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Having introduced the seven stages of morality in the previous chapter, this part outlines management's moral motives and basic concerns. It also shows several examples of moral dilemmas such as bribe-taking and blaming which lead to three different versions of blame allocation depending on the stage of morality. Managerial bribe-taking, for example, and other immoral activities (Table 2.2) are part of the reality of management just as much as management styles, the managerial right to manage, and managerial leadership. None operates inside moral vacuums. Nor are these acts neutral, natural, purely technical, unavoidable, or value-free. Instead, there are seven managerial styles, seven forms of the managerial prerogative, and seven different forms of managerial leadership. In sum, the seven realities of management can be detected underpinned by seven basic moralities. These underpinnings are different at each level of morality. Before highlighting specifics such as styles, leadership, and prerogatives, Table 2.1 shows some moral motives behind general managerial actions:

DOI: 10.1057/9781137032218_2

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