Symbolism in Managerial Decision Making : Manipulation or Inspiration?

Symbolic activity in managerial decision making may be a tool for manipulation or a means for inspiration and empowerment. In each case there are assumptions, values, goals, creation of meaning, and a purpose for symbolic activity that differ. Explores the symbolic dimensions of three perspectives on decision making; the political, foolishness and autocommunication. Suggests that the perspectives differ in the “rational” or “arational” use made of symbolic activity. The absence of unity of symbol and substance is seen to characterize the more manipulative uses of symbolic activity while a holistic integration of the two is consistent with a concern for the welfare and empowerment of others. The process of this integration is linked to the spiritual qualities personified in the symbol of the child. Discusses some specific ways in which organizations engage in symbolic activity which benefits both the organizations and the participants.