The Principles for Responsible Management Education
What I learned in general, from myself, and from my colleagues
Introduction
Learning about the principles for responsible management education has given me the opportunistic view on how to integrate sustainability as a corporate strategy by explaining the importance of PRME to relate to my own personal values as an encompassing agenda that connects other people in my organization and other stakeholders.
Long term thinking
It could be said that a number of theories concerning PRME suggest the subcultural conceptual notion of postmodern materialism, that is to say, the course on PRME educated the students on a sustainable consciousness that has given us the tools improve strategic business management on the long term.
Further, it promotes the Hegelian dialectic, that is often ascribed to Kantian philosophy, of a combination of financial success with regards to sustainable business ethics in a systematic approach to raise awareness.
However, the term that is an example of such a procedure, that more and more businesses are acquiring is the notion of transparency.
It seems today that the most transparent corporate establishments are the ones which are the most successful with regards to sustainable development.
Therefore, or so it seems, the most important thing, the most relevant topic for me in this new economic system, is transparency as a general business strategy.
My personal values
My personal and professional values matter in the role within the company I work with, as well as with society as a whole, as they are directly related to my profession and the company I work with.
I would not do the job I am doing simply because it gives me money, if the profession or the company does not take my own values into account.
That being said, the values I have further shape my character, which on the other hand have an influence on my behavior.
Further, this leads to the way I deal with people in the company, as well as clients and stakeholders — always considering to behave accordingly and not to shove my agenda down their throat, which I would say, is another value to live by.
There is no general consensus among the colleagues and myself regarding the purpose in the professional life, although we all want to develop and publish a great product that can be used by clients.
Shared purpose within the company
Most people I have talked to do not have any purpose in life, and when it comes to their profession, they simply act on what is given to them.
That is to say, they do not have their own purpose why they work, the company’s purpose is their purpose.
I can’t tell you how shallow and unoriginal this seems to me, but this leads me to the last question:
The efficacy as a leader
I think it is very relevant to have a purpose that is shared with the company insofar as they are a providing source of income and I am a providing source of skills and knowledge which they can use to make money.
We both exchange value.
Having a purpose helps to see the big picture, which makes the work someone does more relevant, and again seem more important, which then leads to the person’s own self-esteem increasing.
Once you can make others feel good about themselves, they will then listen to you — so I would say it tremendously affects my efficacy as a leader.
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