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Fatmah Bagis
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Journal of Management Practices, Humanities and Social Sciences
Published by Universitas Muhammadiyah Purwokerto
ISSN : -     EISSN : 26046423     DOI : https://doi.org/10.33152/jmphss
Core Subject : Economy, Humanities, Education, Art, Social,
Arts Humanities Economics, Econometrics & Finance Education Social Sciences
The Journal of Management Practices, Humanities and Social Sciences (JMPHSS) is dedicated to providing comprehensive coverage of organizational challenges and theories within the realms of social sciences, humanities, and management. Emphasizing comparative and transnational methodologies, the journal fosters discourse on historical constructs, transcending disciplinary boundaries. JMPHSS serves as a platform for scholarly exchange, catering to researchers, academicians, and practitioners worldwide. With a focus on transdisciplinary and interdisciplinary approaches, it addresses contemporary global issues, fostering critical review and discussion informed by cutting-edge research.
Arjuna Subject : Ilmu Sosial - Ilmu Sosial (Lain-Lain)
Articles 12 Documents
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Search results for , issue "Vol. 7 No. 3: JMPHSS" : 12 Documents clear
Exit the Big Other: “Disintegration of the Big Other” Through the Unsymbolizability of Trauma in Exit West Muhammad Ehtesham; Atteq ur Rahman
Journal of Management Practices, Humanities and Social Sciences Vol. 7 No. 3: JMPHSS
Publisher : Journal of Management Practices, Humanities and Social Sciences

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33152/jmphss-7.3.11

Abstract

This research investigates the cause of the “demise of the big Other” after the experience of trauma and the symbolic meaning of the elements of magic realism in Exit West. Saeed and Nadia, and countless such victims of conflict, pass through magical doors to escape their predicament. This paper explores the symbolic meaning of passage through such doors and comments on the freedom afforded by the seeming failure of social rules in the wake of traumatizing conflict as well as the elements of unfreedom on the other end that await those who escape. This study is undertakes Psychoanalytic Criticism of the primary text, chiefly relying on the findings of Jacques Lacan and Slavoj Zizek in order to explain the mysterious collapse of socio-cultural regulations. Saeed and Nadia, in Mohsin Hamid’s Exit West, are involved in a secret relationship because the big Other of social rules in the novel has no place for such a human connection. However, this big Other, as social authority which provides Symbolic Efficiency, collapses following each traumatic encounter, primarily the killing of Saeed’s mother, allowing Nadia to live with Saeed. The big Other’s prohibition is arrested because of the very nature of trauma: the big Other is the domain of language whereas trauma is a manifestation of the Real, beyond language. Ergo, the big Other is subverted by trauma. Saeed and Nadia pass through magical doors into a realm where their regional social conventions are nullified. These doors represent trauma and open into spaces of relative freedom. In these spaces, the big Other invades again, represented by little Others in various modalities; nevertheless, remnants of freedom still exist. Besides bringing to light and interpreting trauma in a renowned work of literature, a new mode of resistance to social rules is discovered.
Organizational Democracy: Investigating Dimensions, Impact, and Methodology via a Literature Review Syed Qasim Shah; Suhaimi Mhd Sarif
Journal of Management Practices, Humanities and Social Sciences Vol. 7 No. 3: JMPHSS
Publisher : Journal of Management Practices, Humanities and Social Sciences

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33152/jmphss-7.3.12

Abstract

Organizational democracy, a progressive paradigm shift in workplace dynamics, empowers employees through active involvement in decision-making, transparent communication, and equitable information sharing. This paper offers a comprehensive exploration of organizational democracy's dimensions, strategies for implementation, and its wide-ranging impact on both individual engagement and overall organizational performance. Key insights reveal that embracing organizational democracy leads to heightened employee engagement, increasing innovation and commitment. While challenges like resistance to change are evident, practical recommendations are provided for practitioners, urging leadership endorsement, effective communication strategies, and targeted training initiatives to smooth the transition. Looking ahead, the research highlights the need for cross-cultural analyses and longitudinal investigations to deepen our understanding of how organizational democracy operates in diverse settings over time. This paper underscores organizational democracy's potential to reshape workplaces into thriving hubs of collaboration, creativity, and resilience.

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