Principles and Guidelines

Management as a Liberal Art (MLA) emphasizes that management involves people—employees, customers, communities—and aims to align the goals of organizations with the well-being of society. It integrates insights from various fields such as psychology, philosophy, sociology, history, and economics to make thoughtful, ethical decisions that benefit both organizations and the broader community.


Below are core principles and guidelines for identifying Management as a Liberal Art (MLA) in practice:

1. People-Centered Management

  • What MLA is: Management that treats people—not profits or processes—as the most important asset.

    Example:         A company prioritizing employee performance, satisfaction, well-being and professional development.
  • What MLA is not: Management that views employees as mere tools for profit generation without regard for their well-being or professional development.

    Example:     A company that imposes unmanageable workloads without support or development opportunities, leading to high turnover and burnout.

2. Ethical Leadership and Responsibility

  • What MLA is: Management that ensures decisions align with ethical values and contribute positively to society.

    Example:     A company avoiding shortcuts that harm customers, society, or the environment, even if it impacts short-term profits.
  • What MLA is not: Leadership that prioritizes profit and shareholder value over ethical considerations and societal welfare.

    Example:         A company that knowingly markets unsafe products or harmful services to maximize revenue, ignoring the potential harm to customers.

3. Alignment with Social Purpose

  • What MLA is: Management practices that align organizational goals with a higher social purpose or mission.

    Example:     A healthcare institution not just seeking profitability, but working to improve public health access.
  • What MLA is not: Management that focuses on profit without a mission to benefit society or considers social accountability as optional.

    Example:         A pharmaceutical company that increases prices sharply on essential medications, prioritizing profit over accessibility and public health.

4. Integration of Multiple Disciplines

  • What MLA is: Applying insights from various fields—psychology, philosophy, economics, and history—to make well-rounded decisions.

    Example:     A manager using psychological principles to motivate teams and sociological insights to create inclusive work environments.
  • What MLA is not: A narrow, technical management approach that relies solely on financial metrics or one-dimensional analysis, ignoring insights from broader fields like ethics, sociology, or psychology.

    Example:     A company that bases employee policies only on cost savings, disregarding studies in psychology or sociology on the importance of a healthy workplace culture.

5. Long-Term Thinking and Sustainability

  • What MLA is: Management that emphasizes long-term sustainability over short-term gains.

    Example:     A business investing in environmentally sustainable practices, even at an upfront cost, to benefit future generations.
  • What MLA is not: Short-sighted management that prioritizes quick profits without considering the long-term impact on the organization, its employees, society, or the environment.

    Example:     A manufacturing company that skips sustainable practices to reduce expenses, harming the environment and risking future compliance issues.

6. Fostering Community and Relationships

  • What MLA is: Management that nurtures meaningful relationships with employees, customers, and communities.

    Example:     Companies (like Patagonia) that actively engage with communities and support societal causes.
  • What MLA is not: A purely transactional view of relationships where employees, customers, or partners are seen only as resources to maximize efficiency and profits.

    Example:     A business that automates all customer service functions, removing human interaction and eroding trust and loyalty among customers.

7. Adaptability and Learning

  • What MLA is: A mindset open to continuous learning and adaptation, recognizing that management evolves with society.

    Example:     Managers regularly updating their skills and being open to learning from employees at all levels.
  • What MLA is not: Management that is rigid, relying on outdated practices without adjusting to evolving employee needs or industry changes.

    Example:     An organization that refuses to adopt remote work policies even when employees perform better and prefer flexibility, failing to adapt to modern work expectations.

8. Stewardship for the Greater Good

  • What MLA is: Management viewed as a responsibility to serve the common good—not just an opportunity for control or profit.

    Example:     A company balancing stakeholder interests (customers, employees, community) instead of prioritizing only shareholders.
  • What MLA is not: Leadership focused on self-interest, personal gain, or power, rather than on serving the organization’s greater purpose or societal needs.

    Example:     A CEO who prioritizes their own compensation and shareholder dividends over reinvesting in community initiatives, employee benefits, or environmental sustainability.

Summary

Management as a Liberal Art is about seeing management not just as a technical discipline but as a human-centered, value-driven practice that integrates multiple disciplines to serve both organizations and society. It emphasizes responsibility, ethics, long-term thinking, and the development of individuals and communities.


Organizations practicing MLA understand that their purpose is beyond profit—it is to create value for society and foster sustainable, meaningful progress. Identifying MLA means looking for management approaches that treat employees with dignity, align decisions with societal well-being, and promote sustainability and ethical leadership.