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Enlightened guides for management; insightful reflections on gender equality Click on any of the books above, and you will link to a larger image of he book with its description, along with a link to Amazon.Com where it can be purchased (except for Bottom Line which is no longer available at Amazon.Com). In addition, links to articles by Dr. Dorothy Marcic and articles about her work are also available from this page. Dorothy Marcic is currently a faculty member at Vanderbilt University in the Owen School of management. She returned to the United States five years ago after living in Prague for four years as a Fulbright scholar and lecturer at the University of Economics-Prague and the Czech Management Center. Dr. Marcic has conducted over 1000 highly-rated seminars on many topics and has been a consultant for such corporations as AT&T, Bell Labs, and UPS. She also orchestrated a three-week management training program on empowerment for the Hallmark Corporation. The U.S. State Department and the U.S. Air Force are among many governmental agencies which have relied on her expertise and guidance in management skills. Dr. Marcic recently served as delegate to the United Nations Economic and Social Development Summit in Copenhagen and gave three workshops on ethical management at the NGO Forum. Further work includes organizational analysis and intervention projects with the Cattaraugus Center, two arts organizations in the Twin Cities, and the Salt River-Pima Indian Tribe in Arizona. These books are a lasting legacy of Dr. Marcic's expertise on management and empowerment and draw from her hands-on work in the field. They may be purchased from Amazon.Com and a direct link to the specific book is provided below. |
RESPECT:Women and Popular Music by Dorothy
Marcic. |
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Understanding Management by Richard L. Daft and Dorothy Marcic.
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 Jossey-Bass Publishers, 1997 |
Read excerpt from book (chapter 2, Moving towards Balance) |
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 NOT Available at Amazon.Com Third Edition |
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Organizational Behavior by Dorothy Marcic, Peter B. Vaill,
Joe Seltzer. |
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The New Paradigm of Work ... A Reaction The generation that came of age in the 1960s and 70s was arguably the first to consider fulfillment as an important aspect of work. It was a time of unprecedented disposable income, home ownership, college attendance. New opportunities sprung up. New industries were created from nothing. And so we had the chance to look for meaningful work, jobs that gave us a sense of purpose beyond the paycheck. Gradually over several decades, as social change often happens, such demand for fulfillment has become the norm, so that enlightened companies have caught on that if they want to attract and keep the best talent, they’d better make sure that talent can experience job satisfaction. Reader’s voice: Is anyone out there worthy of wearing Mr. Rogers’ sweater? --The Tennessean, March 9, 2003 A hero died last month. It was a man I admired and worked for back in the 1970s as a production assistant on Mister Rogers’ Neighborhood. Fred Rogers didn’t have any of the characteristics of an action hero: tall, muscular, forceful or dominating. In fact, he was rather small-boned, quiet and thoughtful. Yet his style of leadership influenced a significant part of today’s young adults who are now in the work force. I only wish he had impacted even more kids. When Do I Pass the Test of Life --Nomi Manon, And Her Eyes Were Open: Women's Religious Journeys, 2001 Just this week, even as I am writing this article, I have been grading comprehensive examinations for our masters’ degree students. Half failed on the first try and are allowed to retake it once. They sent me emails telling me how "sad, sad" they were. They called and spoke of crying all night and not wanting to have to do it over again. Yet the faculty understood these students needed more rigor in their thinking and writing and that forcing them to dig deeper into their inner resources could be a growth experience for them. If only they would really give it a try on the second round. So why, then, since I understand how vital passing or retaking tests is for my students, did it take me so long to truly understand this as one if the crucial aspects of life. Each time a difficult situation—a "life test"—came, I would suck in my breath, waiting for it to be over and believing everything would be fine afterwards. Similar to leaders who see change as something to be temporarily endured, rather than the constant condition it has become, I kept thinking whatever test this was would be the last. Eminem Strikes Chord in Society --U.S.A. Today, 2002 Just one month after Washington, D.C.-area
sniper suspects were taken into custody, it appears that
the national media are now enthusiastically embracing rapper
Eminem’s screen debut in "8 Mile." Tuning Into the Harmonics of Management Despite years of hearing about learning organizations and high-performing systems, we still aren’t there. Even the best organizations operate at pitifully low levels of productivity. From over two decades of experience with hundreds of companies, I estimate we operate at 30 percent of the output possible. That is based on asking people how many in their organization work at between zero to 50 percent of their abilities. A typical answer: at least half. What I mean by the level of their abilities is this: Think how much time is spent in meaningless conversations, whose real aim is to take up time, rather than conversations that add meaning and purpose. Employees are required to be at work certain hours, or, as in professional firms with flexibility of hours, are expected to have a certain amount of "face time." Rather than doing real work, some choose to move from one office to another and waste time. Or how about the mindless meetings that are all one-way communication from the boss to the crew, with information that could as easily be put in email? Or time lost in endless and unproductive conflicts, personal attacks, jealousies, power games, and other dysfunctional routines? Why such organizational listlessness? It isn’t because people are lazy. Given the chance, the typical employee welcomes challenge, a chance to have input, a means to feel energized. Very few get up in the morning hoping for another boring, grinding day at the office.
Publisher's Weekly states, "Like a business library between two covers...this volume will be what its title promises." Published by Perseus Publishing, the book will be in bookstores in September, 2002. It may be bought online from Amazon.Com. See a preview of the publication. (PDF file. By permission, Perseus Publishing) Perseus Publishing Hospitable to the Human Spirit: An Imperative for Organizations --University of Scranton Press, 2000 We are entering uncharted waters, a new world. The old rules and structures don't work as well as they used to. We are in the midst of a change of consciousness of what organizations are all about. Twenty-five years ago when I began my career, I would suggest to my MBA students and attendees in management training programs that if they treated people with care and respect, they would likely end up with a more motivated workforce. The word that describes their reaction to me is: ridicule. "Treat them nice?" they would ask incredulously. "Why, we pay them! It's their job to work hard." Challenges and Opportunities of Teaching Management in a Post-Socialist Society --Executive Development, Vol. 8 (5), 1995 Few will dispute that we are living in a new economic order, an order unlike anything the world has yet experienced. Change is no longer an option. Nowadays it is "change or die" for organizations. International trade is on the increase in most places in the world. In fact, one could hypothesize that it will be difficult to find companies which do NOT trade across borders within ten, or even perhaps five, years. Perceptions of Faculty and Students Towards Case Teaching in Czechoslovakia: A Coming Velvet Paradigm Shift --Journal of Management Development Vol. 13 (7), 1994 The use of interactive case method and other experiential teaching has a very recent history in the Czech and Slovak educational systems. Previous to the "Velvet Revolution" (when the communists were overthrown in 1989 in a bloodless coup), courses were typically taught using non-interactive lecturing, with a focus on information transfer, and with few or no textbooks available to students. Business education as we know it simply did not exist in a command economy (Cakrt, 1993). Along with the recent introduction of the free market economy has come a real need for business administration courses and training programs, many of which have had to be taught by Western faculty. There were few, if any, Czech or Slovak faculty with expertise in these areas suppressed by communism. Nor was there any widespread familiarity in the use of the case method. At the Czechoslovak Management Center, we have attempted to introduce and foster interactive techniques and case method teaching through direct training, and by pairing Western and Czech/Slovak faculty in the classroom. Our experiences during the first 18 months revealed marked resistance to interactive methods among some local faculty and students. Our findings prompted us to examine objectives and teaching strategies. This paper reviews several issues which impinge on the receptivity to interactive teaching on the part of Czech and Slovak faculty and students. Ethics and business don't belong in the same sentence. At least in the former socialist countries of Europe. Why would you want to teach ethics to managers who are compelled to lie, cheat and steal in order to survive in today's economic situation? After this transition is over, companies will only then be able to even think of morality. ...Yet it was with cautious hopefulness we agreed to spend one week in Sofia, Bulgaria helping the faculty of a small, private business school integrate ethics into their curriculum.
A Passion Becomes a Business. Now for the Hard Part of Making It Profitable --© New York Times Pursuing one’s passion for a living may involve taking a circuitous, costly and time-consuming route, but for some entrepreneurs, it is worth the journey. For Dorothy A. Marcic, a business professor at Vanderbilt University, the turning point came when she returned to the United States in 1996 after four years in Prague, and decided to take voice lessons, something she had long wanted to do. Today, Ms. Marcic, 57, no longer teaches and has opened her own production company for “Respect,” a musical she wrote about how women are portrayed in popular culture. Author and Producer Dorothy Marcic --© ABC.Net, Australia Dorothy Marcic has a Masters in education media and television programming, a Masters in Health Services Administration, and a doctorate in organisational behaviour and communication. She's an adjunct professor, Fulbright scholar, management consultant, she's been a delegate to the UN Economic and Social Development Summit, she's a much published author, and as if that wasn't enough, she's also a playwright, a performer - and the brains and the passion behind the hit musical Respect: a musical journey of women, which tracks women's political, social, economic and emotional evolution over the 100 years by way of Top 40 pop music. Women's Historical Plight Documented in Musical Review --© Detroit Times "R-E-S-P-E-C-T," the Otis Redding male lament, was turned on its head when Aretha Franklin made it into a hymn of female assertiveness. Now it has new female credibility as the emblematic song in a musical revue covering a century of American women's history. Dr. Dorothy Marcic's research resulted in a seminar on male-female equality she gave at a convention for followers of the Baháí faith in 1999. Then she incorporated the songs into her leadership seminars, doing her own singing, first to karaoke tracks, then with the help of a keyboardist. The popularity of the seminars inspired Marcic to create a four-woman musical revue that played Nashville several times. "Some therapists sent their patients to the show," Marcic says. "It seemed to be very healing. Women could revisit parts of their lives and gain greater understanding of themselves." Managing with the Wisdom of Love (review) --© 2002, The Robert K. Greenleaf Center for Servant Leadership Spirituality in the workplace has escaped from quiet, guarded conversations using cautious terms like empowerment and accountability into the cacophonous marketplace of mainstream management books and management consultants. Fearing that “spirituality” in the hands of those selling “magic promises” to impatient managers will become today’s fad and the source of tomorrow’s cynicism in our organizations, I approached these books tentatively. Each, in its own way, got past my skepticism. Changing Verses Tell Tale in Song - Musical Study Shows Women’s Progression --The Denver Post, Tuesday, September 24, 2002 "He isn’t good. He isn’t true. He beats me, too. What can I do?" - "My Man," sung by Fanny Brice, circa 1922. Williams Performance Showcases “Respect” --Williams.com Newspaper "Respect: The Musical Journey of Women" will be presented on Thursday, February 13, at 7:30pm, in the Brooks-Rogers Recital Hall, Bernhard Music Center, at Williams College. Admission is free. She is Woman, Hear Her Roar --The Tennessean Sunday, 06/16/02 Women of a certain age smile and nod at Dorothy Marcic in complete and total "been there, done that" agreement. "What did I hear growing up? 'Please love me, be my baby'" Marcic says, hands to heart. "Women without power were my role models." More head-nodding. Wrapped in everything from a pink, feathery jacket to a curly, blond wig - visual aids to enhance her point - Marcic's message was delivered through verse and song as part of a recent book-signing event. Being Whole in the Workplace (excerpt) --Religion & Ethics Newsweekly Viewer’s Guide, 1998 Dorothy Marcic, author and director of the graduate program in human resources at Vanderbilt University, is a Bahá’í from Nashville, Tennessee.
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