Is “hitting the numbers” an appropriate goal, given the Chapter 1 contrast of profit and shareholder wealth maximization?” It is important to exercise self-command. The question becomes what balance should we strike between self-command and risks? What risks are acceptable or unacceptable? Risk mitigation is critical of every project manager. Risk management begins with project planning. “When James Martin worked at General Electric International Finance in the early 1980s, his business unit failed to hit its numbers one quarter. It was an overriding matter to his boss’s boss, who ordered him to cover the shortfall and “squirrel away (phony) earnings in fake accounts with made-up names” (Stern). Martin was 21 years old and he feared losing his job. He thought taking the risk was acceptable because he admitted not having a strong sense of ethics. Tough economics times can force some companies to cut back on ethics training. Martin is now a priest. Roy Snell who is the CEO of the Society of Corporate Compliance and
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