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According to the origin of the word 'humanism' and the concept of humanitas where the former comes from, management could be called humanistic when its outlook emphasizes common human needs and is oriented to the development of human virtue, in all its forms, to its fullest extent. A first approach to humanistic management, although quite incomplete, was developed mainly in the middle of the 20th century. It was centered on human motivations. A second approach to humanistic management sprang up in the 80's and centered on organizational culture. This implied a wider approach to the human condition while taking into account the influence of culture on behaviors and decision-making, but it is incomplete, too. There is a third approach to humanistic management, which is still emerging, that considers a business enterprise as a real community of persons. That means promoting unity and favoring the acquisition of human virtues. This humanistic management approach is a real challenge in order to achieve a higher moral quality in management, human virtues among people and more efficient organizations. KEY WORDS: Christian social teaching, humanizing business, humanizing culture, humanistic management, organizational culture, organizational virtue ethics

Economic theories, including strategic management paradigms, and sociology were used to research the competitive strategies of religious organizations. The achievement of sustainable competitive advantages can be elucidated by institutional and resource-based perspectives.

There could be a relationship between the ethical behavior of a manager and the religion that they practice. More research is needed to evaluate the specific tenets of a specific religion and the ethical behavior of the practitioner in a corporation.

Managers' values, duties and problems that prevail in various spiritual directions were examined. Managers in the US have become more interested in fusing spiritual concerns with managerial obligations as a means of coping with times of difficulty. Spirituality in work is important because it gives deeper meaning and fulfillment to managerial positions. Managers who have integrated spirituality into their work were found to have common concerns despite having diverse religious backgrounds and directions.

The so-called 'new management paradigm' is a fusion of diverse methods and strategies that relate to the management of contemporary organizations that have relatively flat hierarchies and more flexible components and systems. Spirituality has gained popularity, and organizational transformation has followed suit. However, spirituality and organizational transformation continue to lack clarity in meaning and relationship within the corporate environment.

Decision making in a managerial capacity is enhanced by using symbolism as a means of inspiration. Symbolism without substance can become an instrument of manipulation, but substance-filled symbolism can be effective in inspiring individuals. Charitable or compassionate behavior was proposed as being related to symbolism in decision making. This may be possible if a radiant spirituality exists, since spirituality devoid of vibrancy becomes a mere exercise in academics.

Can Judaeo-Christian values play an effective role in the management of public organizations? In a 1962 PAR article, Robert T. Golembiewski argued that they could and provided evidence indicating that organizations operating under those fundamental values can achieve higher satisfaction and productivity. An excerpted version of that classic article is presented here, followed by a retrospective essay by its author. A significant body of work has been built on the foundations laid by Professor Golembiewski's 1962 article. He reflects on that body of work as well as the present and future direction of the moral approach to human organizations. This is followed by comments on Golembiewski's work by Robert Denhardt and Jewel Scott.

Byline: Azhar Kazmi This is an essay on the perceived differences that underlie the conventional and Islamic approaches to management studies. It defines the contours of both these approaches and discusses their growth and antecedents. That the conventional approach is at a crossroad is argued on the basis of three trends. Two of these are positive: the heightened focus on soft issues and the emergence of alternative schools of management thought and one is negative: proliferation of management fashions. A review of literature describes the antecedents and growth in the Islamic approach. Some causes of the differences in the paradigms are then highlighted ascribing them mainly to the cultural contexts in which these approaches developed. Twelve points are then explained to illustrate how the paradigms governing the conventional and Islamic approaches might differ. Indication of the need and exhortation to explore further the impact of these paradigmatic differences on practice of management in organisations concludes the essay.

The concept of servant leadership is discussed, with a focus on the Old Testament Book of Nehemiah as an example. Topics include character traits of the servant-eader, Christ-exalting leadership and fallen human instincts, perils of leading by serving, leaders who are likely to be servants, the example of Nehemiah, and secular management literature on servant leadership by Robert Greenleaf.

Contemporary problems related to management are discussed, with a focus on social, ethical and theological perspectives. Topics include political management, ecological management, management of markets, management of civil society, management of corporations, and the churches' role.

This dissertation applies a phenomenological and existential ethnographic method to encounter and engage the formal theology and ritual practices of one group of workplace reformers that is comprised of business [...]