Concerning Marya Schechtman’s narrative account
- Authors: Simuja, Clement
- Date: 2021-10-29
- Subjects: Schechtman, Marya, 1960- Criticism and interpretation , Narrative inquiry (Research method) , Identity (Psychology) , Identity (Philosophical concept) , Self , Individuality
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10962/190748 , vital:45024
- Description: The persistence of personal identity stands at the heart of many human practices, such as paying individuals for their work or holding people responsible for their actions. As such, it seems important that theories of personal identity are able to account for the practical implications of continuity of personal identity. Mindful of the practical importance of personal identity, Marya Schechtman (1994) argues that her narrative view only accounts for the four features that persons must possess. Any account of personal identity is supposed to make persons capable of possessing these features. She then posits her narrative self-constitution view as an account of personal identity she feels is capable of explaining the link between personal identity and certain features of persons. In this thesis project, I present how the narrative views, as described by Schechtman and others, are interpretive enterprises and that this leads them to a potentially devastating conclusion. The narratives must be constructed from something, and I argue that it is memory. But empirical facts about memory do not allow for it to persist in a quantitative way, but rather in a qualitative way, much like persons. Upon making this argument, I further argue that if mainstream psychological views is correct, this reduces the persistence of memory to resemblance relations. And memory is the building blocks of narrative. If this is the case, then narrative is also reduced to resemblance relations. Narrative, therefore, does not persist through time in a non-qualitative way, and one is better off accepting a psychological theory by virtue of parsimony. Ultimately, I argue that Schechtman and narrative theorists may save narrative views by adopting what I call as a ‘causal narrative view’. A causal narrative view will encapsulate all of the relevant features of the typical narrative view, including the emphasis on construction, but will also add the addendum that narrative states must be placed in a causal relation to each other. , Thesis (MA) -- Faculty of Humanities, Philosophy, 2021
- Full Text:
- Date Issued: 2021-10-29
- Authors: Simuja, Clement
- Date: 2021-10-29
- Subjects: Schechtman, Marya, 1960- Criticism and interpretation , Narrative inquiry (Research method) , Identity (Psychology) , Identity (Philosophical concept) , Self , Individuality
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10962/190748 , vital:45024
- Description: The persistence of personal identity stands at the heart of many human practices, such as paying individuals for their work or holding people responsible for their actions. As such, it seems important that theories of personal identity are able to account for the practical implications of continuity of personal identity. Mindful of the practical importance of personal identity, Marya Schechtman (1994) argues that her narrative view only accounts for the four features that persons must possess. Any account of personal identity is supposed to make persons capable of possessing these features. She then posits her narrative self-constitution view as an account of personal identity she feels is capable of explaining the link between personal identity and certain features of persons. In this thesis project, I present how the narrative views, as described by Schechtman and others, are interpretive enterprises and that this leads them to a potentially devastating conclusion. The narratives must be constructed from something, and I argue that it is memory. But empirical facts about memory do not allow for it to persist in a quantitative way, but rather in a qualitative way, much like persons. Upon making this argument, I further argue that if mainstream psychological views is correct, this reduces the persistence of memory to resemblance relations. And memory is the building blocks of narrative. If this is the case, then narrative is also reduced to resemblance relations. Narrative, therefore, does not persist through time in a non-qualitative way, and one is better off accepting a psychological theory by virtue of parsimony. Ultimately, I argue that Schechtman and narrative theorists may save narrative views by adopting what I call as a ‘causal narrative view’. A causal narrative view will encapsulate all of the relevant features of the typical narrative view, including the emphasis on construction, but will also add the addendum that narrative states must be placed in a causal relation to each other. , Thesis (MA) -- Faculty of Humanities, Philosophy, 2021
- Full Text:
- Date Issued: 2021-10-29
An investigation of how newly appointed team leaders in an automotive manufacturing organisation experience the role transition from specialists to team leaders
- Authors: Mzelemu, Patrick Sbusiso
- Date: 2022-10-14
- Subjects: Leadership , Automobile industry executives , Role expectation , Identity (Psychology) , Personnel management , Organizational behavior
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/403036 , vital:69916
- Description: The purpose of this study is to investigate and understand how specialists who are newly appointed team leaders in an automotive manufacturing organisation experience the transition from specialists to team leaders. The role of leading others in an organisation is linked to human resource leadership. The human resource is highlighted as a valuable resource as it is the only thinking resource in an organisation. It also influences cost and quality and it is central to the organisation's competitive advantage. Consequently, any interruptions or lack of effective management of the human resource will result in a loss of value that the human resource brings into the organisation since they maximise the use of all other resources. The role transitioning process takes place in three phases. These are the separation, transitioning and incorporation phases. In the separation phase, the transitioning individuals have difficulty detaching from their previous role; the individuals still having the urge to do the work for their subordinates instead of delegating illustrate this. In the transition phase, the individuals in the study experienced the anxiety of wanting to make the new role a success whilst experiencing a sense of lack of belonging due to not being in the familiar old role and not entrenched in the new role. In the incorporation phase, the transitioning individuals experience a sense of stability where they are comfortable acting in the new role. Problem: This study aims to answer the question of how newly appointed team leaders in an automotive manufacturing organisation experience role transition from specialists to team leaders Method: The study will be employing the qualitative thematic deductive method. The target population consists of team leaders who have transitioned into the team leader position in the past two years in different departments. The data was collected by way of face-to-face semistructured interviews with a sample size of seven participants. Data analysis was conducted with a method that is consistent with thematic analysis. 3 Key Findings: Individuals transitioning have urgencies to perform their previous roles in the early phase; during the transition phase, they have anxiety because they are not yet successful in the new role, and in the final phase, they have become comfortable with their new roles and their new identities. Implications: The study's outcome is to identify insights and resultant recommendations for non-leading specialists transitioning into roles where they have to lead others. The study will add to the research in the field of leadership behaviour and organisational behaviour. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2022
- Full Text:
- Date Issued: 2022-10-14
- Authors: Mzelemu, Patrick Sbusiso
- Date: 2022-10-14
- Subjects: Leadership , Automobile industry executives , Role expectation , Identity (Psychology) , Personnel management , Organizational behavior
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/403036 , vital:69916
- Description: The purpose of this study is to investigate and understand how specialists who are newly appointed team leaders in an automotive manufacturing organisation experience the transition from specialists to team leaders. The role of leading others in an organisation is linked to human resource leadership. The human resource is highlighted as a valuable resource as it is the only thinking resource in an organisation. It also influences cost and quality and it is central to the organisation's competitive advantage. Consequently, any interruptions or lack of effective management of the human resource will result in a loss of value that the human resource brings into the organisation since they maximise the use of all other resources. The role transitioning process takes place in three phases. These are the separation, transitioning and incorporation phases. In the separation phase, the transitioning individuals have difficulty detaching from their previous role; the individuals still having the urge to do the work for their subordinates instead of delegating illustrate this. In the transition phase, the individuals in the study experienced the anxiety of wanting to make the new role a success whilst experiencing a sense of lack of belonging due to not being in the familiar old role and not entrenched in the new role. In the incorporation phase, the transitioning individuals experience a sense of stability where they are comfortable acting in the new role. Problem: This study aims to answer the question of how newly appointed team leaders in an automotive manufacturing organisation experience role transition from specialists to team leaders Method: The study will be employing the qualitative thematic deductive method. The target population consists of team leaders who have transitioned into the team leader position in the past two years in different departments. The data was collected by way of face-to-face semistructured interviews with a sample size of seven participants. Data analysis was conducted with a method that is consistent with thematic analysis. 3 Key Findings: Individuals transitioning have urgencies to perform their previous roles in the early phase; during the transition phase, they have anxiety because they are not yet successful in the new role, and in the final phase, they have become comfortable with their new roles and their new identities. Implications: The study's outcome is to identify insights and resultant recommendations for non-leading specialists transitioning into roles where they have to lead others. The study will add to the research in the field of leadership behaviour and organisational behaviour. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2022
- Full Text:
- Date Issued: 2022-10-14
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