"The Prince" has long been both praised and reviled for its message of moral relativism, and political expediency. Although a large part is devoted to the mechanics of gaining and staying in power, Machiavelli's end purpose is to maintain a just and stable government. He is not ambiguous in stating his belief that committing a small cruelty to avert a larger is not only justifiable, but required of a just ruler. Machiavelli gives a vivid portrayal of his world in the (...) chaos and tumult of early 16th century Florence, Italy and Europe. He uses both his contemporary political situation, and that of the classical period to illustrate his precepts of statecraft. (shrink)

"This is an excellent, readable and vigorous translation of _The Prince_, but it is much more than simply a translation. The map, notes and guide to further reading are crisp, to-the-point and yet nicely comprehensive. The inclusion of the letter to Vettori is most welcome. But, above all, the Introduction is so gripping and lively that it has convinced me to include _The Prince_ in my syllabus for History of Western Civilization the next time that I teach it.... Great price, (...) too! And lovely printing and layout." --Rachel Fulton, _University of Chicago_. (shrink)

While most business ethics texts focus exclusively on individual decision making--what should an individual do--this resource presents the whole business ethics story. Highly realistic, readable, and down-to-earth, it moves from the individual to the managerial to the organizational level, focusing on business ethics in an organizational context to promote an understanding of complex influences on behavior. The new Fifth Edition is the perfect text for students entering the workplace, those seeking to become professionals in training, communications, compliance, in addition to (...) chief ethics officers, corporate counsel, heads of human resources, and senior executives. (shrink)

I Deliberation, Practical Syllogisms , and Intuition. Introduction Aristotle's views on moral reasoning are a difficult and much disputed subject. ...

This short theoretical paper elucidates a plausible theory about the Global Financial Crisis and the role of senior financial corporate directors in that crisis. The paper presents a theory of the Global Financial Crisis which argues that psychopaths working in corporations and in financial corporations, in particular, have had a major part in causing the crisis. This paper is thus a very short theoretical paper but is one that may be very important to the future of capitalism because it discusses (...) significant ways in which Corporate Psychopaths may have acted recently, to the detriment of many. Further research into this theory is called for. (shrink)

Treatise on political power, statecraft, and the qualities of the ideal ruler.

Treatise on political power, statecraft, and the qualities of the ideal ruler.

THE FIRST EDITION of this book was based primarily on experience with adult male psychopaths hospitalized in a closed institution. Though a great many other psychopaths had come to my attention, most of the patients who were observed over years and from whom emerged the basic concepts presented in 1941 were from this group. During the next decade a much more diverse group became available. Female patients, adolescents, people who had never been admitted to a psychiatric hospital, all in large (...) numbers, became available for study and afforded an opportunity to observe the disorder in a very wide range of variety and of degree. This additional clinical experience, helpful comment in the reviews of the first edition, enlightening discussion with colleagues, and an improved acquaintance with the literature all contributed to modify concepts formulated approximately ten years earlier. In attempting to revise the book for the second edition (1950), I found it was impossible to do justice to the subject by minor additions, deletions, and modifications. It was necessary to write a new and much larger book. (shrink)

What is right in the corporation is not what is right in a man's home or in his church," a former vice-president of a large firm observes. "What is right in the corporation is what the guy above you wants from you." Such sentiments pervade American society, from corporate boardrooms to the basement of the White House. In Moral Mazes, Robert Jackall offers an eye-opening account of how corporate managers think the world works, and of how big organizations shape moral (...) consciousnss. Based on extensive interviews with managers at every level of two industrial firms and of a large public relations agency, Moral Mazes takes the reader inside the intricate world of the corporation. It is a world where hard work does not necessarily lead to success, but where sharp talk, self-promotion, powerful patrons, and sheer luck might; where intense competition is masked by cheerfully bland public faces; where intentions are cloaked and frankness is simply one of many guises; and where words are always provisional and accountability often depends on the ability to outrun mistakes. In this topsy-turvy world, managers must bring often unforgiving technology and always difficult people together to make money, an uncompromising task demanding continual compromises with conventional verities. Moral issues are translated into practical concerns and into issues of public relations. Sooner or later, managrs ask themselves: How does one act in such a world and maintain a sense of personal integrity? Moral Mazes is a brilliant, sometimes disturbing, often wildly funny study of corporate thinking, decision-making, and morality. It is an analytical work of great importance, one filled with compelling real life stories of the men and women charged with running the business of America. It is a book for anyone interested in how big organizations actually function, or who is concerned with the current moral malaise in our public life. (shrink)

This research tested the hypothesis that prudence and altruism, in situations involving future desires, follow a similar developmental course between the ages of 3 and 5 years. Using a modified delay of gratification paradigm, 3- to 5-year-olds were tested on their ability to forgo a current opportunity to obtain some stickers in order to gratify their own future desires — or the current or future desires of a research assistant. Results showed that in choices involving current desires, altruistic behavior was (...) unrelated to age. However, prudence and altruism involving future situations were correlated with one another and with age. Children under 4 years of age demonstrated significantly less futureoriented prudence than the older children (F(1,49) = 15.75; p<.001) and significantly less altruism involving future situations (F(1,49) = 33.24; p<.001). The data for the 3-year-olds, but not for the older children, also showed agepartialled correlations between the two future-oriented choice situations. These results suggest that between 3 and 4 years, children acquire the ability to deal with future-oriented situations through the development of some common mechanism which affects both future-oriented prudence and altruism. (shrink)