lready assigned duties, bribes are really the grease that makes the world work. Moreover, as managers see it, playing sleight of hand with the mone­ tary value of inventories, postor predating memoranda or invoices, tucking or squirreling large sums of money away to pull them out of one’s hat at an opportune moment are all part and parcel of managing in a large corporation where interpretations of performance, not necessarily performance itself, decide one’s fate. Furthermore, the whole point of the corporation is pre­ cisely to put other people’s money, rather than one’s own resources, at risk. Finally, the managers I interviewed feel that Brady’s biggest error was in

Robert Jackall, Moral mazes: The world of corporate managers, Oxford, 1988, p. 124