Front for Social Justice 131
Will Low and Eileen Davenport
11 T he Best Inputs for Maximizing Your Output:
Humanistic Practices at Micromatic Grinding 147
Rakesh Kumar Agrawal
12 M ondragon: Could Something Like
This Be in Our Future? 170
Terry Mollner
13 N ovo Nordisk – Making a Difference in
Diabetes Treatment 185
Patricia Palacios, Michael Pirson, and Bradley H. Bader
14 S EKEM – Humanistic Management in
the Egyptian Desert 204
Clemens Mader, Gerald Steiner, Friedrich M. Zimmermann,
and Heiko Spitzeck
15 What Is Your Calling? SEMCO’s Invitation to
Participatory Management 215
Carlos Largacha-Martínez
16 T riple Bottom Line Management at Sonae Sierra 231
P edro Teixeira Santos, Miguel Pina e Cunha,
Arménio Rego, and Miguel Pereira Lopes
17 C an Business and Humanism Go Together?
The Case of the Tata Group with a Focus on Nano Plant 247
Radha R. Sharma and Shoma Mukherji
18 T erraCycle – A Business Founded for Societal
Benefit Generation 266
Heiko Spitzeck
19 W ainwright Bank and Trust Case Study – Humanistic
Management in Practice 277
Christine Arena
20 Zipcar Incorporated: Do We Really Need to Own Our
Automobiles? 290
Janet L. Rovenpor
21 C oncluding Remarks 307
M ichael Pirson, Ernst von Kimakowitz, Claus Dierksmeier,
Heiko Spitzeck, and Wolfgang Amann
Index 325
Tables
2.1 AMRO REAL’s new business model 24
7.1 Leadership principles over time 101
13.1 Revenue and income increases 198
14.1 Year, company, main business activity 209
16.1 Areas of impact 234
16.2 2007 and 2008 awards 240
16.3 Evolution of the key performance indicators
from 2005 to 2007 242
18.1 The crisis ... and the consequences 271
19.1 Humanistic management in the banking industry 288
20.1 Zipcar incorporated’s growth from 2000 to 2008 291
vii
Figures
2.1 Bank of value concept 15
4.1 An archetypal view on the four worlds and
their dominant e xpressions 44
4.2 Fourfold structure of the integral organization 46
4.3 Local identity & Global integrity 47
4.4 Broad’s knowledge cycle 53
4.5 The fourfold of broad 58
4.6 Broad – Integrally linking of the internal
and societal perspective 59
6.1 Production, expansion, and consolidation processes 77
11.1 Management philosophy at Micromatic Grinding 154
13.1 Paradigm shift 187
13.2 The Novo Nordisk way of management 188
13.3 The learning curve 192
13.4 Focusing on the patient behind the disease 194
14.1 Principles of decision making by Dr. Ibrahim
Abouleish (Mader, 2009) 205
14.2 Structure of SEKEM network (Mader, C., 2009) 208
15.1 SEMCO’s renunciation 220
16.1 Corporate responsibility governance structure 239
18.1 Business-as-usual scenario (1961–2100) 272
viii
Exhibits
8.1 Objectives of the Grameen Bank 104
8.2 Tenets of an SBE 107
8.3 Mission and objectives of Grameen Danone 108
11.1 Vision of MGT 148
11.2 MGT’s mission 149
11.3 Highlights in the growth of MGT 151
11.4 Organizational structure of MGT 152
11.5 Organizational values of Micromatic Grinding 155
11.6 Statements recorded on a panaboard during a
“No Agenda” meeting 158
ix
