000 25929cam a2202017Ii 4500
001 160208
008 110805s20132013nyu a 000 0 eng
020 _a0073528722 (paperback)
020 _a9780073528724 (paperback)
022 _a1055-5455
040 _aMEF
_beng
_erda
049 _aTR-IsMEF
050 0 0 _aHF5387
_b.B87 2013
245 0 0 _aBusiness ethics 12/13 /
_ceditors, John E. Richardson, Pepperdine University, William J. Kehoe, University of Virginia.
246 0 0 _aBusiness ethics twelve thirteen.
250 _aTwenty-fourth edition.
264 1 _aNew York :
_bMcGraw-Hill,
_c2013.
264 4 _a©2013
300 _axxiv, 192 pages :
_billustrations ;
_c28 cm.
336 _atext
_2rdacontent
337 _aunmediated
_2rdamedia
338 _avolume
_2rdacarrier
490 0 _aAnnual editions.
505 8 _a34. Revisiting the global business ethics question -- 35. Taking your code to China -- Unit 4 Ethics and social responsibility in the marketplace 36. Honest innovation -- 37. Serving unfair customers -- 38. Emerging lessons -- 39. First, make money, also, do good -- 40. Fraud continues, but so does good corporate citizenship -- Unit 5 Developing the future ethos and social responsibility of business 41. Creating an ethical culture -- 42. Outside-the-box ethics -- 43. Hiring character -- 44. Strategic organizational diversity: a model? -- 45. When generations collide -- 46. Fiduciary principles: corporate responsibilities to stakeholders -- 47. A time for ethical self-assessment.
505 8 _aUnit 1 Ethics, values, and social responsibility in business 1. Thinking ethically: a framework for moral decision making -- 2. Voicing values, finding answers -- 3. Is business ethics getting better? A historical perspective -- 4. Building an ethical framework -- 5. Principles for building an ethical organization -- 6. Moral management methodology/ mythology: erroneous ethical equations -- Unit 2 Ethical issues and dilemmas in the workplace 7. Employers are stung with a hefty price when employees suffer an identity theft -- 8. Are you too family friendly? -- 9. High rates of misconduct at all levels of government -- 10. Under pressure, teachers tamper with test scores -- 11. Investigation into APS (Atlanta public schools) cheating finds unethical behavior across every level -- 12. When you're most vulnerable to fraud -- 13. When good people do bad things at work -- 14. Behind the Murdoch scandal? Scandalous governance -- 15. More men make harassment claims -- 16. American apparel and the ethics of a sexually charged workplace -- 17. What the Wal-Mart ruling means for big business -- 18. Older workers: running to the courthouse? -- 19. Fighting the high cost of " getting even" at work -- 20. Cost reductions, downsizing-related layoffs, and HR practices -- 21. People have to come before profits, even in a crisis -- 22. Protecting the whistleblower -- 23. Deep throat's lessons for whistle-blowers -- 24. SEC rule will let whistle-blowers bypass internal programs -- 25. The parable of the sadhu -- 26. "Rogue" trading lasted 3 years -- Unit 3 Business and society: contemporary ethical, social, and environmental issues 27. Trust in the marketplace -- 28. Privacy and the Internet: lives of others -- 29. The new e-spionage threat -- 30. The ethics of social media part I: adjusting to a 24/7 world -- 31. The ethics of social media part II: playing by new rules -- 32. Ethics must be global, not local -- 33. Conceptualizing a framework for global business ethics.
520 _aThe Annual Editions series is designed to provide convenient, inexpensive access to a wide range of current articles from some of the most respected magazines, newspapers, and journals published today. Annual Editions are updated on a regular basis through a continuous monitoring of over 300 periodical sources. The articles selected are authored by prominent scholars, researchers, and commentators writing for a general audience. Annual Editions volumes have a number of organizational features designed to make them especially valuable for classroom use: a general introduction; an annotated table of contents; a topic guide; an annotated listing of supporting World Wide Web sites; Learning Outcomes and a brief overview at the beginning of each unit; and a Critical Thinking section at the end of each article. Each volume also offers an online Instructor's Resource Guide with testing materials. Using Annual Editions in the Classroom is a general guide that provides a number of interesting and functional ideas for using Annual Editions readers in the classroom. Visit www.mhhe.com/annualeditions for more details.
650 0 _aBusiness ethics.
700 1 _aKehoe, William J.,
_d1941-,
_eeditor.
700 1 _aRichardson, John E.,
_eeditor.
900 _aMEF Üniversitesi Kütüphane katalog kayıtları RDA standartlarına uygun olarak üretilmektedir / MEF University Library Catalogue Records are Produced Compatible by RDA Rules
910 _aÇağlayan
942 _2lcc
_cBKS
970 0 1 _aPreface,
_pv.
970 0 1 _aSeries,
_pvi.
970 0 1 _aCorrelation guide,
_pxiv.
970 0 1 _aTopic guide,
_pxv.
970 0 1 _aInternet references,
_pxviii.
970 0 1 _aAdditional resources,
_pxx.
970 1 2 _tUnit 1 Ethics, values, and social responsibility in business
970 0 1 _aUnit overview,
_pxxiv.
970 1 2 _tThinking ethically: a framework for moral decision making / Issues in Ethics, Winter 1996,
_cManuel Velasquez,
_fVelasquez, Manuel,
_p2.
970 1 1 _tOutlined here are key steps and five different approaches to dealing with moral issues and helping to resolve ethical dilemmas.
970 1 2 _tVoicing values, finding answers / BizEd, July/August 2008,
_cMary C. Gentile,
_fGentile, Mary C.,
_p5.
970 1 1 _tAn article examining the difficultires of business schools integrating ethics into the curriculum and the importance of addressing ethics in core courses. The autjor describes a giving voice to values (GVV) program developed by the aspen institute business & society program and the yale school of management.
970 1 2 _tIs business ethics getting better? A historical perspective / Business ethics quarterly, April 2011,
_cJoanne B. Ciulla,
_fCiulla, Joanne B.,
_p9.
970 1 1 _tIf we fail to study history, we may find history repeating itself on us. The author, in a society for business ethics presidential address, provides historical examples of ethical issues and discusses Harvard Business School's early attempts to use business history in teaching business ethics,
_p9.
970 1 2 _tBuilding an ethical framework / CRO, May/June 2007,
_cThomas R. Krause,
_fKrause, Thomas R.,
_p14.
970 1 2 _tBuilding an ethical framework / CRO, May/June 2007,
_cJohanne B. Ciulla,
_fCiulla, Johanne B.,
_p14.
970 1 1 _tThe authors examine 10 questions that should be considered to build an ethical framework and to encourage an ethical corporate culture.
970 1 2 _tPrinciples for building an ethical organization / Markkula Center for Applied Ethics, Santa Clara University, June 2007,
_cMiriam Schulman,
_fSchulman, Miriam,
_p16.
970 1 1 _tThe author presents five principles for building an ethical organization offered by R. Gopalakrishnan to a group of executives during a Markkula Center lecture in June 2007.
970 1 2 _tMoral management methodology/ mythology: erroneous ethical equations / Ethics and Behavior, March 19, 2009,
_cAndrew Sikula Sr.,
_fAndrew Sikula Sr.,
_p18.
970 1 1 _tUnderstanding the falsity of certain common beliefs helps one to move toward better business ethics and a higher degree of moral management,
_p18.
970 1 2 _tUnit 2 Ethical issues and dilemmas in the workplace.
970 0 1 _aUnit overview,
_p24.
970 1 2 _tPart A employee right and duties.
970 1 2 _tEmployers are stung with a hefty price when employees suffer an identity theft / Supervision, July 1, 2008,
_cStephanie Shapson Peet, Esq.,
_fPeet, Stephanie Shapson, Esq.,
_p27.
970 1 1 _tStephanie peet examines some of the legal background and consequences associated when identity theft occurs in the workplace.
970 1 2 _tAre you too family friendly? / HR Magazine, October 2007,
_cSusan J. Wells,
_fWells, Susan J.,
_p30.
970 1 1 _tAs the proportion of single and childless workers increases, so do complaints of unfaimess in employers' benefits and policies.
970 1 2 _tPart B organizational misconduct and crime.
970 1 2 _tHigh rates of misconduct at all levels of government / CMA, Strategic finance, July 2008,
_cCurtis C. Verschoor,
_fVerschoor, Curtis C.,
_p35.
970 1 1 _tThe results of the national government ethics survey (NGES) show that the high incidence of ethical misconduct can be found both in the public sector of business as well as in the governmental sector.
970 1 2 _tUnder pressure, teachers tamper with test scores / NewYorkTimes.com, June 10, 2010,
_cTrip Gabriel,
_fGabriel, Trip,
_p38.
970 1 1 _tRecent scandals illustrate the many ways, some subtle, that educators improperly boost students' test scores,
_p38.
970 1 2 _tInvestigation into APS (Atlanta Public Schools) cheating finds unethical behavior acrooss every level / The Atlanta Journal- Constitution, July 6, 2011.
970 1 1 _tEthical issues presented in this article involve teachers who repotedly cheated due to fear of retalitation if they did not erase and correct mistakes on students standardized test answer sheets and administrators who reportedly denied all allegations of cheating. Also examined are examples of ways educators tampered with test results and three key reasons why cheating was permitted to flourish in Atlanta Public Schools.
970 1 2 _tWhen you're most vulnerable to fraud / Wall Street Journal, August 16, 2010,
_cRob Johnson,
_fJohnson, Rob,
_p44.
970 1 1 _tRob Johnson describes a sad situation for small businesses- when times are great- watch out, since this is the time when entrepreneurs are most vulnerable to fraud.
970 1 2 _tWhen good people do bad things at work / Issues in Ethics, Fall 1999, Markulla Center for Applied Ethics, Santa Clara University,
_cDennis J. Morberg,
_fMoberg, Dennis J.,
_p48.
970 1 1 _tThe author identifies three problems-scripts, distractions, and moral exclusion-as explanations why good people do bad things at work.
970 1 2 _tBehind the Murdoch scandal? Scandalous governance / Fortune, August 15, 2011,
_cGeoff Colvin,
_fColvin, Geoff,
_p51.
970 1 1 _tThe author cites companies such as Enron, Worldcom, tyco, adelphia, parmalat, healthsouth and news corp as examples of scandalous governance while each was led by one powerful person in growing from a small enterprise to a large publicly traded organization. To the three problems identified in the preceding article by Moberg-scripts, distractions, moral exclusion-colvin adds a fourth problem-the one-man problem.
970 1 2 _tPart C sexual treatment of employees.
970 1 2 _tMore men make harassment claims / The Wall Street Journal, March 23, 2010,
_cDana Mattioli,
_fMattioli, Dana,
_p53.
970 1 1 _tSince the start of the recession, a growing number of sexual harassment complaints have come from men.
970 1 2 _tAmerican apparel and the ethics of a sexually charged workplace / Business Ethics, March 15, 2011,
_cGael O'Brien,
_fO'Brien, Gael,
_p55.
970 1 1 _tA company, American apparel, whose alleged philosophy of sexual freedom in the workplace faces pending itigation for sexual harassment and creating a hostile work environment.
970 1 2 _tWhat the Wal-Mart ruling means for big business / Fortune, June 20, 2011,
_cRoger Parloff,
_fParloff, Roger,
_p57.
970 1 1 _tIn a class-action sex discrimination lawsuit, the supreme court ruled 5-4 in Wal-Mart's favor. At issue wa a claim of unconscious discrimination by the company in giving manager wide discretion in making pay and promotion decisions when allegedly many managers were of the male gender.
970 1 2 _tPart D discriminatory and prejudicial practices.
970 1 2 _tOlder workers: running to the courthouse? / HR Magazine, June 2008,
_cRobert J. Grossman,
_fGrossman, Robert J.,
_p59.
970 1 1 _tRobert Grossman reflects on the questions: "Do greater numbers of baby boomers result in more age discrimination suits?.
970 1 2 _tFighting the high cost of " getting even" at work / Fortune, August 16, 2011,
_cAnne Fisher,
_fFisher, Anne,
_p63.
970 1 1 _tThe U.S. equal opportunity commission reports that retailation complaints now surpassed racial discrimination complaints as the number one employee lawsuit.
970 1 2 _tPart E downsizing of the work force.
970 1 2 _tCost reductions, downsizing-related layoffs, and HR practices / SAM Advanced Management Journal, Summer 2008,
_cFranco Gandolfi,
_fGandolfi, Franco,
_p65.
970 1 1 _tWhen firms need to cut costs too often they start laying people off, Layoffs, according to the author should be the last resort, not the first, because of their widespread negative effects.
970 1 2 _tPeople have to come before profits, even in a crisis / MercatorNet, March 21, 2011,
_cAlistair Nicholas,
_fNicholas, Alistair,
_p72.
970 1 1 _tThe author argues that the most important lesson from the Fukushima Daiichi nuclear power plant disaster is that training in ethical decision making must be part of crisis preparedness training so as to ensure that "people must come before profits-always and unconditionally."
970 1 2 _tPart F whistleblowing in the organization.
970 1 2 _tProtecting the whistleblower / CRO, January/February 2008,
_cR. Scott Oswald,
_fOswald, R. Scott,
_p74.
970 1 2 _tProtecting the whistleblower / CRO, January/February 2008,
_cJason Zuckerman,
_fZuckerman, Jason,
_p74.
970 1 1 _tAccording to the authors, companies should fine-tune internal probes to make whistleblowing investigation more of an asset than a liability.
970 1 2 _tDeep throat's lessons for whistle-blowers / Bloomberg Businees Week, June 3, 2008,
_cPatricia O'Connell,
_fO'Connell, Patricia,
_p76.
970 1 1 _tLearn the seven lessons for whistle-blowers taken from the experience of Mark Felt, the so-called deep throat of the watergate scandal.
970 1 2 _tSEC rule will let whistle-blowers bypass internal programs / Bloomberg Business Week, May 25, 2011,
_cJesse Hamilton,
_fHamilton, Jesse,
_p78.
970 1 1 _tAs part of a new bounty system under the Dood-Frank Act, corporate whistle-blowers now will collect up to 30 percent of penalties for reporting financial wrongdoing even if internal reporting systems are bypassed. The U.S. chamber of commerce is concerned the new SEC rule might have leave "expensive, robust compilance programs collecting dust" as employees bypass corporate systems and go straight to the SEC with reports of financial malfeasance.
970 1 2 _tThe parable of the sadhu / Harvard Business Review, May/June 1997,
_cBowen H. McCoy,
_fMcCoy, Bowen H.,
_p80.
970 1 1 _tThe parable presented in this reading has significance for managers as they encounter ethical dilemmas that involve merging the individual ethic (personal values) and the corporate ethic (organizational values to make the best decisions within the corporate culture. Bownen McCoy stresses the importance of management agreeging on a process for dealing with dilemmas and conflicts of interest.
970 1 2 _t"Rogue" trading lasted 3 years / The Wall Street Journal, September 17, 2011,
_cCarrick Mollenkamp,
_fMollenkamp, Carrick,
_p86.
970 1 2 _t"Rogue" trading lasted 3 years / The Wall Street Journal, September 17, 2011,
_cPaul Sonne,
_fSonne, Paul,
_p86.
970 1 2 _t"Rogue" trading lasted 3 years / The Wall Street Journal, September 17, 2011,
_cDeborah Ball,
_fBall, Deborah,
_p86.
970 1 1 _tSwitzerland's UBS AG, reportedly facing over a $2 billion loss on trades from its delta one desk, notified UK's financial services authority and the serious fraud office requesting arrest of the trader in question. The trader allegedly exceeded his trading limits raising questions about the bank's internal controls, particularly controls for exchange-traded funds (ETFs). A serious question concerns the risks of EFTs because of "complexity, opacity and interconnectedness" of the markets.
970 1 2 _tUnit 3 Business and society: contemporary ethical, social, and environmental issues.
970 0 1 _aUnit overview.
970 1 2 _tPart A changing perspectives in business and society.
970 1 2 _tTrust in the marketplace / 2000,
_cJohn E. Richardson,
_fRichardson, John E.,
_p90.
970 1 2 _tTrust in the marketplace / 2000,
_Linnea Bernard,
_fBernard, Linnea,
_p90.
970 1 1 _tThe authors scrutinizie the significance of companies being cognizant of the precarious nature and powerful advantages of gaining and maintaining trust with their customers in the marketplace.@
970 1 2 _tPart B contemporary ethical issues.
970 1 2 _tPrivacy and the internet: lives of others / The Economist, May 22, 2011,
_p93.
970 1 1 _tFacebook and Google face a backlash, from users and regulators alike, over the way they have handled sensitive data.
970 1 2 _tThe new e-spionage threat / Bloomberg BusinessWeek, April 21, 2008,
_cBrian Grow,
_fGrow, Brian,
_p95.
970 1 2 _tThe new e-spionage threat / Bloomberg BusinessWeek, April 21, 2008,
_cKeith Epstein,
_fEpstein, Keith,
_p95.
970 1 2 _tThe new e-spionage threat / Bloomberg BusinessWeek, April 21, 2008,
_cChi-Chu Tschang,
_fTschang, Chi-Chu,
_p95.
970 1 1 _tA BusinessWeek probe of rising attacks on America's most sensitive computer networks uncovers startling security gaps.
970 1 2 _tThe ethics of social media-Part I: adjusting to a 24/7 world / Business Ethics, December 14, 2010,
_cJames Hyatt,
_fHyatt, James,
_p104.
970 1 1 _tThe new dilemmas for management in on era of social media and the need for improved internal controls, revised codes of ethics, and new policies are discussed.
970 1 2 _tThe ethics of social media-Part II: playing by new rules / Business Ethics, November 10, 2010,
_cJames Hyatt,
_fHyatt, James,
_p107.
970 1 1 _tPart two of a series, the author examines various examples of how organizatons are facing the social media challenge, including using such new services such as reputafcing the social media challenge, including using such new services such as reputation defender, MyEdgePro, MyPrivacy, Cisco Social Miner, E-mail analytics.
970 1 2 _tPart C. global ethics.
970 1 2 _tEthics must be global, not local / Bloomberg Business Week, February 12, 2008,
_cBill George,
_fGeorge, Bill,
_p110.
970 1 1 _tThe author argıes "the only way to build a great global company is with a simple global standard of business practices, vigoroysly communicated and rigorusly enforced. To sustain their success, companies must follow the same standards of business conduct in Shanghai, Mumbai, Kiev and Riyadh as in Chicago.
970 1 2 _tConceptualizing a framework for global business ethics / Business Ethics and Social Impact Management, Fall 2003,
_cWilliam J. Kehoe,
_fKehoe, William J.,
_p112.
970 1 1 _tWhat are important considerations in developing a global code of ethics? An eight-stage framework for global business ethics is developed. The framework begins with the stage of understanding the orientation of a firm and concludes with recommendations for promulgating and using a framework of global business ethics.
970 1 2 _tRevisiting the global business ethics question / Business Ethics Quarterly, April 2010,
_cChristopher Michaelson,
_fMichaelson, Christopher,
_p126.
970 1 1 _tWhat are important considerations in developing a global code of ethics? An eight-stage framework for global business ethics is developed. The framework begins with the stage of understanding the prientation of a firm and concludes with recommendations for promulgating and using a framework of global business ethics.
970 1 2 _tTaking your code to China /Journal of International Business Ethics, January 2010,
_cKirk O. Hanson,
_fHanson, Kirk O.,
_p135.
970 1 2 _tTaking your code to China /Journal of International Business Ethics, January 2010,
_cStephan Rothlin,
_fRothlin, Stephan,
_p135.
970 1 1 _tThe authors explain why it is so difficult for managers of U.S. -based firms to take codes of ethics from a home country to host countries, Examples of successes are presented,
_p135.
970 1 2 _tUnit 4 Ethics and social responsibility in the marketplace.
970 0 1 _aUnit Overview,
_p142.
970 1 2 _tPart A Marketing Strategy and Ethics.
970 1 2 _tHones innovation / Marketing management, March/April 2009,
_cCalvin L. Hodock,
_fHodock, Calvin L.,
_p144.
970 1 1 _tEthics issues in new product development could be stalling innovation growth.
970 1 2 _tServing unfair customers / Business Horizons, 2008,
_cLeonard L. Berry,
_fBerry, Leonard,
_p148.
970 1 2 _tServing unfair customers / Business Horizons, 2008,
_cKathleen Seiders,
_fSeiders, Kathleen,
_p148.
970 1 1 _tCompanies commonly adapt, "The customer is always right" maxim as a basic premise for delivery quality service. A close examination of customer behavior, however, reveals that customers can be not only wrong but also blatantly unjust.
970 1 2 _tEmerging lessons / Wall Street Journal, October 20, 2008,
_cMadhubalan Viswanathan,
_fViswanathan, Madhubalan,
_p155.
970 1 2 _tEmerging lessons / Wall Street Journal, October 20, 2008,
_cJose Antonio Rosa,
_fRosa, Jose Antonio,
_p155.
970 1 2 _tEmerging lessons / Wall Street Journal, October 20, 2008,
_cJulie A. Ruth,
_fRuth, Julie A.,
_p155.
970 1 1 _tThe authors delineate that for multinational companies, understanding the needs of poorer consumers can be both profitable and socially responsible.
970 1 2 _tPart B. ethical practices in the marketplace.
970 1 2 _tFirst, make mone. also, do good / The New York Times, August 13, 2011,
_cSteve Lohr,
_fLohr, Steve,
_p159.
970 1 1 _tThe concept that companies can do well by doing good underpins this artichle.
970 1 2 _tFraud continues, but so does good corporate citizenship / Strategic Finance, December 2009,
_cCurtis C. Verschoor,
_fVerschoor, Curtis C.,
_p161.
970 1 1 _tWhite instances of fraud continue to plague business, companies, continue to strive to practice good corporate citizenship.
970 1 2 _tUnit 5 developing the future ethos and social responsibility of business.
970 0 1 _aUnit overview,
_p164.
970 1 2 _tCreating and ethical culture / Strategic Finance, May 2006,
_cDavid Gebler,
_fGebler, David,
_p166.
970 1 1 _tDavid Gebler examines how values-based ethics programs can help employees judge right from wrong.
970 1 2 _tOutside-the-box-ethics / Leadership Excellence, April 2009,
_cLuis Ramos,
_fRamos, Luis,
_p170.
970 1 1 _tLuis Ramos disccusses five key characteristics of an ethical culture.
970 1 2 _tHiring character / Integrity Works, June 2005,
_cDana Telford,
_fTelford, Dana,
_p172.
970 1 2 _tHiring character / Integrity Works, June 2005,
_cAdrian Gostick,
_fGostick, Adrian,
_p172.
970 1 1 _tIn an excerpt from Dana Telford and Adrian Gostick's new book, Integrity Works, they presenet a look at business leader Warren Buffett's practice of hiring people based on their integrity.
970 1 2 _tStrategic organizational diversity: a model? / The International Journal of Diversity in Organization, Communities and Nations, August 6, 2009,
_cFrederick Tesch,
_fTesch, Frederick,
_p176.
970 1 2 _tStrategic organizational diversity: a model? / The International Journal of Diversity in Organization, Communities and Nations, August 6, 2009,
_cFrederick Maidment,
_fMaidment, Frederick,
_p176.
970 1 1 _tContemporary organizations pursue diversity for many reason-for example, economic, ethical, regulatory, legal and social. Ideally, an organization's human diversity matches its strategic goals. Little attention has been given, however, to a theoretical basis for diversity as an organizational goal. Modigliani's theory of diversity in investments might provide a model for managing an organization's human diversity and reducing its business risks.
970 1 2 _tWhen generations collide / Trauma and Memory: Clinical and Legal Controversies, February 2007,
_cPiper Fogg,
_fFogg, Piper,
_p180.
970 1 1 _tThere are now four generations in the workforce: traditionalists, baby boomers, generation X, and generation Y. Having them to work together can be a real challenge. This is especially true on university campuses.
970 1 2 _tFiduciary Principles: corporate responsibilities to stakeholders / Journal of Religion and Business Ethics, September 10, 2011,
_cSusan C. Atherton,
_fAtherton, Susan C.,
_p183.
970 1 2 _tFiduciary Principles: corporate responsibilities to stakeholders / Journal of Religion and Business Ethics, September 10, 2011,
_cMark S. Blodgett,
_fBlodgett, Mark S.,
_p183.
970 1 2 _tFiduciary Principles: corporate responsibilities to stakeholders / Journal of Religion and Business Ethics, September 10, 2011,
_cCharles A. Atherton,
_fAtherton, Charles A.,
_p183.
970 1 1 _tThe article examines the origins of the fiduciary concept in shaping the ethical and morel duties of managers. Several studies are cited including the responsibilitiy of corporate boards having "a fiduciary duty to make ethics-based decisons.".
970 1 2 _tA time for ethical self-assessment / Bloomberg Businessweek, December 23, 2008,
_cRick Wartzman,
_fWartzman, Rick,
_p190.
970 1 1 _tWhat kind of person do you see when you look in the mirror. That is, when you do an ethical self-assessment what kind of person do you see? Peter Drucker called that question "the mirror test" or the "ethics of prudence"?.
970 0 1 _aTest-your-knowledge form,
_p192.
999 _c4124
_d4124
003 KOHA