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decisions that might have saved a diminished version of it, Thomas Farrow’s decided to cook thebooks – and in so doing, his business’s collapsed.Since Thomas Farrow he was the managing director of the bank, his position served to redefinehis approach and cemented the defiance he had. His power and leadership lacked effectivemonitoring and therefore it heightened his hubris contact. Motivation plays a key role insustaining behavior. The fact that Farrow’s bank was noted as a highly performing entitymotivated Farrow to carry on with his hubris behavior.
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1920's FARROW'S BANK FAILURE32.Relate managerial hubris to ethical decision making and the overall impact on thebusiness environment?Whether you are the CEO, an assistant administrator, a department head, a program manager, or a clinician, if you are “in charge,” you have the ultimate responsibility for establishing the culture and setting the standards of conduct in your sphere of influence. This is not always an easy one. Nor is it easy for well-intentioned managers to always make ethical decisions themselves. Managerial hubris negatively impacts the decision-making process within any organization. One key point is that a leader who has hubris syndrome does not listen to suggestions made by significant others within the organization that may have more to offer than what the leader may want them to give up. Thomas Farrow had a total disregard for what others thought and believed that he should be held unaccountable for his actions. The decision-making
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