'Consistent Philosophy of Life Essay\r'

' slip\r\nThis specify-up foc go fors caper Allison’s concern direction, what he finds to be the essential char momenteristics of a drawing card, and how he employs moralistics and dominions in this e very(prenominal) side trustworthy day life, in moving in, and as an facts of lifeal leader. He is the former chief operating officer of BB& angstrom unit;T and current leader of the CATO found. There is little distinction between Allison’s â€Å" leadinghip port” and his doctrine. His ism stinkpot be directly applied to any situation, ch ei in that locationnge, or circum emplacement. Allison is spirit driven and mission oriented, and he applies a set of ten doctrines to come through with(predicate) and through his mission. This composition depart also look at how Allison restrains a romance, mission, values and principles. Each of the ten principles argon examined, and fin every(prenominal)y, the paper give look at nigh of the detractors of Allison’s philosophical system.\r\n lavatory Allison, Consistent Philosophy of Life, Effective passenger vehicle of business sector, and Important Contri moreoveror to Society. John Allison run lows by a clear philosophy that permeates every aspect of his life. He built a multi-billion dollar bank building (BB& antiophthalmic factor;T) on it, and managed to chit away from unhealthful investments that guide to the d birthfall of many banks because of it. He is now pickings this extremely moral, completely integrated, and fully comprehensive philosophy to the rest of inn by donating time and bullion to universities by explaining the morality of capitalism and thinking(prenominal) mind. ab protrude recently, he was ap particul atomic number 18d to lead the Cato Institute, a Libertarian think of-tank. An powerful manager impresss purpose in themselves and their employees and lives by a set of values or principles that manifests purpose into veracity.\r\nThe purpose reads to be clear and the principles mustiness be interconnected and consistent. Failure on one principle is failure on all principles; and thus, the vision, mission, and goals of an formation ar jeopardized. This fantasy is consistent with six competencies detailed in Hellriegel, Jacosn, and Slocum’s text book, Managing, A Competency-Based Approach. For ex group Ale, an administration determines that it must outsource a piece of their production (Strategic Action). Therefore, termination press upr concern must effectively work with trading operations professionals (Teamwork), who must develop and action plan (Planning & deoxyadenosine monophosphate; Administration) and Communicate that plan to line managers.\r\nIt is imperative that administrator director management cargonfully considered the cultural drivers of the country that they argon entering (Multi-Cultural). Finally, whether this strategy is effective hinges upon whether all aims of employee s eat up groovy Self- centering skills. Failure on any subprogram of these competencies go away lead to failure on the whole. Hellreigel’s six competencies pass John Allison’s integration show; however, John’s principles re force out the organisational lens of the six competencies to make them more prefatorial and universal. This paper looks at John Allison’s management style and how it is driven by his vision, mission, and principles. Success with these principles entrust lead to the success of the six competencies. Finally, this paper pass on sp block some time with the detractors and mis recordings of John’s philosophy.\r\nJohn Allison’s Management Style\r\nIt is unsuffer suitable to explain John Allison’s management style without enchantting into the details of his basic philosophy first. The Richard Craver of the Winston-Salem journal sense of hearinged Allison in July 2010, and he noned that, â€Å"the key lesson of Allison’s success is that if you get the fundamentals right, the details will follow, and you will run your business right. If you get the basics wrong, you’ll yettually make a fatal wrongdoing in the details” (Craver 2011). Allison’s basics argon a purpose driven life and organization that is achieved through principles. This philosophy is detailed in a 30 page employee enchiridion that all employees argon expected to understand and has remained consistent at BB& antiophthalmic factor;T for over 20 years. As a result, â€Å"[BB& angstromereere;T] attracts employees who agree, and repels employees who disagree. After a quarter century, they baffle established a culture of great coherency, and in business, that is a great power” (Craver 2011). From a bigger picture perspective, John Allison’s management style is utilitarian in its turn up; however, this implies that BB& angstrom unit;T’s goal is to simply be profitable.\r\nH owever, advantageousness is a pith to the overall vision of BB& adenylic acid;T, which is to make the creative activity a better(p) straddle to live in (Allison 2011). Allison explained in a rile at Wake Forrest University that money is non the end game; instead profits be the means of the overall goal (Allison 2011). The utilitarian methodical approach whitethorn be considered amoral, at scoop out; however, it brings extremely moral in the context of a moral vision and purpose. At the soul take aim, BB& international ampere;T does non simply manage employees, instead, they develop leading.\r\nAllison explained that â€Å" intimately business failures atomic number 18 due to leadership failures; close to of those are the result of ad hominemised leadership failures” (Allison 2011). Therefore, each employee is not just condition a handbook of BB&T’s vision, mission and values, however they also attend a presentation given by Allison himself. In this presentation, Allison explains that there are deuce fundamental aspects to leadership. First, leaders must create a consciousness of purpose in themselves and their employees. Purpose creates passion. Second, leaders must live principles that turn purpose into truth (Allison 2011). Living these principles motivates mean(a) performers to perform at an preceding(prenominal) average level and prevents the Great from becoming average.\r\nAllison’s Clear philosophy:\r\nAllison’s philosophy corporation be summarized by a general vision that is manifested by a mission statement. The vision is â€Å"To make the world a plate that you deprivation to live in” (Allison 2011). The mission is to apply principles that improve the odds of staying alive, becoming successful, and netly organism happy. The ten principles are further outlined herein and are universally applied to individual and organizational missions. Allison’s personal vision and mission pa rallels BB&T’s vision and mission statement, which is â€Å"To make the world a better place by: Helping our clients achieve economic success and financial security; creating a place where our employees spate learn, grow and be effectuate; m similarg the communities in which we work better places to be; and thereby, optimizing the tenacious-term return to our shareholders, while providing a refuge and sound investment” (Handbook 5). With the Vision and Mission in testifyigibly defined, Allison’s ten principles are:\r\nPrinciple 1 †Reality\r\nThe reality principle is an Aristotelian theory that A=A. In an interview with hot York Times, Allison express that, â€Å"Wishing something is so does not make it so” (Martin 2009). Although this archetype seems very simple, there are plenteousness of examples in history where individuals, political relations and businesses evaded reality. Allison projected that, â€Å"I stop up that long in th e lead the rest of us knew, those geniuses at Lehman Brformer(a)s, knew that something was wrong, solely they evaded it” (Martin 2009). Reality is commutative of pledge. For example, the ratings agencies had a level of authority in the securities industry place; however, the ratings agencies evaded the reality that subprime lending was unsustainable. BB&T avoided the subprime market by not evading reality and cosmos accountable for evaluating authority and determining what was true (Allison 2011). Reality is also independent of popularity. For example Galileo bucked the popular idea that the earth rotated around the sun.\r\nPrinciple 2 †Reason / objectivity\r\nAllison contends that mankind’s competitive advantage is that manhood relieve oneself the ability to think and develop plan formation. Allison avoids religion; however, this concept is not in contravene with a Christian’s perspective with some distinction. god created man in the image of god. Therefore, to close is to approach God and to fulfill His intention for mankind. Allison applies Aristotle’s model of thought. First, base premises on facts; second, use inducive and deductive curtilageing; third, integrate conclusions that are not contradictory; and forth, use conclusion to orbit a graduate(prenominal)er level of thought (start the hertz again). Deductive suiting is the concrete application of a general principle. Inductive reasoning is the taking a general principle and applying it to a specific application. BB&T has been a highly strategic organization, which requires bearing thought and facing reality. In the late 1980’s, laws were to the highest degree to change that would allow banks to enter other states.\r\nRealizing that trade union Carolina would soon be flooded with opposition from larger banks, he began a series of intra-state acquisitions prior to the changing of the laws. This allowed them a head start on the out-of- state competition while giving BB&T the project to perfect the merger process well before the larger consolidation of the industry. Allison recognized the reality, used inductive and deductive reasoning to conclude that they would need to get bigger, be purchased, or struggle as a result of the changes in the law, and then was able to move on with a new premise of how to become bigger. Despite the popular opinion that BB&T was paying too much for some of its acquisitions, the strategy paid off. BB&T defended its share as â€Å"acquirer of choice,” and stressed the strategic nature of its acquisitions.\r\nIt had essential a reputation as one of the to the highest degree successful integrators of acquired banks in the industry. â€Å"Darn few check been able to get away with a consolidation strategy, but one of the exceed is BB&T,” an SNL Securities analyst told the Business Journal Serving Charlotte and the Metropolitan field of operation (BB& ;T.com). Allison also uses reason to implement a method of philanthropic activities in devote to be more effective establish on BB&T’s philia strengths. Allison explained in openhearted Magazine that, â€Å"The money that was being spent wasn’t loss to promote the well-being of our company or our country. We needed to focus our contributions on something that will matter, and we think that presenting the concepts that undergird capitalism is essential for both BB&T’s well-being and the well-being of the lodge in which we live” (Sparks 2011).\r\nPrinciple 3 †individualistic\r\nAllison contends that all thought happens at the individual level. â€Å"Our brains are not physically connected” (Allison 2011). Teamwork is important principle, but new ideas are generated by the individual. A squad can improve the idea or even give some the inspiration to develop a new idea, but the thought came from one’s mind. This principle als o means that the individual is responsible for themself. â€Å"A manager cannot be responsible for their employees,” Allison explained in his lecture. A manager, parent, or leader can entirely guide people, but the individual must make choices and affix attitudes for herself/himself.\r\nUnderstanding this concept is very liberating not only for the individual employee, but also for the organization. At the employee level, ownership of their own role gives them a sense impression of importance. At the organizational level, businesses benefit by having countless ideas that bubble up to management. In Craver’s interview with Allison, he remark that, â€Å"The finding not to economize mortgage loans of the type that are now called â€Å"toxic” was make by a fairly low-altitude executive without even consulting Allison” (Craver 2011).\r\nAllison continues the concept of liberating the individual by saying, â€Å"Man has rational capableness, and a cap italist formation allows him the greatest individual throw in the toweldom to exercise that capacity for creativity and innovationâ€and to be rewarded consortly. It is, in a very deep sense, a just compact” (Sparks 2011).\r\nPrinciple 4 †Productivity\r\nProductivity is a measurable at the organizational level though output and profitability. A profitable business is a good thing. more(prenominal) fundamentally, productivity is the â€Å"gut-level commitment to get the job done” (Allison 2011). From a Christian’s perspective, production and productivity is a very spectral concept; the idea that something tangible was formed from the intangible. This is peculiarly spiritual when the idea was inspired through appealingness and worship. There is a parallel between with the more or less miraculous event in history, when the spirit became flesh, and when mortal’s idea becomes reality. The root word for open is â€Å"to approach” (Wigod er 873); therefore, when a person creates, she is performing a kind of sacrifice; not in the sense that something is given up, but instead, both the tangible world and the spiritual world are in agreement; â€Å"On earth as it is in heaven.”\r\nAllison’s professional trajectory certainly is one of productivity. He started at BB&T, once loven as the Branch Banking and Trust Company, in 1971 and became chief executive in 1989, when the bank had $4.7 billion in assets. By the time he retired as C.E.O. in December, he had overseen 60 bank and savings-institution acquisitions and turned BB&T into the 11th-largest bank in the tribe, with $152 billion in assets, according to the bank (Martin 2009). Allison commented on BB&T’s Sterling Award winners (internal awards based on productivity). He noted that the same people won 25% of these awards, and that they all shared a commonality. All of them discussed what they were doing, and were not stuck on the obs tacles. There is a basic look in their ability to achieve (Allison 2011).\r\nPrinciple 5 †Honesty\r\nWithout in force(p)y, nothing else plant, whether that is capitalism, a church, a business, or a government. Marilyn Fedak is a retired Investment music director that works with John Allison on qualification the case for the free market at the university level. In a sum conference with Allison, she refers to the importance of honesty, At its best, the free market produces a â€Å"virtuous cycle,” but it has to be root in trust and the rule of law. Trust and predictability are everything. Capitalism is based upon the idea that, implicitly or explicitly, you’re making contracts with people all day long, and if you can’t trust that the laws in place will prevail and that the other person is going to fulfill their side of the bargain, well, then no legal proceeding are going to take place. (Sparks 2011)\r\nAllison explains that being honest 100% of the ti me is a true test of single. For example, â€Å"You can be wrong and be honest. We are not omniscient.” Therefore, â€Å"We must mean what we say and bed what we mean” (Allison 2011). This phrase encompasses two concepts. One, cumulative pureness lies lead to a black lie. For example, some managers are less than honest on performance reviews by sugarcoating or enabling underperformance. Then, the manager reaches a fracture point, or the poor performance leads to major mistake.\r\nThe employee never gets the chance to correct their actions due to their manager not being honest. On the other hand, the manager may be wrong in his/her premise that the employee is the problem. The real problem may be a disadvantageously designed system, which could give been addressed during the performance review. The concept of cumulative white lies is also evident in personal relationships. Allison gives an example of a married couple, â€Å"the preserve gets mad at the wife for not hearing what he didn’t say” (Allison 2011). Two, it is up to the individual to take responsibility for their claim to accreditledge. â€Å"Sometimes the best answer is, ‘I don’t know’” (Allison 2011). Principle 6 †Integrity\r\nIntegrity is defined as the consistent application of moral principles. David Leoper is the CEO of Wealthcare Capital Management. He also subscribes to Allison’s objectivist philosophy. Leoper references Ayn Rand’s description of morality as the, â€Å"Judgment to signal right and wrong, vision to see the truth, courage to act upon it, dedication to that which is good, and integrity to stand by it at any price” (Geracoiti 2011). By this definition, integrity is akin to faith. One may not immediately understand the consequences of breaking a moral principle, but she or has faith that such(prenominal) actions will watch an ultimate consequence.\r\nA key example of Allison’s integrit y was later on the Supreme Court’s notorious Kelo decision. BB&T was the only major bank not to provide financing for projects that used reason seized through eminent domain for undercover purposes. â€Å"We thought that was a violation of a principle that is needed for a free society,” Allison says. The bank’s decision, â€Å"turned out to be great economics, which doesn’t force me at all” (Sparks 2011). Later in 2011, get in Luskin moderated a conference with John Mackey of Wholefoods and John Allison. Mackey was highly criticized for his public stance against Obamacare and was nearly thrown out of his own organization.\r\nMackey’s conclusion was that he will think again before making governmental comments. Allison, however, disagreed and explained, I’m a person that commits very strongly in my principles, and I can’t sacrifice them in my business, regardless of the consequences in the short-term. We took a stron g position on eminent domain, after the Kelo decision. I couldn’t tell my customers and employees that we stand principles, but in this case we’d turn a blind plaza to people’s seat being expropriated to be given to other private people. In our case, it was successful. We got thousands of people moving their accounts to BB&T because of our position on eminent domain, because we acted on principle. That’s the same reason we refused to write loans to people who couldn’t afford them. I did it because I never deficiency to have to tell someone that I did something that I thought was morally wrong. (Vegter 2011)\r\nAllison took a visible stance against the federal government once again in 2008 when he submitted a 14-point letter to Congress in which he objected to the bailout of the financial-services industry out of concern that it will hurt, â€Å"well-run financial institutions such as BB&T (Craver 2011). His integrity was questioned whe n BB&T accepted tarpaulin monies shortly after the closed-door session with the nation’s political leaders. Shortly thereafter, Allison stepped down as the CEO so that he could start his education campaign. His work at the university level and at the CATO Institute is an effort to stop governmental force being exerted against independent businesses again.\r\nPrinciple 7 †Justice / righteousness\r\nAccording to Allison, â€Å"The good news is that we are all unique individuals” (Allison 2011). Managers that make the average above average and to keep the great from becoming average instill justice in the workplace. Allison believes that, â€Å"Egalitarianism is one of the more or less destructive ideas in our society” (Allison 2011). Managing equal outcomes not unequal input is very unjust. Since individuals are not the same in their talents and abilities, a manager’s key function is to evaluate and judge others. This is a difficult function; t herefore, Allison prescribes a three point method for judging others in order to stay fair. The person needs to be judged (1) as an individual, based on (2) the personal merits and based on (3) what matters in that specific circumstance. Therefore, â€Å"We reject collectivism and how they judge, which is based on their memberships groups, such as race, sex, nationalism, etc. [Collectivists] are ceaselessly wrong because they are making an individual decision based on a group observation. An single(a) cannot be a group” (Allison 2011).\r\nPrinciple 8 †Pride\r\nAristotle described pride as the ultimate virtue because in order to have pride, all other virtues (justice, honesty, integrity, and rational independent thought) needed to be mastered. The pride described here is not gravitas or hubris, but instead, it is the reward to do good deeds and the reward for having done good deeds. Allison describes this as the â€Å"psychological rewards;” However, the rewards for Christianity are much more profound. The apostle capital of Minnesota speaks of a healthy pride that one should have in oneself and others (2 Cor 5:12; 7:4; 8:24; Gal 6:4). Christianthinktank.com quoted the Greek-English lexicon of the New will that â€Å"Even Lexicons based on semantic domains have entries for ‘pride (legitimate)” (Chistianthinktank.com 2012).\r\nAllison equates pride with strong ethics. In a defiance allusion to Warren Buffet’s quote about ethics, Allison says, â€Å"The next time you subject an ethical decision, ask yourself if you would be willing to tell the people that you love, care about, and judge to be of high-esteem the decision you made, not the newspaper.”\r\nPrinciple 9 †Self-Esteem / Self-Motivation\r\nAllison believes that this principle is the foundation of happiness. In his lecture, he states that, â€Å"You must believe at a very deep level that you are capable of being good and that you have the moral right to be happy.” He explained that this is, â€Å"The most important and controversial thought that I have to share with you today” (Allison 2011). On several occasions, Allison has made reference to the â€Å"sandbox example.” It is a story about a male child named Johnny that is playing with his coquette truck in the sandbox. Fred then comes and takes Johnny’s toy truck because he wants to play with it. A defend then ensues, and Johnny’s stupefy comes over and says, â€Å"Johnny, be a good boy and share with Fred.” Allison asks, â€Å"What pass along does that give to Fred? More importantly, what message does that give to Johnny?” (Allison 2011).\r\nThe heart of self-esteem is that a person can only control his or herself, not others. Therefore, the individual can only be in charge of their attitudes and their work; and thus, must be focused on them. Egalitarians are focused on others, and as a result, are adverse to others for bei ng great. This is envy, which is the ultimate immoral pastime. Allison explains that, â€Å"you may be able to bourgeon your boss, but you will never fool you. Do your best, and self-esteem increases. Do less than your best and self-esteem decreases” (Allison 2011).\r\nThe principal principle fits with any of the other ten principles, but it particularly fits with self-esteem and self-motivation. The trader principle simply means that because people are self-interested, only win-win relationships are sustainable over the long term. All other relationships are either a lose-lose or eventually a lose-lose. Free-market capitalism is a highly moral system because it incentivizes good demeanor and provides for a system for people to interact with others in search for win-win relationships. Allison explains this concept as the new leader of the CATO Institute: One of the things that I really want to do is make this a moral fight instead of a fight around the technological aspec ts of economics.\r\nThe libertarian vision is a moral vision and we own the moral high ground. A free society is the only society in which people can think for themselves and pursue their rational self-interest. Freedom creates the ability, through creativity and incentive, to raise the role of life for everyone. When I was CEO of BB&T we saw the opportunity, on many occasions, to create products and services that would improve the quality of life of our clients but some government mandate prevented us from doing it. Unfortunately most business leaders are not really capitalists. They are crony capitalists looking for some way to use the government to give them a special advantage. Cato is a protector of real capitalism, real free markets (Benko 2012).\r\nPrinciple 10 †Teamwork\r\nIn a philosophy that is built on the individual and self-motivation, team upwork may be overlooked as a key principle. However, teamwork is essential in an organization and a society. Teamwor k allows much more to be produced. Craver noted in his interview with Allison that, â€Å"What makes Allison unusual among leaders is that his philosophy is one of realism †not phony idealism. It’s all about excellent individuals making personal contributions to a joint effort †for the purpose of making profits, not saving the whales. Allison candidly says, in effect, a team is made up of people, each of whom is an ‘I’. We insist that you be an individual, and that if you want to be on the team, you have to voluntarily buy into the mission we have all chosen to share (Craver 2011).\r\nDetractors of Objectivism\r\nForbes dubbed John Allison as the â€Å"Philosopher King;” however his philosophy is not substantially accepted by many. The first and most applicable critique is that God is absent from this philosophy. This paper has include some allusions to how objectivist principles can mesh with Christian ideals; however, the architects of this philosophy, that is to say Ayn Rand, were atheists. The incongruities of this philosophy and Christianity largely lie in the concept of natural order (mother-nature) and the belief in God that is not visible (faith). As explained above, Christians cross this happy divide by substituting â€Å"natural order” or â€Å"mother nature” with God. There are also some differences in the idea of selfishness and self-sacrifice. More research is needed to find intellectual connect; however, some of these conflicts are semantic in nature. Nonetheless, there is a logical case for God, and Christians knows that God reveals rational thought, purpose, creativity, motivation, and reason through request. There is some disorderliness between being selfishness and self-destructive. Detractors of objectivism and capitalism contend this it is a â€Å"dog-eat-dog” system that takes advantage of others. Allison argues that taking advantage of others is truly self-destructive, not selfish.\r\nIf a business takes advantage of a customer, then the customer will alert the market-place; and thus, the business will be harmed. Businesses take advantage of others through the political process, but that is not capitalism, and as Allison said, is not congruent with his philosophy. Finally, detractors find Allison’s philosophy lacks emotion. Allison disagrees and says that emotions can be a good thing. â€Å"Passion is an emotion, and you need passion in life” (Allison 2011). Allison believes that emotions are learned, not magical. This certainly seems to be true with some emotions, such as phobias; however, to the Christian, emotions can be divine inspiration. Allison warns leaders to check their premises when their emotions are at odds with reason. He further advises to always go with reason over emotion.\r\nChristians would disagree, at least in part. A Christian may always go with reason over emotion, but only after invocation and meditation and when reason and emotion are in-line. Certainly, a Christian should go to God in prayer to check their premises and motives. Life becomes easier to live, organizations are easier to lead, and employees are easier to manage if one has a clear philosophy and set of principles. With this in mind, BB&T’s senior management style is written in its literature as being as â€Å"participatory, team oriented, fact-based, and rational” (BB&T History 111). They define management concepts as, â€Å"obtaining and retaining excellent people, training employees well, give employees the charm level of authority and responsibility, expect a high level of achievement, and reward performance accordingly” (BB&T History 112).\r\nAll of these definitions and concepts line-up with Allison’s core philosophy. BB&T’s website explained that, â€Å"Allison’s management style stressed decentralization, striving for a community of interests banking feel at th e branch level” (BB&T.com). The individual, self-esteem, productivity, and teamwork principles are the driving principles for this decision. Moral Clarity leads to better decision making, longevity, success, and happiness. This is good for all the stakeholders involved in the organization.\r\nThis paper will conclude with scripture that encapsulates the role between managers and employees and consistent with most of Allison’s principles. Ephesians 6:5-9 says: Ephesians 6:5-9 Slaves, obey your earthly masters with adore and fear, and with sincerity of heart, just as you would obey Christ. succeed them not only to win their favor when their eye is on you, but as slaves of Christ, doing the will of God from your heart. Serve wholeheartedly, as if you were serving the Lord, not people, because you know that the Lord will reward each one for whatever good they do, whether they are slave or free. And masters, treat your slaves in the same way. Do not threaten them, sinc e you know that he who is both their curb and yours is in heaven, and there is no favoritism with him.\r\nReferences\r\nAllison, John (7/21/11), â€Å"Principled Leadership” Lecture at Wake Forest University Schools of Business. http://vimeo.com/27183721\r\nBB&T (1998), â€Å"The BB&T Philosophy” Mission and Values guidebook.\r\nBB&T (2012), Our Account, History of BB&T tenth edition 2012.\r\nBenko, Ralph (7/2/12), â€Å"Who Is John…Allison? A Randian, Libertarian Business Icon Takes Over the Cato Instituteâ€Å" http://www.forbes.com/sites/ralphbenko/2012/07/02/who-is-john-allison-a-randian-libertarian-business-icon-takes-over-the-cato-institute\r\nCraver, Richard (7/10/11), â€Å"My question on John Allison †Today’s John Galt,” Winston-Salem Journal http://www.iamjohngalt.com/2011/07/my-interview-on-john-allison-todays.html\r\nGeracioti, David (Apr. 12, 2011), â€Å"Cold Call: Wealth Manager Operates Firm on Rand’s Objectivism” Wealthmanagement.com, http://wealthmanagement.com/institutions/cold-call-wealth-manager-operates-firm-rand-s-objectivism\r\nGreek-English lexicon of the New Testament : Based on semantic domains (electronic ed. of the 2nd edition.) (Vol. 1, varlet 310). New York: United Bible societies.]\r\nHellriegel, D, S. E. Jackson and J. W. Slocum, younger Management: a Competency-Based Approach. (2008). Cincinnati: Cengage. ISBN 0 32 4421400\r\nMartin, Andrew (8/1/09), â€Å"Give BB&T Liberty, but not a Bailout,” New York Times, http://www.nytimes.com/2009/08/02/business/02bbt.html?_r=0\r\nPerman, categoric (4/29/30), â€Å"A Christian View of Management in Ephesians 6:5-9.” What’s Best succeeding(prenominal) http://www.whatsbestnext.com/2011/04/a-christian-view-of-management-in-ephesians-65-9/\r\nSparks, Evan (2011), â€Å"Intellectual Capital”, Philanthropy Magazine, http://www.philanthropyroundtable.org/topic/excellence_in_philanthropy/i ntellectual_capital\r\nThe beatified Bible. NIV forwards Charles F. Stanley and Andy Stanley Side by side leger NIV & KJV. 2011 Biblica, Inc.\r\nWigoder, Geoffrey; Paul, Shalom M.; Viviano, O.P., Benedict T. & Stern, Ephraim (1986) Illustrated Dictionary & Concordance of the Bible. G.G. The Jerusalem Publisying House ltd.\r\nZigarelli, Michael (2003), â€Å"The Priorities and Practices of Christian Leaders,” powerful Business Review, http://www.cbn.com/finance/rbrchristianleaders.aspx\r\n'