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In this volume, some of today’s most distinguished philosophers survey the whole field of ethics, from its origins, through the great ethical traditions, to theories of how we ought to live, arguments about specific ethical issues, and the nature of ethics itself. The book can be read straight through from beginning to end; yet the inclusion of a multi-layered index, coupled with a descriptive outline of contents and bibliographies of relevant literature, means that the volume also serves as a work of reference, both for those coming afresh to the study of ethics and for readers already familiar with the subject.
Centore’s work is an inquiry into the weaknesses and strengths of the two basic positions in ethics: the man-centered model and the God-centered model for deciding between right and wrong behavior. The philosophical paradigm for the man-centered approach is absolute relativism, while the paradigm for the God-centered approach is relative absolutism. Centore argues that the man-centered model in actual practice proves not to be realistic as an ethical guide, while the God-centered model, if properly understood, is the most useful approach. This work penetrates difficult ethical issues by examining human experience and reasoning in conjunction with actual choices of action. Although the God-centered approach is shown to be the most practical, Centore argues for a natural moral law that avoids any specific theology. Each chapter discusses the historical and theoretical background of the approaches and two possible compromises. The work is enlivened with examples of possible contexts in which moral decisions must take place. Various ethical dilemmas are presented with an examination of the potential consequences of applying either the atheistic or the theistic ethical approach. Centore’s argument is complex, but he explains the elements clearly and his conclusion is strengthened by real-life cases and an extensive Bibliography.
At its core, accountability is the responsibility to act. It is the commitment to do the right thing and stand by your decisions. Perhaps most importantly, it is a quality that must come from within; dishearteningly, even as legislators, shareholders, customers, and community activists are demanding greater accountability from corporate leaders, too many are waiting for some third party to take action. Whatever the endeavor, it is ultimately the individual who must hold himself to the highest standard first. Those who manage by accountability viscerally know that external rules cannot substitute for character. And they know that accountability is a quality that can be developed, honed through practice, and encouraged in others. Using stories drawn from David Dealy’s experiences on the front lines, as well as examples from other successful leaders, “Managing by Accountability” demonstrates how leaders who embark on a management philosophy of personal accountability imbue their organizations with the qualities of integrity and responsibility. In their down-to-earth style, the authors identify the five great accountability mistakes and offer a wealth of practical suggestions for overcoming them to achieve outstanding results throughout the organization. In some cases it may be Congress (e.g., Sarbanes-Oxley legislation), the media, the company’s legal or communications department, Wall Street, disgruntled customers, or angry community activists. This is not to say that formal accountability programs are useless; they do play an important role. Nevertheless, it is ultimately the individual who must hold himself to the highest standard first-without waiting to be told, pushed, or prodded. Those who manage by accountability viscerally know that external rules cannot substitute for character. And they also know that accountability can be developed, honed through practice, and encouraged in others. “Managing by Accountability” demonstrates how leaders who embark on a management philosophy of personal accountability imbue their organizations with the qualities of integrity and responsibility. Using stories drawn from David Dealy’s experiences on the front lines, as well as examples from other successful leaders, the book provides concrete examples of accountability in action. In their down-to-earth style, Dealy and Thomas identify the five great accountability mistakes and offer a wealth of practical suggestions for overcoming them to achieve outstanding results throughout the organization.
David Ellison’s book is an investigation into the historical origins and textual practice of European literary Modernism. Ellison’s study traces the origins of Modernism to the emergence of early German Romanticism from the philosophy of Immanuel Kant, and emphasizes how the passage from Romanticism to Modernism can be followed in the gradual transition from the sublime to the uncanny. Arguing that what we call High Modernism cannot be reduced to a religion of beauty, an experimentation with narrative form, or even a reflection on time and consciousness, Ellison demonstrates that Modernist textuality is characterized by the intersection, overlapping, and crossing of aesthetic and ethical issues. Beauty and morality relate to each other as antagonists struggling for dominance within the related fields of philosophy and theory on the one hand (Kant, Kierkegaard, Nietzsche, Freud) and imaginative literature on the other (Baudelaire, Proust, Gide, Conrad, Woolf, Kafka).
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