By Michael W. Maher, Frank Selto Ronald W. Hilton
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Extra info for Cost Management: Strategies for Business Decisions Third Edition
Nonetheless, it has its own highly problematic implications. Take, for instance, the paradigm coercion case of the highwayman, but assume that his victim is a person of great physical prowess whose first inclination is to assault the insolent delinquent who had the audacity to treat him so disrespectfully. However, because of his higher order commitment to his much loved family whose livelihood depends on his continued existence, he manages with great exertion of his willpower to control this urge and decides instead to hand over his purse.
If B claims that A coerced him (rather than that A merely forced him), this involves a claim of wrongdoing, laid at the address of A. 5 Suppose, for instance, that A is B’s boss, and A tells B to do some unpleasant task that falls fully within B’s responsibilities. B also thinks that it is part of his responsibilities, he just finds this particular task rather tedious. Although he would have much preferred it if A had given him some other task, he does not think A does wrong by telling him to perform it.
In fact, because of the danger of circularity if we use a moralised account of coercion, using the notion of prima facie moral judgments in this way works best if coercion itself is defined in fully non-moral terms. To recapitulate, though the notion of a prima facie moral judgment can legitimately be used to express a moral concern about the occurrence or use of coercion, it cannot be sensibly used to define the concept itself. Coercion accounts thus are either ‘fully’ moralised, or not moralised at all; they rely on a ‘final’ moral judgment or they do not rely on any moral judgment at all.
Cost Management: Strategies for Business Decisions Third Edition by Michael W. Maher, Frank Selto Ronald W. Hilton