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Managing for Ethical–Organizational Integrity by Daniel Palmer, Abe Zakhem

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CHAPTER 1

Doing What Is Good

In the introduction we mentioned that promoting ethical–organizational integrity requires doing what is good. Indeed, doing what is good typically involves not only caring for one’s self but includes promoting the welfare of others or otherwise promoting that which is deemed valuable (e.g., wealth, health, learning and education, security, sustenance, self-respect, etc.). Thus in business, doing what is good requires more than just advancing private managerial interests or one’s career and, in one way or another, involves doing what is good for one’s company, and at the same time promoting overall social welfare. But, given the fact that managers have limited resources and that there are times when individual and ...

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