Aurelia Gawryś, Between the manegement and the mythology, who is the manager of the 21st century?

Zarządzanie Kulturą, tom 6 (2013), nr 1 / Culture Management, vol. 6 (2013), no. 1

Aurelia Gawryś BETWEEN THE MANAGEMENT CENTURY?

AND THE MYTHOLOGY, WHO IS THE MANAGER OF THE

21ST

Keywords: management, types of the leadership, social roles, archetypal stories, organizational culture.

Abstract: The mean purpose of the article is to look closly of the most important types of the leadership and the role of the manager in the context of contemporary transformations in the management, where the sphere of the ghost and the archetype of organizational reality are gaining the more and more great significance. Every organization is closely connected with visible artefacts, that is to say community of symbols, behaviours, myths, or rituals of wchich is composed organizational culture of companies. Customs and rituals are a crucial element of the most important norms and values confessed by organizations. However, it is how they will be implemented, depends largely on the charismatic leadership of the manager, who fund himself trapped today of the multitude of social roles and functioning in frames of 2 worlds: of the management and the mythology.

Introduction Connecting worlds of the management and the mythology, some may seem perhaps a little bit abstract and unprincipled. Indeed, so far these worlds existed side by side. Management studies, even though they are a relatively young discipline, steels are evolving. It causes that this discipline begins to perceive other interpretations and concepts, which are referring to culture, value, archetypes, symbols, myths, story.

One of them is conception of artistic and spiritual management. While the artistic management is not surprising no one today, inasmuch combination of spirituality and management may seem abusive. However unfairly. Examples of interest in spirituality of contemporary managers is very easy to find in the United States. Local companies are trying in different ways to get to the "spiritual inside" of their employees. Xerox sends workers to the desert areas of New Mexico, where contemplating, are supposed to draw inspiration for implementing new technologies. However company Ben & Jerry is emphasizing the recognition for a spiritual balanced state of mind through energy and ethically clean products (Izak, 2008, p. 222-223). It is worth noting that there is no univocal definition of spiritualities and to determine its manifestations in the organization. So we can attempt to define generally spirituality, which can be understood as the way of seeing the world and attitudes of the individual to the world , or as the way to influence of the world per unit (ibid).

Conception of artistic management, also is a considerable art. In the end, the art is the component of culture, as like knowledge, beliefs, morals, or right. Culture can be understood as the active process of the creation of meanings (Krzyworzeka, 2012, p. 63-66), which in the context of organization they appear also in the artistic management. The positive work climate, belief in the power of team spirit and a strong commitment to the task, gives meaning of human work and translated into an increase in creativity and creative thinking in the organization (Küng , 2010, p. 226227). According to Lucy Küng creativeness is a large part of DNA daily activities, although at first glance heavily it to perceive (ibid, p. 189). However in order to it to wake up in the organization it is necessary to have a vision of the artist.

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Zarządzanie Kulturą, tom 6 (2013), nr 1 / Culture Management, vol. 6 (2013), no. 1 The modern world of organization called postmodern era (Bauman, 1992), or the era of the late modernity (Giddens, 2002), is characterized by confusion, changeability, fragmentation. Has this essential meaning for contemporary managers and wakes up their unrest. Managers sentenced to the global competition and running global conflicts, in which nets of connections, coalitions, alliances are less and less legible (Kostera, 1996, p. 10), they are becoming more and more confused.

In this context without the answer stays the question: Who is the contemporary manager?

Therefore the aim of this work is an attempt of the answer, together with presentation of types of leadership, from which should draw managers of the 21st century. In this way it will be possible attempt to recognition the most important role of a manager, who in the face of modern management was trapped in multiplicity of social roles. And he should concentrate on these types of the leadership which are consistent with the most important abilities, which he already has or should have. Only then he will be able to create the own style of activity and to gain the name of business leader.

From Taylorism to the arts management In opinion of Monika Kostera in Poland, when thinks of management, still in front of eyes Frederic Taylor is had (Kostera, Glinka, 2012, p. 14), regarded as the father of management studies. Indeed it is, because for students of management gives a report about researches, which Taylor led in company at the turn XIX/XX of century in Bethlehem Steel Company. They concerned involved in the loading and unloading of a railway siding. Then Taylor as the first established the system of the giving of information of workmen about the graphic schedule of work in the form of task card. Introduced also the two-colored cards of results, which determined the explain-control system. The white marked the certain job processing, and yellow informed, that a worker did not have produced a norm. The worker, who received four yellow cards losing a job (Martyniak, 1989, p. 8-11).

Taylorism illustrated on the example of the steel company has been reproduced here on purposely. On the background of still glow visible is the direction in which follows the modern management system. The conviction about the fact that the technical rationality will be a universal recipe for the success of the enterprise is no longer enough. Today on the first plan is advanced humanistic current, but together with it the artistic and spiritual aspect of managament. Appears also the new typology of the leaders of organization: the manager, the artist and the priest.

In order to become business leader and to develop the potential of organization showing all three leadership faces seems necessary (Hatch, 2010, p. 25). It is possible thanks to the myths, which reveal three faces of the leadership and attitudes are detecting managing. Their values, emotions, aesthetics and ethics. The myth is here understood as a special kind of archetypal stories. It refers to the spiritual reality (sacrum). Therefore does not tell about physical reality, material (profanum), but appeal to the consciousness, psyches. In it are found hidden pictures, the ideas and the imaginings, which they have influence on the attitudes, inspirations and motivations (Kostera, Glinka, 2012, p.

156).

In the end the myths stories are delivering of drafts of the story and certain schemes of attitudes, behaviours, characteristics of the figure, according to which people evaluate the social reality. They are used to preserve the cultural memory of humanity (Hatch, 2010, p. 113) and to maintain awareness of the mythological. This is confirmed by the words of Tadeusz Margula, theologians, who writes: „If certain tribe, whether even nation (...) lost belief in their mythology, then would occur inevitably the collective death of society” (Margul, 1989, p. 9).

Storytelling According to humanistic approach to managing the power flowing from the myths, or their epic stories gives an almost unlimited opportunities. It seems that it is first, very important ability of the

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Zarządzanie Kulturą, tom 6 (2013), nr 1 / Culture Management, vol. 6 (2013), no. 1 modern manager – storytelling ability1 and developing dramatic skills. The ability of creating the story connected to the metaphor of the theater (with staging of business practice), with inspiring, triggering moods, emotions, feelings, moral evaluations, motivation and by a supervision after development of the action. The good story and theatrical instinct are a tool used by business leaders to build the structure of the organizational culture and their own image of the hero (Hatch, 2010, p.

86-110). The necessity of development of these abilities was born from the civilization changes, including technological revolution. How Peter F. Drucker asserts, she defined a basic and desirable resource that is today information (Drucker, 2009, p. 106-110). Information, like the well-packed legend is still today as auction card for many managers of companies.

The authors of the book "The Three Faces of Leadership (...)" speaking of the development of storytelling among managers agree that: "Mastery storytelling confirmed (...) the ability to reflect about expressed by itself contents and deliberate use of rhetoric in the management of the company" (Hatch et al., 2010 p 71).

The narrative best builds the identity of the organizations also confirms Eric Mistewicz, author of the marketing strategies of narrative. This strategy is used to promote businesses, people, ideas and places. Before introduced it on Poland ground, Mistewicz observed the market of Western European market. After what admitted that without the well prepared and true story of the narration, without the founding myth of the company, exciting narrative about how established, what is doing and how it works, the company is losing the market value. It is one of many companies, because it does not really favor. What's more, the author boldly proclaims that the logo and the brand now descend into the background. They are not today so import ant, as stories which brands form. On the proof of this he gives the examples of small stories2 accompanying to the brands. Such as that associated with the company Levis Strauss, which tells the story about the first jeans for miners (Mistewicz, 2011, p 6-7), during the Californian fever of gold.

The amazing thing is that people still tell the same stories, which are coming to roots of mythical schemes. As anthropologist Joseph Campbell writes in his book "Hero With a Thousand Faces", no matter if you analyze the unreal stories about drummers of the Congo, or sophisticated translations of the poetry of mystic and philosopher Lao-Tseu. We always get to the same stories, which differ only in the shape of a permanent story (Campbell, 1949, p. 3). In whole lives we use a few historie, which are based on the same knowledge and experience. These stories are repeatable, and the entire ability consists in the interesting archetypal narration.

How to convince Eric Mistewicz, knowledge of the own archetype allows for better use of the own potential. Therefore, the author singled out 5 myths, which "are winning" in the communication strategy of the organization. There are: the myth of David and Goliath, Hercules and the Augean stables, Trojan horse, Midas and Theseus and the labyrinth. The myth of David and Goliath 1

About fascination of the story and continuous dem and for it may also provide American frenzy on the point of Ted (Technology Entertainment and Design), that is short, 18 minute speeches in the interesting form during a world scientific conference. Thea main motto of TED is „ideas are worth spreading”. Since 2001 year the occurrence of TED are organized by nongovernmental organization of Chris Anderson, the author of the theory of a long tail, which from that time became the curator of TED (TED, 2013). On the Polish market appeared the similar initiatives. There was formed an office of speakers of Prime Speakers. It concentrates business representatives of science, economy, finances and culture, which are speaking as an experts at business events (Prime Speakers, 2013).

2 Author appeals to large narrative research in psychology and of a introduced division on the small and large narratives. Small stories help a man to master and systematize new informations of daily day, binding it to more early. And the grand narratives (the term introduced by Jean Francois Lyotard characterizing the era of modernity) are universal and timeless works, myths known in the cultural area, which provide a source of knowledge about the values, patterns of conduct for generations. It turns out, however, that in the modern era of grand narratives and myths are degraded, and their importance is weakening. But more and more attention is drawn autobiographical narratives, self-centered, which Eric Mistewicz called "narrative narcissism" (Mistewicz, 2011, p. 48-51).

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ZarzÄ…dzanie KulturÄ…, tom 6 (2013), nr 1 / Culture Management, vol. 6 (2013), no. 1 successfully use the Apple and Linux against Microsoft (Mistewicz, 2011, p 84-87). In this case, the narrative is focused on demonstrating that a competitor is stronger, so that Apple and Linux are counting on sympathetic audience.

Even though world of the management and the business is regarded as secular world, however it is often mythologized. Granted it is a supernatural status and properties. From one side demonic, how in case of reconnaissance organizations (CIA, or KGB). On the secondo side extreme invests the management of church organizations, seen as the realization of the divine order. Except organizations also managers and their skills, leadership skills, attributes are surrendering to the mythologization (Kostera, 2012, p. 162-163). That in the tales of managers it is possible to find the divine equivalents from a Greek mythology, can command the existences of different attitudes and of business behaviors and the styles of management.

Interesting is this, that to the modern pantheon of business heads it is possible to add such as Greek attributed that is personified in positions of managers how: Hermes, Athena and Demeter3.

And this can be regarded as a sign of the times. Times in which the stereotype of a leader striving for power, orientated on control and technical style of management gives way to the managerial culture based on communication skills, sublime and renewal (Hatch, 2010, p. 146-147). It turns out that the presence of a large number of managers stories may suggest referring them to be the artist and priest. Because the technical face of manager appears in numeral data, reports and facts. If they are supplemented with stories, that is reveals the figure of the artist and the priest (ibid., pp. 74-77).

Along with them, there are also new abilities and tools of management that should be adopted by today's managers.

The creativity and the innovation of the artist The next capability of the modern manager are creativity and innovation. One of managers in an interview for HBR defined innovation as a emotional experience and curiosity, which in contrast to the technical skills can not be learned by man (ibid, p. 98). Because theories of innovation are related from the fields of engineering and technology management, that interpretation is well-aimed. It is worth however to mark, that creativity and innovation are two different concepts. The innovation is converting creative ideas into a product, service, process. However creativeness is taken exactly from creative ideas. In order to creativeness in general appeared in social surroundings must come forward three basic components. The first is connected with creating creativeness, that is to say cognitive style, heuristic and the style of work. The second component is specialistic knowledge in given field. Third, the most important component are there internal motivation and desire of implementation something for own pleasure (KĂźng, 2010, p. 194-197).

Ken Robinson, writer, speaker and consultant in the development of creativity and innovation, on one of the TED conferences noted that in order to reach to the creativity it is needed to have an open mind and not to be afraid of making mistakes. Because if we are not prepared to be a wrong, we not think up nothing original (Robinson, Ted, 2006).

The creativity and the innovation are visible in different spheres, also in spiritual reality.

Author of this article conducting research on religious identity of people from religious communities in Krakow environment of male and female monastic congregation, noticed that creativity in managing on the monastic institution largely depends on supervisors of congregation. Because as what is the person of managing, such is also monastic institution. Well we can see an example of one of the enclosed congregations, which differently defined the concept of the enclosure with respect to the modern times. The enclosure is supposed to be a liaison with the outside world, rather than the Iron Curtain. From here at the monastery there is no gratings, and outsiders are talking with the sisters at the table.

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The results of the authors of the publication of "The Three Faces of Leadership (...)" shows that in stories of managers Hermes turned out to be the most popular god (associated with the role of informant), then Athena (associated with strategic activities) and Demeter (maternal tendencies manifested) p. 123-143.

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Zarządzanie Kulturą, tom 6 (2013), nr 1 / Culture Management, vol. 6 (2013), no. 1 What is more sisters in the evening are pulling habits off and are exchanging them for pyjamas and dressing gowns. The Mother Superior of the congregation can not imagine that they would have to cover in front of themselves. The meaning of the femininity and the sexuality of the enclosed sister also is here differently understood. The sisters can experiment with their own appearance, like for example hair coloring or making up. They also organize internal dance, to which are sewing evening dresses and play with each other. It is a way for them to "be themselves" and expressing your femininity (Gawryś, 2012, p. 248-298).

It would not be then probably possibile if not superior creativity and her efforts to changes in the definition of the enclosure with the church authorities. Superior, having aware of common values and aspirations of the community, gave freedom sisters in expressing their ideas and implementing them into the life. In this way she appointed the new direction of monastic enclosure. She caused that liberated a creativity and the desire to make changes in religious activities. Changes, that does not violate for a rule, charism, values of congregation, whether the looked after myth of founder of the convent. This in turn resulted in the involvement in community life, good relationships and mutual trust.

Belief and ethics of the priest As, that myths take place from spiritual reality (sacrum), then lean on the experiences of people about the deep faith. Their existing in the sphere of the business management finds the reflection in the stories of mythical managers, which are dressing the figure of the priest in them. The priest symbolizes the deep values and beliefs that help convince the company and group of employees to organizational changes. Persuaded to adopt innovations initiated by the creative artist. It is extraordinary gift of encouraging, raising the morality, minimizing anxieties of changes (Hatch, 2010, p. 26; 115). So it seems that a belief and ethics are another important ability of the contemporary manager.

In our times the spirituality is becoming more and more popular, also among organizations and large enterprises, which in the work they begin to its ethical dimension. Prove this Paolo G. Bianchi, which worked out the program based on Rule of saint Benedict. It serves education management in accordance with the newest trends, but at the same time not forgetting about the traditions and spiritualities. Thanks to which the message of a Benedictine Rule becomes a prototype of the myth, which is creatively used to manage themselves and the organization. During the course managers taste of monastic life in the Benedictine abbeys. They find in them silence and a moment of reflection, reflect on themselves, role models and direction of organizational renovation (Bianchi, 2009, p. 15-41). They are convinced, that in everyday life the most important is awareness of the spiritual dimension and the look inside yourself (ibid, p. 20).

It just so happens that the writing of these words had a contact with the religious identity, in the course of research, about which was already speech. In the outlined here context of the spirituality in the management, from research of these it is possible to take out the general conclusion relating to the community and relationships in the religious institutions. The community, which for monastic people is the most important value of the monastic life, is going through a crisis at present. It is associated with progressive individualization of social life, which did not pass monastic cogregations. Monastic people in the fear of the lack of understanding, the bad community accounts repeatedly more often run away from monastic life to the secular life. They surrender rotational of work beyond the monastery and obtains acknowledgment and the admiration of others, which they did not receive from their own community.

That is all of course is connected with the belief in the spirit of the organizational renovation.

Because how to rebuild life monastic based on a monasterial rule, as the most valuable to this day elements of general day, how prayer, meals, recreation, become repeatedly rarer? What was previously a binder and a value, it became unnecessary ballast and necessity (Gawryś, 2012, p. 140142). With the help should come a good manager as a priest, which is missing not only in the life of secular but also spiritual (religious). The belief, ethical value, virtue, courage, often retire places in

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Zarządzanie Kulturą, tom 6 (2013), nr 1 / Culture Management, vol. 6 (2013), no. 1 the monastic life of rivalry, competition, cynicism. Then even the religious habit as an emblem of belief, cultural artifact and a totem, which strengthens and revives ties in the community (Trzebiatowska, 2006, p. 198-207) does not connect, but becomes a "liturgical tunic" in priestley work.

Summary: the manager, the artist, or the priest?

In conclusion, it should be noted that it seems important to reform the management of the institution in such a way as to introduce to a modern management artistic and spiritual type of leadership (Hatch, 2010, p. 191). In spite of, that some authors report postulate, to acknowledge all three faces of leadership as equivalent (ibid), they can be also separately treated. However it is worth to turn attention, that calculates of manager, artist and priest are not completely independent.

Which means that in order to achieve organizational success necessary is to find in themselves all three faces (ibid, p. 193). Rationality of manager needs to be extended about creativity and innovation of the artist and also faith and ethic of the priest.

Although it is hard to give the unequivocal answer, which type of the leadership is the most important for the contemporary manager. Each of them seems to be a necessary and equally useful.

Because in each of us a little slumber a rationalist, a creator and ethic, moral philosopher. For sure is still many other faces amongst the all palette of figures. These faces show up interchangeably, according to the situations in the life. Each from us perceives in the leader other face. These leadership qualities, which does not have and would like to have them. Or these, which possesses or would like to get rid of them. So let is think about "Who am I? – rationalist, artist, priest?","Who is my boss?" and "For what the boss I would like to work?". Probably answers will be different. But it a diversity of the face of the management team, is deciding about strength of the entire enterprise.

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Aurelia Gawryś – sociologist, the media manager. Specialized in the sociology of religion and new media. She defended masters theses in these areas: " The identity of units in the monasterycomparative study of male and female monastic congregation in Cracow" (Institute of Sociology, Jagiellonian University, 2012) and "The Catholic Church in the new media - the study of Cracow priest" (Cultural Institute of the Jagiellonian University, 2013). As a student pursue sociological research include: "Cracow Brotherhood Club as an example of the male libido dominandi", "The meaning of neighborhood in the life of inactive women professionally", "The role of sex-shop in the sexual life of Poles". At present she is working in the research company in Cracow – is occupied by research and social-economic analyses. Especially close to her is the methodology of qualitative research. She interested in communication and media production.

Między zarządzaniem a mitologią, czyli kim jest menedżer XXI w.?

Słowa kluczowe: zarządzanie, typy przywództwa, role społeczne, opowieści archetypiczne, kultura organizacyjna Streszczenie: Celem artykułu jest przyjrzenie się najważniejszym typom przywództwa i roli menedżera w kontekście współczesnych przemian w zarządzaniu, gdzie coraz większego znaczenia nabiera sfera ducha i archetypizacja rzeczywistości organizacyjnej. Każda organizacja jest ściśle powiązana z widocznymi artefaktami, czyli wspólnotą symboli, zachowań, mitów czy rytuałów, z których składa się kultura organizacyjna firm. Zwyczaje i rytuały są kluczowym elementem najważniejszych norm i wartości wyznawanych przez organizacje. Jednak to, w jaki sposób będą one wdrażane, zależy w dużej mierze od charyzmatycznego przywództwa menedżera, który znalazł się dziś w pułapce wielości ról społecznych i funkcjonowania w ramach dwóch światów: zarządzania i mitologii.

Aurelia Gawryś – socjolog, media menager. Specjalizuje się w socjologii religii i nowych mediach.

Obroniła prace magisterskie w tych dziedzinach: Tożsamość jednostki w zakonie – badania porównawcze żeńskich i męskich zgromadzeń z Krakowa (Instytut Socjologii UJ 2012) i Kościół katolicki w nowych mediach – badania środowiska krakowskich duchownych (Instytut Kultury UJ 2013). Jako studentka realizowała badania socjologiczne, m.in.: „Krakowskie Bractwo Kurkowe jako przykład męskiego libido dominandi”; „Znaczenie sąsiedztwa w życiu kobiet nieaktywnych zawodowo”; „Rola sexshopów w życiu seksualnym Polaków”. Obecnie pracuje w firmie badawczej w Krakowie – zajmuje się badaniami i analizami społeczno-ekonomicznymi. Szczególnie bliska jest jej metodologia badań jakościowych. Interesuje się komunikacją i produkcją medialną.

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