Chapter 1: Unethical Behaviors in Organizations Organizations and Human Nature 1. Which of the following groups or individuals are considered staeholders in !usiness" a# emplo$ees !# competitors c# suppliers d# consumers e) all of the above %. Which of the following items is not a cost associated with unethical !ehaviors" a# legal costs !# emplo$ee theft c# reputation costs d) investor confidence e# monitoring costs &. Which of the following operational areas are not confronted with ethical issues" a# upper management !# secretaries'administrative secretaries'administrative assistants c# mid(level management d# !oards of directors e) none of the above ). *mplo$ee theft can include which of the following: a# stealing mone$ !# stealing time c# stealing products d) all of the above e# none of the a!ove +. ,onitoring costs can !e incurred !$ organizations for which of the following reasons: a# emplo$ee surveillance !# increased supervision supervision costs c# new rules and regulations d) all of the above e# none of the a!ove -. Which of the following is not a competitive advantage associated with ethical organizations" a# emplo$ee motivation and productivit$ !# emplo$ee recruitment c# reputational euit$ d# all of the a!ove e) none of the above /. Which of the following views of human nature have implications for the wa$ ethical issues are addressed !$ management" a# humans are !orn with prior nowledge of right and wrong !# humans are !orn good c# humans are !orn with inherited sin d# humans are 0!lan slates e) all of the above f# none of the a!ove
2. Which of the following is not considered one of 3ohl!erg4s 3ohl!erg4s si5 stages of moral development" a# social(contract orientation !# universal ethical principles orientation orientation c# o!edience(and(punishment o!edience(and(punishment orientation d) blank slate orientation e# none of the a!ove 6. 7n 3ohl!erg4s theor$ of moral development8 the post(conventional level of moral reasoning is !ased on which of the following: a) applying abstract universal principles !# appl$ing the laws laws of societ$ c# appl$ing group mem!ership standards d# considering !enefit to the individual e# none of the a!ove 19. 7n 3ohl!erg4s theor$ of moral development8 the pre(conventional pre(conventional level of moral reasoning is !ased on which of the following: a) obedience-and-punishment orientation !# appl$ing a!stract a!stract universal principles principles c# considering the interests of others d# considerations of pleasing others e# none of the a!ove 11. 7n 3ohl!erg4s 3ohl!erg4s theor$ of moral development8 the conventional level of moral reasoning is !ased on which of the following: a# appl$ing a!stract universal principles b) considering the interests of others c# the interests of the individual d# o!edience(and(punishment orientation e# none of the a!ove 1%. 7n 3ohl!erg4s theor$ of moral development8 individuals in the earl$ stages rel$ on for determining right and wrong. a# their parents4 wishes !# their sense of ;ustice ;ustice c) avoiding punishment d# none of the a!ove e# all of the a!ove 1&. 7n the most developed stages of moral reasoning8 individuals individuals rel$ on for determining right and wrong. a# group norms and rules b) universal ethical principles c# egoism d# none of the a!ove e# all of the a!ove 1).
1+. Cognitive dissonance occurs when an individual considers 8 8 which creates an unpleasant state of mind. a# punishment versus reward b) inconsistent or contradictory attitudes and beliefs c# the stages of moral development d# all of the a!ove e# none of the a!ove 1-. are principles compelling people to action8 found in all cultures and ma;or world religions. a# moral reasonings !# cognitive dissonances dissonances c) moral imperatives d# individual opinions e# individual rules 1/. Which of the following are considered universal ethical principles" a# the 0=olden >ule !# ;ustice c# eualit$ d) all of the above e# none of the a!ove 12. ,otivation to progress through the stages of moral development involves which of the following: a) moral discomfort !# moral comfort c# moral complacenc$ d# all of the a!ove e# none of the a!ove 16. are defined as the deli!erate pursuit of actions intended to !enefit the interests or welfare of others. a# moral imperatives b) altruistic behaviors c# societal norms d# all of the a!ove e# none of the a!ove %9. Which of the following is not a t$pical reason wh$ good people occasionall$ !ehave unethicall$" a# a good person chose one set of values over a competing set of values !# a good person ma$ ;ustif$ ;ustif$ the unethical !ehavior !ehavior !ased on a reason considered considered more compelling compelling c# a good person ma$ not have intended to generate the resultant unethical outcome d) a good person may think he/she can get away with unethical behavior e# a good person ma$ choose not to prevent an unethical !ehavior for compelling reasons such as fear of retaliation. %1. Which of the following can lead to unintended unethical !ehavior" a# misaligned management s$stems !# situational am!iguit$ am!iguit$ c# insufficient nowledge d) all of the above e# none of the a!ove %%. Which of the following is not cited as a reason people intentionall$ !ehave unethicall$" unethicall$"
a# avoiding punishment and seeing praise !# feeling pressure to do so !$ those in authorit$ authorit$ c# !elieving that the organizational organizational culture encourages or tolerates unethical !ehavior d# feeling pressure to do so !$ overl$ aggressive !usiness o!;ectives e) feeling pressure to do so by moral imperatives %&. Which of the following is not one of 3idder4s ethical dilemmas !ased on competing values" a# short term versus long term !# truth versus lo$alt$ lo$alt$ c) morality versus ambiguity d# individual versus communit$ e# ;ustice versus merc$ %). ,anagers and owners are also victims of unethical !ehaviors. < %+. ,ost organizations face no ethical challenges. ? %-. @n action seuence of decision(maing consists consists of the motivation !ehind the act8 the act itself8 and the conseuences of the act8 which can carr$ ethical weight. < %/. Amall !usinesses generall$ face fewer pro!lems with unethical !ehaviors than do large organizations. ? %2. >esearch indicates that unethical !ehavior in organizations is an issue in areas as diverse as government agencies8 the militar$8 militar$8 construction8 the law8 law8 and medical research. < %6. egal costs are the onl$ cost associated with unethical !ehaviors. ? &9.
eputation management is a minor concern for most organizations. organizations. ? &&. @!usive supervision supervision of emplo$ees8 em plo$ees8 including ver!al a!use8 is associated with a!senteeism8 health care costs and lost productivit$. < &). >esearch indicates linages !etween ethical performance and financial performance of organizations. organizations. < &+. Unethical organizations are more liel$ to attract higher(ualit$ ;o! applicants. ? &-. @n effective method of persuading emplo$ees of the importance of !eing ethical is to focus on !enefits of ethical !ehavior and costs of unethical !ehavior. !ehavior. < &/. 7f anticipated return(on(investments return(on(investments >O7s# are similar8 similar8 potential lenders and investors consistentl$ choose unethical organizations rather than ethical organizations. organizations. ? &2. Human nature is universall$ understood to predispose us to unethical !ehavior. !ehavior. ? &6. *gocentric punishment punishment avoidance is associated with the pre(conventional pre(conventional level of moral development. < )9. @ccording to the conventional conventional level of moral reasoning8 !eing 0good or 0right means to !e in accordance with societal rules. <
)1. @ppl$ing universal ethical principles such as ;ustice and eualit$ is associated with the pre(conventional level of moral development. ? )%. Cognitive dissonance leads to development of the ne5t higher stage of moral development. < )&. ,oral imperatives are principles compelling people to action. < )). @ccording to ps$chological research8 individuals !egin to lie when the$ are teenagers and $oung adults. ? )+. Unintended unethical !ehaviors can result from insufficient insufficient nowledge or situational am!iguit$. am!iguit$. < )-. ,anagers must !e concerned with !oth unintended unintended and intended unethical !ehavior. !ehavior. < )/.
+%. Eiscuss the components of an action seuence in decision(maing8 and its relation to moral action. Includes the act’s motivation, the act itself, and the consequences of the act. Ethical analysis takes into account all aspects of an action sequence. “It is the motivation that led to the act, and the consequences of the act, that carry ethical weight.
+&. Eefine the staeholder conception of !usiness ethics8 and identif$ at least three e5amples of staeholders in !usiness. !ns" “!ny person person or organi#ation that that is affected affected by, by, or could affect, affect, an organi#ation’s organi#ation’s goal accomplishment. May include employees, customers, suppliers, competitors, the environment, among others.
+). Eiscuss 3idder4s notion notion of the four t$pes of ethical dilemmas !ased on competing values. values. Drovide an e5ample of each dilemma. Ans: Truth vs. loyalty, loyalty, individual vs. community, short term vs. long term, jusce vs. mercy
++. Drovide at least four e5amples of competitive advantages of ethical organizations. !ns" May include enhanced financial performance, higher levels of employee motivation and productivity, productivity, increased consumer satisfaction and loyalty, loyalty, opportunities with high $ quality suppliers, higher levels of investor satisfaction and loyalty, reputational advantages.
+-. Eiscuss the various understandings of human nature8 defined as the moral8 ps$chological and social characteristics of human !eings8 which are fundamental to managing ethics. !ns" %hould include include %ocratic and &latonic ideas that that individuals are are born with a soul soul that forms an individual’s inner essence' religious faith perspectives that individuals are born in the image of (od, or with a conscience, that is good, which may also include moral intuition' individuals are born morally imperfect, or with inherited sin that must be healed' or born morally neutral, including the !ristotelian perspectives of the mind as an “unscribed tablet or later “blank slate.
+/. Eefine the three !road stages of moral development !$ including at least two characteristics of each stage: the pre(conventional level8 the conventional level8 and the post(conventional level. !ns" &reconventional" moral reasoning is based on benefit to the individual, based on personal interests, moral determination based on needs and wants' includes obedience ) and $punishment orientation and instrumental orientation. orientation. *onventional" moral reasoning is based on social role or group member analysis, interests of others must be considered, moral determination is based on performing good or right roles, pleasing others, maintaining societal order' includes “good$boy $ “nice $girl orientation and “law$and $order orientation. &ostconventional &ostconventional +evel" moral reasoning is based on application of universal principles, there are principles beyond societal that matter, moral determination is based on abiding by abstract principles applied to society' includes social$contract orientation and universal ethical principles orientation.
+2. Eiscuss wh$ good people occasionall$ occasionall$ !ehave unethicall$. unethicall$. Drovide at least three e5amples e5amples of unintended unethical !ehaviors. !ns" nintended behaviors could result from i nsufficient nsufficient knowledge, situational ambiguity ambiguity,, or a misaligned management system. E-amples may include choosing between competing values /idder’s four types of ethical dilemmas0, discussion of good motives leading to unethical results, the ambiguity or comple-ity of ethical situations, and misaligned management systems that lead to unethical results that are the consequence of the decision’s action sequence.
+6. Eiscuss the reasons people cite for !ehaving unethicall$ unethicall$.. Drovide at least three e5amples. !ns" 1he most basic 2ustification 2ustification is to avoid punishment and receive receive praise. %ome %ome people attribute attribute unethical behavior to their perceptions of organi#ational cultures that either encourage or tolerate unethical behaviors. %ome behave unethically as a result of feeling pressured to do so by authority figures, pursuit of overly aggressive ob2ectives, perceptions of loyalty or wanting to be a “team player, or other perceived pressures. %ome believe that the end goal or “ends 2ustify the means of unethical behavior.
-9. Eiscuss the most common t$pes of unethical !ehaviors !ehaviors in organizations. organizations. Drovide at least three e5amples. !ns" May include include reference to the the types identified in in the Ethics 3esource 3esource *enter survey survey,, including company resource abuse, abusive or intimidating behavior toward employees, lying to employees, email or internet abuse, conflicts of interest, discrimination, lying to outside stakeholders, employee benefit violations, employee privacy breach, improper hiring practices, or falsifying time or e-penses. nethical behaviors can be considered by e-tent, profession and industry, and operation areas.
Chapter %: @ Historical Derspective on Business *thics
1. were granted !$ the British government to allow several people to create organizations organizations !$ pooling financial financial resources8 which ena!led ena!led risier !usiness pro;ects pro;ects to !e undertaen. undertaen. a# pacts b) charters c# constitutions d# doctrines e# none of the a!ove %. Aettlements in >oanoe8 Famestown and Dl$mouth were earl$ e5amples of . a) business ventures !# participant democracies democracies c# uplifting indigenous populations d# all of the a!ove e# none of the a!ove &. oanoe 7slands. a# Colum!us e5cursions !# Famestown settlements settlements c) Virginia Company of London d# @merican Charters e# none of the a!ove ). were la!orers who served their masters for several $ears in e5change for transportation8 food8 clothing8 lodging8 and eventual freedom. a# slaves !# settlers c# indentured servants d# Dilgrims e# none of the a!ove +. @mong the reasons Dilgrims settled in ,assachusetts were desires for: a# religious freedoms !# economic opportunities opportunities c# new trade routes d) all of the above e# none of the a!ove -. evolutionar$ war d# all of the a!ove e# none of the a!ove /.
a# ights" a# right to !ear arms !# freedom of the press c# freedom from unreasona!le search and seizure d) freedom to rule the colonies e# freedom of religion 19.
c# !etter(ualit$ products d# greater la!or fle5i!ilit$ e) higher ta$ revenues 1-. @dam Amith argued that when self(regulating moral mechanisms fail8 must serve to protect the pu!lic pu!lic from egregious immoral actions. actions. a# democrac$ b) strong %ustice systems c# individual sanctions d# all of the a!ove e# none of the a!ove 1/. Drior to capitalism8 e$ management positions positions were often filled !ased on which of the following" a# famil$ connections !# political connections connections c# wealth d) all of the above e# none of the a!ove 12. =overnment intervention in the maretplace8 Amith reasoned8 is needed under onl$ which of the following conditions: a# when contracts are violated !# when merchants a!use a!use their freedom !$ committing in;ustices against against others c# when the pursuit of self(interest does not generate highl$ desired social welfare !enefits d) all of the above e# none of the a!ove 16. Amith cautioned that owners who do not rel$ on moral sentiments when dealing with la!orers could result in which of the following pro!lems: a# an overa!undance of la!or8 which could drive wages !elow su!sistence levels !# e5cessive application application of piece(rate incentives8 incentives8 which could increase increase productivit$ in the the short term !ut damage the worer4s health in the long run c# e5cessive application of division of la!or8 which could increase productivit$ in the short term !ut damage the worer4s intellectual a!ilities in the long term d) all of the above e# none of the a!ove %9. evolutionar$ War b) the &ndustrial 'evolution c# the Eeclaration of 7ndependence d# the !irth of capitalism. e# none of the a!ove %1. evolution was characterized !$ which of the following" a# religious freedom !# development of ammunitions ammunitions c# technological innovation d) all of the above e# none of the a!ove %%.
c# charters d# all of the a!ove e# none of the a!ove %&. 7n the late 1229s8 states !egan to compete against one another in which of the following wa$s" a# rela5ing religious freedoms !# introducing the right to !ear arms c) simplifying rules for obtaining corporate charters and eliminating ta$ restrictions d# monopolizing !usiness operations e# none of the a!ove %). ?irst developed in the late 1229s in response to increasing corporate comple5it$ and growth8 the concept of refers to laws protecting protecting individual individual shareholders from financial financial lia!ilit$ if if !usinesses are sued or fail. a# antitrust legislation b) limited liability c# antitrust acts d# all of the a!ove e# none of the a!ove %+. is a s$stem in which some individuals are perceived as propert$8 propert$8 and there!$ capa!le of !eing owned !$ other people and su!;ect to the whims of their owners8 with no provisions for eventual freedom. a) slavery !# indentured servitude servitude c# low(wage worers d# all of the a!ove e# none of the a!ove %-. evolution. a) increased !# decreased c# sta$ed the same d# was outlawed e# was eliminated %2. @n# is an association of emplo$ees that advances its mem!ers interests8 including wages8 !enefits8 wor rules and other conditions of emplo$ment8 through collective !argaining with an emplo$er. a# oligopol$ !# strie c) labor union d# all of the a!ove e# none of the a!ove %6. Dhilosophers including and ?riedrich *ngels disputed @dam Amith4s assumptions a!out the moral sentiments of !usiness people8 and inspired some union organizers.
a) (arl ar$ !# Aamuel =ompers c# ,ilton ?riedman d# all of the a!ove e# none of the a!ove
&9. elations @ct c# the =reat Eepression @ct @ct d# the iving Wage @ct e# none of the a!ove
&-. 7n %9968 the federal government tried to determine 0fair compensation for top e5ecutives that accepted federal !ailout funds !$: a# limiting the total amount of compensation !# regulating stoc stoc options c# mandating lump sum pa$ments d# reuiring cash !onuses e) none of the above &/. One method that ma$ assist in more euita!le levels of e5ecutive pa$ that limits incentives for stoc price manipulation is: a) e$tended payout periods for stock options !# lump(sum stoc option option pa$outs c# elimination of stoc options d# all of the a!ove e# none of the a!ove &2. eagan @dministration of the 1629s !egan a process of deregulation8 or 8 which continued under the Clinton and Bush administrations. a) lifting government restrictions on market activity !# tightening government government restrictions restrictions on maret activit$ c# ensuring euita!le stoc options d# ensuring consumer protections e# none of the a!ove &6.
)+. ,an$ indigenous populations were harmed !$ earl$ *uropean e5ploration. < )-. *arl$ charters hindered groups of people from creating organizations !$ pooling financial resources8 which ena!led risier !usiness pro;ects to !e undertaen. ? )/. *arl$ settlements !$ *nglish colonists were often mared !$ warfare with indigenous peoples. < )2. ights was the original introduction introduction to the Eeclaration of 7ndependence. ? +&. ights outlined rights including including freedom of speech8 freedom of the press8 and freedom from unreasona!le search and seizure. < +). Gictor$ in the >evolutionar$ War War meant m eant a!andoning *ngland4s government(controlled mercantilist s$stem in favor of commercial laws that encouraged and protected li!ert$ in the !usiness sector. sector. < ++. @dam Amith asserted that la!orers must !e tightl$ controlled to preserve economic growth. ? +-. ,ercantilist policies discouraged monopolies8 avoided uotas on imports8 and promoted freedom for tradesmen. ? +/. @dam Amith4s Amith4s notions of selfishness and self(interest are identical. ? +2. Capitalism was touted !$ @dam Amith and his followers as ethicall$ superior to government(controlled mercantilism due to its emphasis on individual freedom and competition. < +6. @dam Amith4s Amith4s writings did not address the moral elements of capitalism. ? -9. @dam Amith and earl$ proponents of capitalism !elieved a strong s$stem of ;ustice is essential to punish those who do not appropriatel$ self(regulate their !ehaviors8 and to reinforce contracts. < -1. @dam Amith promoted self(interest as the primar$ motivation for individual !ehavior. < -%. @dam Amith argued that free people naturall$ disregard the interests of others. ? -&. Amith argued that la!orers !enefit from capitalism !ecause economic growth generates ;o!s and more choice among occupations. < -). iving in an e5panding econom$ hinders ;o!s and disposa!le income. ?
-+. Huge population growth through illegal immigration8 primaril$ from *urope8 characterized the 7ndustrial >evolution. ?
-/. U.A. capitalism8 !$ definition8 avoids ethical dilemmas arising from e5ploitation of la!orers. ? -2.
Chapter &: Hiring *thical Deople
1. ights @ct of 16-) !# ights @ct include: a# small !usinesses under 1+ emplo$ees# are e5empted so as not to overwhelm them with regulator$ compliance !urdens !# organizations organizations that serve religious religious purposes c# preference for certain occupational ualifications that are related to the essence or central mission of the !usiness d) all of the above e# none of the a!ove -. ;o! discrimination discrimination occurs when mem!ers of protected classes are e5cluded from the ;o! candidate pool. a# !ac end !# mission(related c) front end d# su!tle e# none of the a!ove /.
2. Over time8 ights @ct of 16-) has !een supplemented with legislation prohi!iting prohi!iting discrimination !ased on which of the following characteristics" a# age !# pregnanc$ c# disa!ilit$ d) all of the above e# none of the a!ove 6. *5perts estimate that of the )/ million atinos living in the United Atates are undocumented. a# 69 percent !# /+ percent c# +9 percent d) 0 percent e# none of the a!ove 19. esearch indicates what percentage of all resumes contain dishonest$" a# more than one in two b) more than one in five c# more than three(fourths d# one uarter e# none of the a!ove 1%. 7f an emplo$er finds false information or inconsistencies on a resume or ;o! application8 he'she is encouraged to: a# notif$ the candidate and immediatel$ discontinue consideration of him'her b) notify the candidate and ask for an e$planation. correct and forgive minor mistakes. and closely monitor the new hire c# determine that minor mistaes are understanda!le given the highl$ competitive ;o! maret8 and disregard them d# notif$ legal authorities e# none of the a!ove 1&. 7f8 during a reference chec8 a former emplo$er em plo$er or supervisor will onl$ verif$ dates of emplo$ment8 an emplo$er is encouraged to as the following uestion to learn more a!out the candidate: a) 12ould you hire this person again34 !# 07s this candidate candidate a ualified worer" c# 0Eid $ou give this candidate positive evaluations" d# all of the a!ove e# none of the a!ove 1). Which of the following sources of information are fair and availa!le to emplo$ers when maing hiring decisions8 if ;o!(related" a# criminal records !# motor vehicle reports c# credit checs
d) all of the above e# none of the a!ove
1+. Which of the following characteristics cannot !e measured !$ personalit$ tests" a# tendencies toward conscientiousness conscientiousness !# tendencies toward citizenship !ehavior !ehavior c# tendencies toward social dominance orientation d) mental disabilities e# none of the a!ove 1-. 7t is helpful to provide ;o! finalists with 8 8 an honest description of dail$ wor activities that highlights !oth e5citing and tedious aspects of the ;o!8 to avoid 0entr$ shoc for new emplo$ees. a# lie detector tests !# woring interviews interviews c) realistic %ob previews d# all of the a!ove e# none of the a!ove 1/. Worplace Worplace su!stance a!use is associated with which of the following" a# discrimination b) productivity and safety costs c# civil rights violations d# all of the a!ove e# none of the a!ove 12. Credit checs are increasingl$ part of the ;o!(screening process8 in part !ecause research indicates that e$ indicators of emplo$ee involvement in fraud include: a# criminal records b) living beyond his/her means and difficulty meeting financial obligations c# difficult$ passing personalit$ and !ehavioral tests d# all of the a!ove e# none of the a!ove 16. 7ntegrit$ tests are useful tools8 which can provide which of the following" a# direct admission of performing an illegal or uestiona!le activit$ !# opinions regarding regarding illegal or uestiona!le uestiona!le !ehavior c# personalit$ traits related to dishonest$ d) all of the above e# none of the a!ove %9. Of the hundreds of possi!ilit$ personalit$ measures8 is the !est predictor of ethics and ;o! performance. a# o!edience b) conscientiousness c# integrit$ d# all of the a!ove e# none of the a!ove %1.Conscientiousness %1.Conscientiousness is associated with which of the following character traits: a# trustworthiness trustworthiness !# integrit$ c# ethical !ehavior d) all of the above e# none of the a!ove
%%. refers to wor(related helping !ehaviors that go !e$ond normal ;o! reuirements8 such as aiding others with ;o!(related pro!lems. a# conscientiousness conscientiousness !# civil rights !ehavior !ehavior c) organi,ational citi,enship behavior d# integrit$ e# none of the a!ove %&. Which of the following is not a factor of organizational organizational citizenship !ehavior" !ehavior" a# helping !ehavior !# organizational organizational lo$alt$ c# organizational compliance d) legal behavior e# civic virtue %). Because ethics demands sincere8 open(minded and respectful interactions with a wide variet$ of people8 can !e helpful in determining determining propensit$ propensit$ toward ethical !ehavior !ehavior in the worplace. a) social dominance orientation surveys !# integrit$ surve$s surve$s c# citizenship !ehavior surve$s d# all of the a!ove e# none of the a!ove %+.
%6. Eisparate impacts occur when mem!ers of a protected class rarel$ mae it through all the ;o!(screening filters8 suggesting that one of the decision rules could !e unintentionall$ discriminator$ discriminator$.. < &9. ights @ct. < &1. Notif$ing potential ;o! candidates a!out an organization4s organization4s ethics screen doesn4t seem to have an effect on whether ethical people appl$ for the position8 !ut can lead to !etter hiring decisions. ? &%. *thical pro!lems can often !e characterized as occurring on a slipper$ slope8 where!$ relativel$ minor issues can !e compounded into ma;or violations. < &&. *mplo$ers must rel$ on instinct8 not methodical tools8 to determine whether a ;o! candidate is ethical. ? &). 7n order to ensure an ethical candidate is !eing hired8 in some cases emplo$ers ma$ need to as uestions that violate the Civil >ights @ct of 16-). ? &+. 7t is appropriate to as ;o! finalists a!out their responses to ethical dilemmas e5perienced at previous worplaces8 and how the$ would respond to dilemmas e5perienced !$ current emplo$ees. < &-. Where appropriate8 a final step in the ethics ;o! screen process ma$ include drug and pol$graph tests. < &/. Deople who !ehave unethicall$ won4t !e deterred !$ notifications that ;o! screens for ethics are part of the hiring process. ? &2.
)2. 7n toda$4s litigious environment8 environment8 some former emplo$ers will onl$ verif$ dates of emplo$ment8 which ma$ !e a sign of negative emplo$ee emplo$ee appraisal8 rather than provide provide detailed feed!ac feed!ac on a ;o! candidate4s candidate4s emplo$ment histor$. < )6. *mplo$ment references are legall$ protected from a defamation lawsuit as long as the information !eing conve$ed is truthful. < +9. Bacground checs are !ecoming less common in the hiring process8 as more information a!out ;o! candidates is availa!le online. ? +1. 7ntegrit$ checs8 also referred to as honest$ tests8 are notoriousl$ unrelia!le measures of a ;o! candidate4s ethics. ? +%. ?or legal reasons8 tests that measure general personalit$ traits can !e com!ined with those that diagnose personalit$ disorders disorders or mental disa!ilities. disa!ilities. ? +&. 7t is legal to as ;o! applicants whether the$ have !een treated for an$ mental health conditions or certain diseases. ? +). @ person with mental health disa!ilities is more liel$ to !ehave unethicall$8 unethicall$8 whether or not the$ are receiving proper medical treatment. ? ++. *thics uestions a!out previous wor e5periences must !e ;o!(related to avoid protected class !iases. < +-. 7n some situations8 final determination of whether to e5tend a ;o! offer can depend on the results of drug or pol$graph tests. tests. < +/. >eference checs alwa$s protect the emplo$er from hiring unethical emplo$ees. ? +2. Eiscuss the methods emplo$ers can use to help determine the ethics of ;o! candidates. +6. Eiscuss the personalit$ factors that are most relevant f or understanding a ;o! candidate4s ethics. -9. 7dentif$ and define three e5amples of legislation intended to protect ;o! candidates from discrimination.
Chapter ): Codes of *thics and Codes of Conduct 1. *thical dilemmas t$picall$ arise !ecause . . a# emplo$ees are inherentl$ dishonest b) situations are ambiguous c# emplo$ers are unfair d# all of the a!ove e# none of the a!ove %. Which of the following statements is correct" a# a Code of *thics descri!es accepta!le !ehaviors for specific situations that are liel$ to arise !# a Code of Conduct !riefl$ descri!es descri!es !road ethical aspirations c) a Code of 6thics briefly describes broad ethical aspirations d# all of the a!ove e# none of the a!ove &. @n organization4s organization4s Code of *thics and Code of Conduct can minimize ethical am!iguities !ecause the$: a# provide the rules for moralit$ !# communicate the !road ethical ethical aspirations of of the organization c) communicate clear ethical guidelines for making decisions d# provide the conseuences of unethical !ehavior e# none of the a!ove ). @ Code of Conduct is characterized !$ which of the following" a# often developed !$ an emplo$ee with legal e5pertise !# provides su!stance su!stance to the Code of *thics c# descri!es specific situations and !ehaviors d) all of the above e# none of the a!ove +. @ good first step to formalize an organization4s organization4s ethics program is to: a) develop a Code of 6thics !# develop a mission statement c# develop an emplo$ee hand!oo d# all of the a!ove e# none of the a!ove -.
a# religious perspective !# personal value c) moral consensus d# all of the a!ove e# none of the a!ove 6. ?ollowing high(profile corporate scandals including *nron and WorldCom8 WorldCom8 Congress passed a set of legislations nown as 8 8 which reuires the disclosure of the presence or a!sence of a Code of *thics for senior financial officers. a) the #arbanes-7$ley "ct "ct !# the Corporate Code of Conduct Conduct c# the ?ederal Aentencing =uidelines d# the Human >esource ,anagement Code e# none of the a!ove 19. Which of the following are not among the si5 values continuall$ e5pressed in corporate Codes of *thics" a# caring !# respect c# fairness d# all of the a!ove e) none of the above 11. @ is t$picall$ defined as providing someone with a monetar$ incentive or o!;ect of value to do something contrar$ to his'her ;o! description. a) bribe !# facilitating pa$ment pa$ment c# temptation d# competitive advantage e# none of the a!ove 1%. @ 8 8 which is legal8 e5pedites performance of 0routine governmental action8 such as o!taining permits8 processing paperwor8 loading and unloading cargo8 and scheduling inspections to transit goods across !orders. a# !ri!e b) facilitating payment c# temptation d# competitive advantage e# none of the a!ove 1&. @ colla!orative colla!orative effort advocating sociall$ responsi!le free maret capitalism developed !$ an international networ of !usiness leaders is nown as: a) the Cau$ !rinciples for 'esponsible Business !# the United Nations Nations c# the ?oreign Corrupt Dractices @ct d# the Aar!anes(O5le$ @ct e# none of the a!ove 1). @ useful approach to developing a Code of *thics includes: a# cop$ing another organization4s organization4s code b) asking employees to construct the code c# ensuring management develops the code d# cop$ing legal o!ligations into a code e# none of the a!ove
1+. integrates an organization4s organization4s mission with its vision and provides clear direction on how the organization will progress from its current situation to a highl$ desired future situation. a# *thics coding !# ?inancial planning planning c) #trategic planning d# *thics strateg$ e# none of the a!ove 1-. @n organization4s organization4s descri!es what an organization does and for whom. a# Code of Conduct !# Code of *thics c# vision statement d# strategic plan e) mission statement 1/. @n organization4s organization4s descri!es what an organization aspires to !ecome in the future. f uture. a# Code of Conduct !# Code of *thics c) vision statement d# strategic plan e# mission statement 12. *ffective strategic messages must !e . . a# cause(!ased !# uniuel$ structured structured c# management(driven d# all of the a!ove e) none of the above 16. @n organization4s organization4s cause(!ased mission and vision are associated with: a# increased customer satisfaction !# increased revenue c# highl$ motivated emplo$ees d) all of the above e# none of the a!ove %9. Creating a Code of Conduct involves input from which of the following groups" a# top(level management !# corporate law$ers c# human resource personnel d) all of the above e# none of the a!ove %1. Which of the following can influence Codes of Conduct" a# shifting legal o!ligations !# changing moral e5pectations e5pectations c# new technologies d) all of the above e# none of the a!ove %%. @ !usiness is a present8 gift8 hospitalit$ or favor for which fair maret value is not paid !$ the recipient. a# !ri!e b) gratuity
c# temptation d# provision e# none of the a!ove %&. =enerall$8 =enerall$8 a !ri!e is distinguished from a !usiness gratuit$ !$ whether: whether: a) the ob%ect of value unduly influences buying decisions !# it is given !$ a salesperson salesperson or a supplier c# it is given earl$ or late in the relationship d# all of the a!ove e# none of the a!ove %). @ppro5imatel$ @ppro5imatel$ of all organizations organizations monitor email use !$ emplo$ees. a# three(fourths b) one-half c# one(fourth d# one hundred percent e# none of the a!ove %+. is'are defined as the gap !etween an organization4s organization4s formal ethical proclamations and its actual !ehavior. a# *nron4s case !# Atrategic ethics c# *thical standards d) 6thical hypocrisy e# none of the a!ove %-. can !e a ma;or o!stacle to code effectiveness8 which suggests communication and integration of the codes is e$. a) social pressure !# management adoption adoption c# written policies d# all of the a!ove e# none of the a!ove %/. Codes can !e used as effective effective . . a) organi,ational assessment tools !# strategic plans c# mission statements d# vision statements e# none of the a!ove %2.
&&. *mplo$ees are o!ligated to follow internal codes of conduct8 as well as e5ternal 0codes or legislation. < &). ome8 do as the >omans to avoid imposing U.A. moral values on other nations. ? &2.
+9. 7n practice8 Codes of *thics seem to have little effect on emplo$ee !ehaviors. ? +1. >espect is not a commonl$ identified value contained in corporate Codes of *thics. ?
+%. egal understanding of !ri!er$ is consistent across the international communit$. communit$. ? +&. >egardless of an organization4s organization4s size8 all emplo$ees should !e directl$ involved in writing a corporate Code of *thics. ? +). @n effective Code of *thics will align with industr$ standards. < ++. Connecting an organization4s organization4s codes to its strategic plan is not necessar$ if the codes are effectivel$ communicated to emplo$ees. ? +-.
Chapter +: *thical Eecision ,aing
1. *thical !ehavior models provide which of the following: a# rationalizations for uestiona!le decision maing b) frameworks for decision making based on rational principles c# fail(safe solutions to moral dilemmas d# all of the a!ove e# none of the a!ove %. *thical dilemmas t$picall$ involve trade(offs !ased on . . a# right versus wrong b) competing values and interests c# moral versus immoral choices d# correct versus incorrect decisions e# none of the a!ove &. Fames >est4s four(component model is a useful tool for e5ploring . a) stages of moral development. !# ethical decision maing c# moral versus immoral actions d# all of the a!ove e# none of the a!ove ).
a# opinion !# !elief c# moral d) sensitivity e# none of the a!ove 6. @ uic insight independent independent of an$ reasoning process of right and wrong is nown as: a# ethical sensitivit$ !# ethical ;udgment c) ethical intuition d# all of the a!ove e# none of the a!ove 19. 0=ut reactions that characterize how man$ ethical decisions are made t$picall$ derive from: a# moral reasoning b) personal value systems c# ethical sensitivit$ d# all of the a!ove e# none of the a!ove 11. 7ndividuals whose !eliefs are consistent with a conservative political persuasion tend to focus on which of the following value sets" a# ingroup'lo$alt$ ingroup'lo$alt$ !# authorit$'respect authorit$'respect c# purit$'sanctit$ purit$'sanctit$ d) all of the above e# none of the a!ove 1%. 7ndividuals whose !eliefs are consistent with a li!eral political persuasion tend to focus on which of the following value sets" a# ingroup'lo$alt$ ingroup'lo$alt$ b) fairness/reciprocity fairness/reciprocity c# authorit$'respect authorit$'respect d# all of the a!ove e# none of the a!ove 1&. @ccording to @;zen4s @;zen4s theor$ of 8 formulating an intention to act ethicall$ is a function of a person4s person4s attitudes toward the !ehavior8 !ehavior8 su!;ective norms8 and perceived !ehavioral control. a# moral development !# ethical sensitivit$ sensitivit$ c) planned behavior d# moral reasoning e# none of the a!ove 1). 8 which is liel$ to determine the magnitude of a person4s person4s moral approval or disapproval8 is dependent on issue(related factors8 rather than individual or organizational factors. a# moral sensitivit$ !# moral intention c) moral intensity d# all of the a!ove e# none of the a!ove 1+. @ccording to theorist
a# magnitude of conseuences !# social consensus c# pro!a!ilit$ of effect d) all of the above e# none of the a!ove 1-. refers to the degree of social agreement that an act is good or !ad. a# Aocial norms b) #ocial consensus c# Aocial pressure d# Aocial dilemmas e# none of the a!ove 1/. refers to the length of time !etween an act and the onset of conseuences associated with the act. a# Dro!a!ilit$ of effect !# ,agnitude of conseuences conseuences c) emporal immediacy d# Dro5imit$ e# none of the a!ove 12. Harmful acts concentrated in a particular area and characterized !$ 8 or nearness of an act to its victims and !eneficiaries8 have high moral intensit$. a# temporal immediac$ !# concentration of effect effect c) pro$imity d# all of the a!ove e# none of the a!ove 16. @mong the organizational characteristics associated associated with ethical !ehaviors are which of the following" a# codes of ethics !# ethical climate'culture climate'culture c# organization size d) all of the above e# none of the a!ove %9. *thical is determining determining mentall$ to tae some action that is !elieved to !e morall$ appropriate. a# !ehavior b) intention c# sensitivit$ d# action e# none of the a!ove %1. O!stacles that divert someone from not act acting on ethical intention include which of the following: a# second dou!ts !# weaness of will c# lac of moral courage d# old ha!its e) all of the above %%. >otar$ 7nternational4s 7nternational4s ?our(Wa$ ?our(Wa$
a) is it the ruth3 !# is it ethicall$ sensitive" sensitive" c# is it morall$ appropriate" d# all of the a!ove e# none of the a!ove
%&. otar$4s ?our(Wa$ a$theon4s @C<7ON model d# all of the a!ove e# none of the a!ove %). A$stematic rational ethical decision(maing framewors can help management: a) reveal the ethical dimensions of any decision being made !# ;ustif$ unethical unethical !ehaviors in the face face of conflicting pressures pressures c# e5plain wh$ moral decisions are all relative d# all of the a!ove e# none of the a!ove %+.
c# capitalists d# virtuous e# none of the a!ove &9. @ novelist novelist whose writings are consistent with the egoist perspective8 8 argues that the !est thing for the common good is to !ecome an individual of high integrit$ willing to pursue self(interest at all costs. a# @dam Amith b) "yn 'and c#
!# ensure all emplo$ees are are persuaded to change their their minds c) ensure all employees understand the manager’s ethical reasoning d# ensure disagreements are handled without encouraging discussion e# none of the a!ove &/. ule d) categorical imperative e# none of the a!ove &2. ecognizing how much effort an emplo$ee e5erts at wor8 and the d$namic that not woring hard can affect other worers8 is an e5ample of an ethical sensitivit$. sensitivit$. < )+. 7ndividuals all t$picall$ possess the same level of ethical sensitivit$I the difference is in ethical !ehaviors. ? )-. Becoming aware of how others interpret or e5perience our decisions and !ehaviors e5pands a person4s ethical sensitivities. < )/. Eilemmas often arise !ecause people usuall$ have a ver$ short time to respond to an ethical issue. < )2. i!erals and conservatives tend to differ in their prioritization and framing of ethical dilemmas. < )6.
+&. @ simple simple ethical decision(maing framewor that helps individuals to anal$ze the !asis of their actions compels the individual to as: 0How would m$ mother or other individual $ou respect# feel if what 74m planning to do appeared appeared on the front page of a newspaper" newspaper" < +). otar$4s ?our( Wa$ a$theon4s *thics Juic ule and individual self(interest self(interest are in conflict8 self( interest taes precedence. ? +-. 7n the s$stematic rational ethical decision framewor8 legal actions represent the highest ethical dimension of ethical !ehavior. ? +/. *thical theories such as egoism and deontolog$ should !e used interchangea!l$ to motivate ethical decision(maing. decision(maing. ? +2. >esearchers have found strong consensus among core values8 or virtues8 that are common worldwide8 despite cultural differences. < +6. @ useful approach managers should tae when engaging emplo$ees who appl$ different ethical theories is to listen carefull$ to the people who disagree8 categorize the responses in terms of the si5 ethical theories8 and then reframe the anal$sis. < *ssa$ -9. Eiscuss the individual characteristics that impact ethical !eliefs8 sensitivities8 intentions and !ehaviors. -1. 7dentif$ and define at least four ma;or ethical theories presented in the chapter. -%. Eiscuss the relationship !etween 3ohl!erg4s stages of moral development and the si5 ethical theories presented in the chapter chapter !$ defining each stage stage and its associated ethical ethical theories. -&. >easona!le individuals can disagree a!out what is an appropriate ethical action. Eiscuss the process !$ which a manager can facilitate a negotiation !etween competing ethical perspectives. -). 7dentif$ the ten 0ethical 0ethical hazard approaching approaching signs. How can the$ !e managed" managed"
Chapter -: *thics
2. *thics training nown as can !e useful in assessing the e5tent to which ethics permeates organizational organizational operations8 including how well the organization is living up to its codes. a# code of conduct anal$sis b) ethical culture assessment c# moral development anal$sis d# wor as a calling e# none of the a!ove 6. Because emplo$ees ma$ !e c$nical a!out the e5tent to which wrongdoers actuall$ face prescri!ed conseuences for their !ehavior8 a useful tool in ethics training includes which of the following" a# a list of prescri!ed !ehaviors and associated conseuences !# a strict Code of Conduct that outlines punishments punishments for unethical unethical !ehaviors c) information on previous unethical behavior at the organi,ation. and the associated conse5uences that occurred d# all of the a!ove e# none of the a!ove 19. Useful 0case studies or scenario vignettes that can provide the !asis for anal$sis through ethics training can !e derived from which of the following resources" a# !usiness ethics literature !# internet we!sites we!sites c# previous dilemmas at the organization d) all of the above e# none of the a!ove 11. refers to taing someone4s someone4s propert$ without their permission. a) heft !# ?raud c# *m!ezzlement d# all of the a!ove e# none of the a!ove 1%. is the use of one4s occupation for personal enrichment through the deli!erate misuse or misapplication of the emplo$ing organization4s organization4s resources or assets. a#
e# none of the a!ove 1+. @ccounting @ccounting fraud !$ pu!lic companies is particularl$ trou!ling for what reasons#" a) investors rely on auditors to convey truthful information !# accountants must o!e$ o!e$ their client4s client4s directives c# accountants aren4t su!;ect to regulations d# all of the a!ove e# none of the a!ove 1-. *ver$ ;o! can !e framed in terms of a 0calling or 8 which provides meaning to the wor e5perience. a# chore !# profession c) vocation d# situation e# none of the a!ove 1/. is a s$stematic collection8 review and use of information to determine worshop effectiveness. a#
%%. >esearch indicates that the of ethics training is associated with positive impacts on emplo$ee attitudes and !ehaviors. a# length b) fre5uency c# mandator$ nature d# all of the a!ove e# none of the a!ove %&. @ppl$ing the can !e a useful component of ethics training and allow participants to e5plore specific steps of decision(maing. a# four(component model b) systematic rational ethical decision-making framework c# code of conduct d# code of ethics e# none of the a!ove %). Eiscussions of wor as a calling can assist emplo$ees: a# frame their dail$ tass as something that has positive impacts on the lives of others !# remind them of their original original purpose for choosing choosing a particular ;o! or or career path c# participate in a meaningful worshop during ethics training d) all of the above e# none of the a!ove %+. Dersonalit$ measures can !e helpful tools at which stage of the emplo$ment process" a# hiring !# orientation c# ethics training d) all of the above e# none of the a!ove %-. Which of the following is not among the three most common forms of em!ezzlement: a) taking money from a store where one shops regularly !# emplo$ees writing writing fraudulent checs that that the$ or their friends cash c# taing mone$ from cash revenues d# processing fraudulent invoices e# none of the a!ove %/. Which of the following is not among the issues an ethical culture assessment can e5plore" a# performance !ased on the Code of *thics !# the !ehavior of managers c# the organizational culture according to the emplo$ees d# all of the a!ove e) none of the above %2. *thics training is not reuired if organizations clearl$ post Codes of Conduct and Codes of *thics throughout the !uilding. ? %6. When organizations face tight !udgets8 ethics training should !e eliminated to focus on more immediate concerns8 and then resumed when the organization is healthier. ? &9. 7t is most important to provide ethical training to lower(level emplo$ees8 emplo$ees8 !ecause most ethical challenges occur at that level of the organization. organization. ?
&1. Upper(level managers esta!lish the overall ethics tone that is then filtered throughout an organizationI as such8 training can help these leaders achieve consensus on how to address difficult !ehaviors. !ehaviors. < &%. We!(!ased We!(!ased training can !e a simple and effective method for maing emplo$ees aware of the most common ethical issues at wor. < &&. @ strength strength of facilitator(guided face(to(face ethics training is that it allows for discussion and motivating emplo$ees to get out of their 0comfort zone. < &). 7t is alwa$s !est to utilize an ethics worshop facilitator who is not a mem!er of the organization8 !ut rather an e5pert from outside. ? &+. Consistent with !est practices in ethics training8 at least one mandator$ ethics training should !e offered annuall$. < &-. euiring a written response to ethical dilemmas is not helpful !ecause it forces the emplo$ees to put their opinions in writing. ? )%. 7t is t$picall$ inappropriate to include ethics and personalit$ measures in ethics training8 !ecause these are personal issues. ? )&. Because individuals are more liel$ to discuss wor(related ethical issues with famil$ and friends than with coworers or e5ecutives8 realisticall$8 realisticall$8 ethics training is unliel$ to !e effective. < )). ,em!ers of some professions are reuired to tae ethics training as part of o!taining or renewing their professional licenses licenses to protect the pu!lic pu!lic from incompetent practitioners. practitioners. < )+. 7t is inappropriate to characterize wor as a 0calling or vocation !ecause it implies religious affiliation. ? )-. 7t is possi!le to assess the 0ethical culture of an organization through use of surve$ instruments. < )/. ength$ ethical cases or vignettes are more effective in soliciting meaningful meaningful feed!ac from emplo$ees during ethics training. ? )2.
+9. 7t is important to present ethics training materials in a wa$ that targets specific emplo$ees for their !ehavior to provide provide an e5ample for others in the organization. ? +1. 7t is inappropriate to e5amine ethical issues presented in the !usiness ethics literature or internet we!sites for the purposes of trainingI doing so does not allow emplo$ees to e5plore their own organization. ? +%. @ useful step in ethics training involving e5ploring ethical scenarios is to encourage discussion of minorit$ viewpoints. < +&. 7n order to preserve anon$mit$8 change references to specific people and places when discussing real(life ethical dilemmas during ethics training. < +). @ppro5imatel$ @ppro5imatel$ -9 percent of emplo$ees have stolen from their emplo$ers. < ++. ?raud cannot occur in nonprofit or governmental organizations !ecause there are no shareholder resources to steal. ? +-. *mplo$ee worshops on fraud detection are not effective in discouraging those who are considering committing a fraud8 nor can the$ realisticall$ help detect frauds as soon as the$ occur. ? +/. Outline the steps reuired for an effective ethics(training worshop. worshop. +2. Eiscuss the steps involved in facilitating an ethics dialogue worshop through application of the s$stematic rational ethical decision(maing framewor. +6. Eiscuss the eleven personalit$ measures'surve$s measures'surve$s associated with ethics that can !e useful tools for ethics training. -9. How would $ou assess the success of an ethics(training worshop"
Chapter /: >especting *mplo$ee Eiversit$ 1. Eiversit$ can !e conceptualized in terms of four uniue dimensions8 dimensions8 including: permanent8 evolving8 and organizational. organizational. a# racial b) personality c# religious d# all of the a!ove e# none of the a!ove %.
e) all of the above
2. Which of the following characteristics is considered an evolving dimension of diversit$" a# race !# ethnicit$ c# gender d) education e# all of the a!ove 6. Which of the following characteristics is not considered a permanent dimension of diversit$" a# race b) age c# gender d# se5ual orientation e# all of the a!ove 19. @ general consensus consensus on the 0Big ?ive Dersonalit$ ,odel recognizes which of the following different aspects of personalit$" a# e5traversion !# agreea!leness c# conscientiousness conscientiousness d) all of the above e# none of the a!ove 11. @ popular personalit$ assessment tool used !$ emplo$ers is called the: a# Dersonalit$ Drofile DD# b) yers-Briggs ype &ndicator +B&) c# >ational *thical Eecision ?ramewor >*E?# d# all of the a!ove e# none of the a!ove 1%. Which of the following is not a dimension of the ,$ers(Briggs <$pe 7ndicator" a# where $ou get $our energ$ b) what your racial background includes c# how $ou learn d# how $ou mae decisions e# how $ou organize $our time 1&. ights >ights @ct @ct c# Eepartment of a!or d# ?air a!or Atandards @ct e# none of the a!ove 1). 7ssues of ethnic and religious diversit$ arose at which of the following periods in @merican histor$" a# the 7ndustrial >evolution8 with the influ5 of immigrants !# the Civil >ights *ra8 *ra8 post(slaver$ c) its inception. when Columbus arrived amid indigenous people d# the California 0=old >ush e# none of the a!ove
1+. ights >ights @ct @ct c) 6mergency 8uota "ct d# ?air a!or Atandards @ct e# none of the a!ove %9. 7llegal or undocumented worers account for appro5imatel$ what percentage of the U.A. la!or force" a# )9K !# %+K c# 19K d) 09 e# none of the a!ove %1. 7n %9198 a controversial law reuiring police who stop immigrants for a traffic violation or some other crime to as for a driver4s license or other proof of legal status was passed in which state" a) "ri,ona !# ,ichigan c# California d#
%%. @ccording to 8 8 individuals define themselves in relation to others !ased on a 0self(identit$ or 0social identit$ factor and form !inding relationships with people who categorize themselves similarl$. a# social ;ustice theor$ b) self-categori,ation theory c# immigration theor$ d# all of the a!ove e# none of the a!ove %&. 7n %996 there were more than discrimination cases filed with the **OC. a# 189998999 b) :;;.;;; c# 198999 d# 18999 e# none of the a!ove %). Which two prominent ethical principles must guide decision maing when maing distinctions distinctions among people at the worplace" worplace" a) fairness and respect for others !# the law and personal values c# patience and consistenc$ d# all of the a!ove e# none of the a!ove %+. refers# to maing decisions according to rules not !ased on personal !iases. a) airness !# >espect for others c# Galues d# all of the a!ove e# none of the a!ove %-. refers# to treating ever$one with dignit$. dignit$. a# ?airness b) 'espect for others c# Galues d# all of the a!ove e# none of the a!ove %/. When hiring8 it is ethical and legal to discriminate !ased on all !ut which of the following characteristics" a# previous ;o! e5perience !# potential productivit$ productivit$ c) national origin d# educational level e# none of the a!ove %2. Aome state and municipal laws include as a protected class8 though federal law does not include this provision. a# race !# ethnicit$ c# age d) se$ual orientation e# none of the a!ove
%6. ights @ct !# =ender Eisparit$ @ct c) 65ual !ay "ct d# ?air Wages @ct e# none of the a!ove &9. On average8 females earn appro5imatel$ of male salaries. a# 66 percent !# 26 percent c# /6 percent d) <= percent e# none of the a!ove &1. Which of the following e5planations cannot !e offered to account for wage differences !etween men and women" a# career pattern choices !# seniorit$ factor c# ;o! demand choices d) ability differences e# none of the a!ove &%.
&-.
O> Worplace can !e defined as 0unwelcome conduct that is !ased on race8 color8 religion8 se5 including pregnanc$#8 national origin8 age8 disa!ilit$ or generic information from a supervisor8 coworer8 coworer8 or nonemplo$ee8 such as a customer or supplier @ns.: harassment
)9. Harassment !ecomes unlawful when the conduct is severe or pervasive enough to create a wor environment that a reasona!le person would consider . a# normal b) hostile c# tiresome d# unfriendl$ e# none of the a!ove )1. Ae5ual harassment includes which of the following unwelcomed !ehaviors: a# se5ual comments !# se5ual ;oes c# se5ual pictures d) all of the above e# none of the a!ove )%.
c# a trainer who lacs credi!ilit$ with either the dominant or su!ordinate group d) all of the above e# none of the a!ove )). ights @ct has made worplace discrimination o!solete. ? +&. 7n the worplace8 individuals tend to communicate8 colla!orate and associate with those who share some similar feature or characteristic important to the person. < +). Deople tend to form group coalitions first !ased on gender and then on race and ethnicit$. ethnicit$. ? ++. Both men and women are su!;ect to stereot$pes a!out their ph$sical and personalit$ characteristics in the worplace. < +-.
-1. *mplo$ers are e5pected to provide fle5i!le scheduling for religious holida$s and respect religious clothing and grooming policies. < -%.
--. Eiscuss the factors associated with !est operational practices for managing diversit$. diversit$. -/. Eiscuss the steps reuired to successfull$ implement a diversit$ initiative. -2. *5plain the most common t$pes of worplace discrimination8 including at least four e5amples. -6. 7dentif$ and define the four dimensions of diversit$. diversit$.
Chapter 2: *thics >eporting A$stems 1. *5ternal whistle!lowing is the result of the failure of within an organization. organization. a# ethical values b) internal communication systems c# privac$ d# emplo$ee lo$alt$ e# none of the a!ove %. @n emplo$ee who o!serves ethical misconduct at wor !ut does not discuss the matter with the person engaged in the misconduct or with someone else in the organization with authorit$ authorit$ is engaging in . . a# whistle!lowing whistle!lowing !# internal communications communications c) employee silence d# lo$alt$ e# none of the a!ove &. @ccording to recent research !$ the *thics >esource Center8 which percentage of respondents who o!served ethical misconduct did not report it" a# //K !# +/K c) >?9 d# 1/K e# none of of the a!ove ). *mplo$ee silence a!out o!served ethical conduct can !e attri!uted to all !ut which of the following" a# organizational factors such as wor culture !# o!server factors such as lac of evidence c# anticipated negative outcomes such as !eing viewed negativel$ d# organizational factors such as the lac of an esta!lished reporting s$stem e) none of the above +. Which of the following organizational organizational factors are associated with emplo$ee silence" a# wor culture discourages dissent !# lo$alt$ to the organizational organizational mem!ers is not aligned with ethics ethics c# no esta!lished reporting s$stem e5ists d) all of the above e# none of the a!ove
-. Which of the following o!server factors are not associated with emplo$ee silence" a# low moral intensit$ !# lac of evidence c# lac of empowerment d# all of the a!ove e) none of the t he above +prov%eriti) /. Which of the following is not an anticipated negative outcome associated with emplo$ee silence" a# !eing la!eled or viewed negativel$ !# damaging a relationship relationship c# retaliation or punishment d# no corrective action will !e taen e) no established reporting system 2. Based on factors of 8 8 o!servers are liel$ to remain silent a!out ethical misconduct if the misconduct causes minimal conseuences to the recipient or the organization8 organization8 occurs in a ph$sicall$ distant part of the organization8 organization8 or if there is a lac of consensus consensus in the organization organization that the the misconduct is actuall$ actuall$ unethical. a# moral sensitivit$ b) moral intensity c# moral norms d# moral diversit$ e# none of the a!ove 6. *ven when the appropriate reporting s$stems are in place and when individual factors such as seniorit$ and possession of clear clear evidence are availa!le8 some worers worers still fail to spea spea out against unethical unethical misconduct due to a lac of . a) moral courage !# reward c# moral incentive d# all of the a!ove e# none of the a!ove 19.
1&.
1). Which of the following duties is not consistent with those of the ethics and compliance officer" a# managing internal reporting s$stems !# offering guidance guidance c# developing and interpreting ethics policies d) assigning all ethical issues e5ual standing e# none of the a!ove 1+. Which of the following attri!utes should characterize an ethics and compliance officer" a# insider status and well(networed !# high position position that e5emplifies authorit$ authorit$ c# operational e5perience d) all of the above e# none of the a!ove 1-.
%9. 8 previousl$ referred to as 0ethics hotlines8 have long !een popular with organizations as a method of o!taining information a!out situations that ma$ !e unethical or illegal. a) "ssist lines !# @sset @sset lines c# @nswering services d# all of the a!ove e# none of the a!ove %1. Contacting someone outside the organization a!out potential or actual nontrivial misconduct inside the organization is referred to as . a# reporting b) whistleblowing c# prosecuting d# protecting e# none of the a!ove %%. egislation that includes protections for whistle!lowers includes all !ut which of the following" a# the ?alse Claims @ct !# the Aar!anes(O5le$ @ct c# the Eodd(?ran @ct d# the Civil >ights @ct e) none of the above %&. ights @ct d# ?alse Claims @ct e# none of the a!ove %). Which of the following is not a provision of the Aar!anes(O5le$ @ct AOM#" a# protection for whistle!lowers !# creation of the Du!lic Compan$ Compan$ @ccounting Oversight Oversight Board c# esta!lishment of an anon$mous reporting mechanism for emplo$ees to report fraud d# auditors cannot engage in consulting wor for companies the$ are auditing without approval from the client4s audit committee e) none of the above %+. >esearch indicates which of the following outcomes ma$ !e associated with !lowing the whistle" a# negative performance evaluations !# demotions c# ph$sical8 ps$chological and famil$ pro!lems d) all of the above e# none of the a!ove %-. Drovisions !$ which citizens can sue fraudulent suppliers on !ehalf of the government8 and receive a percentage of the financial financial recover$8 recover$8 are called provisions. provisions. a# uid(pro(uo b) 5ui tam c# tit(for(tat d# all of the a!ove e# none of the a!ove
%/. ights @ct d# ?alse Claims @ct e# none of the a!ove %6. Drior to the passage of Aar!anes(O5le$8 Aar!anes(O5le$8 the num!er of whistle!lower whistle!lower reports averaged -8)99 per monthI following Aar!anes(O5le$8 Aar!anes(O5le$8 the monthl$ average changed to per month. a# )89998999 !# )998999 c) ;.;;; d# )8999 e# )99 &9. Which of the following were not among reported ethical misconducts undertaen to !enefit the individual8 according to a %996 *thics >esource Center surve$" a# improper hiring practices !# discrimination c# internet a!use d) bribes e# se5ual harassment &1. O!servers of ethical misconduct will often remain silent when the$ perceive reporting as a violation of to to emplo$ees8 managers8 and the organization. organization. a) loyalty !# whistle!lowing whistle!lowing c# professionalism professionalism d# silence e# none of the a!ove &%.
&+. @uthoritarian @uthoritarian leaders rule according to the sa$ing 0m$ 0m $ wa$ or the highwa$8 highwa$8 tend to e5pect a!solute lo$alt$8 lo$alt$8 and consider taing suggestions from su!ordinates as a leadership weaness. < &-. *mplo$ee silence is less liel$ when the chain of command is the onl$ mechanism for reporting and when the person !ehaving unethicall$ can readil$ identif$ the information source. ? &/. ?ear of retaliation for reporting unethical conduct from colleagues and supervisors is a realistic concern. < &2. *mplo$ees are more liel$ to discuss an ethical concern with a manager if these t$pes of discussions occur on a regular !asis. < &6. @n 0open door polic$ !etween supervisors and emplo$ees means the door remains open during ever$ conversation8 to ensure an open and transparent process of discussion. ? )9. *thics(related information can come from suppliers and customers8 in addition to emplo$ees. < )1. @ssist lines or 0ethics hotlines can help address issues of confidentialit$ and false accusations in reporting wrongdoing. < )%. egislation including Aar!anes(O5le$ @ct @ct of %99% ensures that whistle!lowers will face no negative conseuences after !lowing the whistle. ? )&.
+).
Chapter 6: ,anagers as *thical eaders and >ole ,odels 1. Which of the following aspects of dail$ organizational life significantl$ impacts# an emplo$ee4s ethical performance" a# the !ehaviors of organizational organizational leaders !# wor goals c# emplo$ee performance appraisals d) all of the above e# none of the a!ove %. ,anagers can and should serve as within the organization. a) ethical role models !# authoritarian leaders leaders c# om!udspersons d# all of the a!ove e# none of the a!ove &. >esearch consistentl$ indicates that the attri!ute emplo$ees most want to see in their managers is: a# freedom b) honesty c# passion d# hard wor e# none of the a!ove ).
a) opportunist !# diplomat c# achiever d# strategist e# none of the a!ove
-. refers to the a!ilit$ to act8 create an effect8 or wield force. a# eadership b) !ower c# Atrength d# ,oralit$ e# none of the a!ove /. Aocial ps$chologists ?rench and >aven have differentiated among five t$pes of power !ases individuals can have !ased on which aspect" a# status in the organization !# level of seniorit$ c) relationship to others in the organi,ation d# all of the a!ove e# none of the a!ove 2. Dower that is formall$ assigned to an individual8 such as through a title or position8 is called power. power. a) legitimate !# reward c# coercive d# referent e# e5pert 6. Dower that is o!tained in a wa$ characterized !$ the following response is called power: 074m going to do what that person sa$s !ecause 7 want to get a !onus and get promoted a# legitimate b) reward c# coercive d# referent e# e5pert 19. Dower o!tained !$ enforcing punishments is called power. power. a# legitimate !# reward c) coercive d# referent e# e5pert 11. Dower o!tained !ecause people want to !e lie $ou is called power. a# legitimate !# reward c# coercive d) referent e# e5pert 1%. Dower o!tained !$ !eing a source of nowledge or sills is called power. power. a# legitimate !# reward
c# coercive d# referent e) e$pert 1&. @n# leadership st$le refers to demanding !lind su!mission to someone in authorit$. authorit$. a) authoritarian !# horizontal c# referent d# all of the a!ove e# none of the a!ove 1). Droponents of 0esearch indicates which of the following t$pes of management s$stems is associated with higher levels of emplo$ee productivit$8 productivit$8 lo$alt$8 and motivation8 all of which contri!uted to higher profits" a#
c) ethical leadership d# horizontal leadership e# none of the a!ove
%9. *thical leadership has !een shown to !e associated with which of the following" a# emplo$ee disengagement b) employee commitment c# emplo$ee misconduct d# emplo$ee e5penses e# none of the a!ove %1. Which of the following personalit$ traits has'have !een shown to !e strongl$ associated with ethical leadership" a# patience and indness b) agreeableness and conscientiousness c# morals and norms d# all of the a!ove e# none of the a!ove %%. @ useful measure for assessing virtue ethics in ethical leaders focuses on the emphasized !$ @ristotle. @ristotle. a# ten commandments !# =olden >ule c) cardinal virtues d# all of the a!ove e# none of the a!ove %&.
c# higher levels of customer satisfaction d) all of the above e# none of the a!ove %/. < goals are specific8 measura!le8 aligned8 reacha!le and . a# trou!lesome !# tight c) time-bound d# tiring e# tried &%. is a goal(setting techniue in which managers and their su!ordinates ;ointl$ determine wor unit and individual goals in alignment with organizational goals. a# A,@>< goals b) anagement-by-ob%ectiv anagement-by-ob%ectives es c# ,otivation d# Atretch goals e# none of the a!ove &&. ,anaging emplo$ee and organizational organizational is associated with !etter health8 increased productivit$ and and ethical emplo$ee !ehaviors8 !ehaviors8 among other !enefits. !enefits. a) stress !# compensation
c# goals d# all of the a!ove e# none of the a!ove &). @ useful tool for reducing worplace stress is . . a# meditation !# wellness programs c# delegation training d) all of the above e# none of the a!ove &+. @n emplo$ee evaluates factors that are directl$ or indirectl$ related to achieving organizational organizational and emplo$ee goals. a# stretch goal !# wellness program c) compensation structure d# performance appraisal e# none of the a!ove &-. <; degree performance evaluation c# A,@>< performance evaluation d# ideal emplo$ee performance evaluation e# none of the a!ove &2. Giolations Giolations are harm(generating !ehaviors that reuire forgiveness8 which can !e applied through a four( phase model for managers including including 1# uncovering uncovering phase8 %# decision phase8 phase8 &# 8 8 )# outcome phase. a# termination phase !# violation phase phase c# forgiveness phase d) work phase e# none of the a!ove &6. Au!ordinates are more liel$ to !e influenced !$ written and oral directions provided directl$ from their supervisor8 supervisor8 rather than !$ witnessing a manager4s manager 4s decisions and !ehaviors. ? )9. @ccording to
)%. 7t is possi!le for managers to operate from all five of the t$pes of power !ases when leading an organization. organization. < )&. 0aning s$stems for emplo$ee performance appraisal are useful for creating health$ competition among emplo$ees. ? +/. *mplo$ees are much more receptive to negative feed!ac than to positive feed!ac8 which people tend to disregard or !loc out. ? +2. *thical leadership means never disciplining or firing an$one. ? +6. *thics suggests that poor performers can !e given an opportunit$ to improve within a certain timeline prior to dismissal8 or that care and concern !e e5tended when downsizing occurs !$ providing outplacement services. <
-9. 7t is important to constructivel$ address minor worplace infractions !ecause the$ often escalate into !igger pro!lems. < -1. Outline the continuum of potential punishments for managing minor worplace infractions. -%. 7dentif$ and e5plain three different leadership st$les8 including their ma;or features. -&. 7dentif$ and define the five sources of power availa!le to managers. -). 7dentif$ and define
Chapter 19: *ngaging and *mpowering *thical *mplo$ees 1. *mplo$ee is an emotional !ond or attachment an emplo$ee has to the wor tas8 organization and its mem!ers. a# moralit$ !# motivation c) engagement d# empowerment e# none of the a!ove %. @mong the most important features emplo$ees want in a ;o! are all !ut which of the following" a# ;o! securit$ !# !enefits c# compensation d# opportunities to use sills e) none of the above &. Eevelopmental ps$chologist @!raham @!raham ,aslow differentiated five categories of that ever$ individual has. a# management st$les !# morals c# virtues d) needs e# hierarchies ). 7ndividuals t$picall$ prioritize over social needs8 according to ,aslow4s hierarch$. hierarch$. a# self(actualization b) physiological c# self(esteem d# all of the a!ove e# none of the a!ove +. 7ndividuals t$picall$ prioritize over self(actualization self(actualization needs8 according to ,aslow4s hierarch$. hierarch$.
a# ph$siological !# self(esteem c# safet$ d) all of the above e# none of the a!ove -.
!# recognition c# achievement d) financial rewards e# none of the a!ove 1). High levels of emplo$ee performance and satisfaction8 according to Eaniel Din8 result from emplo$ees driven to meet !asic needs including self(direction#8 master$ continuall$ learning and creating new things#8 and purpose wor is a personal cause or mission#. a) autonomy !# hierarch$ c# authorit$ d# responsi!ilit r esponsi!ilit$ $ e# none of the a!ove 1+.
!# informational c# interactional d) distributive e# none of the a!ove %1. Which of the following !ehaviors is'are associated with emplo$ee perceptions of organizational in;ustice" a# deviant and retaliator$ !ehaviors from emplo$ees !# de(motivation c# disengagement d) all of the above e# none of the a!ove %%.Worplace %%.Worplace is defined as repeated ver!al a!use or a!usive conduct that is threatening8 humiliating and intimidating and interferes with wor. a) bullying !# se5ual harassment c# in;ustice d# !adgering e# none of the a!ove %&. wor is t$picall$ defined as spending time at wor to achieve something that is personall$ desira!le. a# @utonomous b) eaningful c# Fust d# all of the a!ove e# none of the a!ove %). @ccording to ips(Wiersma ips(Wiersma and ,orris8 the four sources of meaningful wor include serving others8 unit$ with others8 8 and e5pressing one4s full potential. a) developing and becoming self !# woring independentl$ independentl$ c# woring diligentl$ d# all of the a!ove e# none of the a!ove %+. >epresenting over %+ $ears of stud$8 the =allup Organization4s Organization4s data suggests that the single most important factor that talented emplo$ees want most from the worplace was: a# high salar$ !# famil$ !alance c) an e$cellent manager d# nice colleagues e# none of the a!ove %-. *mplo$ee refers to an emotional connection to the ;o! tas8 wor unit8 or organization. a# empowerment b) engagement c# virtue d# flow e# none of the a!ove %/. *mplo$ee refers to giving emplo$ees decision(maing authorit$8 authorit$8 which can !e further solidified with an ownership stae in the organization. a) empowerment
!# engagement c# virtue d# flow e# none of the a!ove %2.
e# none of the a!ove &+. Which of the following is'are not among the characteristics of mem!ers of effective teams" a# trust one another !# engage in constructive constructive conflict c) always agree d# personall$ commit to goal accomplishment )# are accounta!le for their !ehaviors &-.
)%. Drofit sharing has !een shown to !e associated with all !ut which of the following" a# emplo$ee cooperation !# turnover c# productivit$ d) wage disparity e# profits )&. *mplo$ee give emplo$ees the right to purchase a specific num!er of compan$ shares at a fi5ed price !$ a particular future future date8 t$picall$ ten $ears. $ears. a# profit sharings b) stock options c# pensions d# all of the a!ove e# none of the a!ove )). Droducer8 consumer8 consumer8 and emplo$ee are an alternative communal wa$ to govern a !usiness and raise capital8 and involve pooling capital and resources for mutual !enefit. a# profit sharings !# *AODs c) cooperatives d# pensions e# none of the a!ove )+. >esearch indicates that top(down8 one(wa$ communication and decision(maing processes discourage emplo$ees from !eing passive and reactive8 rather than proactive. ? )-. *ngaged emplo$ees are less liel$ to report ethical misconduct8 !ecause the$ have a strong sense of lo$alt$ to their coworers. ? )/.
+/. *mpowering all t$pes of emplo$ees8 0go(getters8 0fence(sitters8 and 0adversarials8 is helpful to ensure emplo$ee engagement across the organization. ? +2. @dversarial @dversarial emplo$ees have leadership sills8 which if redirected awa$ from the wrong ends8 can allow them to !ecome go(getters. < +6.
Chapter 11: *nvironmental ,anagement 1. apidl$ industrializing has now surpassed the United Atates as the world4s largest emitter of greenhouse gases. a# 7ndia b) China c# >ussia d# all of the a!ove e# none of the a!ove ).
!# climate change c# glo!alized d# @mericanized e# none of the a!ove /. alph Waldo *merson and Henr$ Eavid achel Carson4s !oo is often given credit for !eing an earl$8 earl$8 accessi!le loo at how insecticides and pesticides8 particularl$ EE<8 EE<8 could cause long(term harm to fish8 wildlife and humans. a# Walden !# @ Aand Count$ @lmanac c) #ilent #pring d# @mericums e# none of the a!ove 6. On @pril %%8 16/98 the first was held8 designed to educate students and others a!out the need to preserve natural resources and unite environmental organizations around a common cause. a# eagan administration8 was characterized !$ which of the following approaches to environmental management" a# 0proactive regulation emphasizing em phasizing innovation b) 1cooperative4 regulation emphasi,ing free market solutions c# 0adversarial regulation emphasizing conseuences for noncompliance d# all of the a!ove e# none of the a!ove 1&. 7n 162/8 Dresident >eagan signed the 8 an international agreement to phase out chlorofluorocar!ons chlorofluorocar!ons C?Cs# that erode the ozone.
a# Clean @ir @ct !# *ndangered Apecies @ct c) ontreal !rotocol d# 3$oto Drotocol e# none of the a!ove 1). @ landmar climate change conference8 held in 166/8 produced the 8 which esta!lished a goal of reducing worldwide greenhouse gas emissions. a# Clean @ir @ct !# *ndangered Apecies @ct c# ,ontreal Drotocol d) (yoto !rotocol e# none of the a!ove 1+. *missions trading s$stems nown as involve federal controls that limit the amount of pollution permitted permitted com!ined with a maret in which !usinesses !usinesses can trade licenses to pollute. pollute. a) Cap and rade !# Chicago Climate *5change *5change c# 3$oto Drotocol d# all of the a!ove e# none of the a!ove 1-. 7n 16698 Congress passed Clean @ir @ct amendments to address the pro!lem of 8 associated with destruction caused !$ fossil fuels originating from coal(fired power plants. a) acid rain !# Cap and
e# none of the a!ove %9.
e) none of the above
%/. Aome organizations create an# that clearl$ articulates its relationship with the natural environment. a# Code of Conduct !# Code of *thics c) 6nvironmental mission statement d# **E certification e# none of the a!ove %2. Droducts can !e certified as products8 products8 which ensures that the$ are energ$ efficient. a# **E(certified b) 6nergy #tar c# =reen d# all of the a!ove e# none of the a!ove %6. Hitchcoc and Willard have developed an# that organizations can use f or comparative evaluation purposes when deciding which product to purchase. a# **E checlist !# *nerg$ Atart checlist checlist c) sustainable products checklist d# Cap and
a# **E certification b) he *atural #tep c# =reening d# Cap and eporting 7nitiative =>7# d#
d) carbon offsets e# none of the a!ove
)9. Companies can also contri!ute and enhance enhance their commitment to environmental management !$ participating in efforts efforts such as 0One Dercent for for the Dlanet8 which involves involves companies donating 1 percent of annual sales revenue to environmental groups. a) green philanthropy !# Cap and
++. Walmart Walmart has attempted to ensure that its supplier operations meet high environmental standards !$ implementing a Aupplier Austaina!ilit$ 7nde5 a universal rating s$stem for assessing sustaina!ilit$ records. +-. 7AO 1)991 certification8 a competitive advantage in a maretplace in which more organizations are using a green 0screen to choose suppliers8 is a self(regulator$ s$stem and includes an *nerg$ ,anagement A$stem *,A# as its !asic component. < +/. @ useful earl$ strateg$ in environmental action within an organization is to identif$ 0low(hanging fruit to encourage success in achieving goals8 which will help emplo$ees gain confidence for implementing more complicated solutions. < +2. Organizations can purchase Cap and
Chapter 1%: Communit$ Outreach and >espect 1. a# utilitarian !# 3ant4s 3ant4s categorical imperative c# virtue d) all of the above e# none of the a!ove +. @rchie Carroll4s Carroll4s conceptualization of social responsi!ilit$ includes all !ut which of the following components" a# economic responsi!ilities responsi!ilities !# legal responsi!ilities responsi!ilities c# ethical responsi!ilities responsi!ilities d# philanthropic responsi!ilities responsi!ilities e) none of the above
-.
c#
16. Organizations are often held accounta!le !$ all !ut which of the following staeholder staeholder groups: a# activists !# the media c# N=Os d# government agencies e) none of the above %9.
!# egitimac$ c# Urgenc$ d# Drimar$ e# none of the a!ove %/. refers to the staeholder4s standing in societ$ or to the claim !eing made. a# Dower b) Legitimacy c# Urgenc$ d# Drimar$ e# none of the a!ove %2. refers to the immediac$ of the issues !eing raised. a# Dower !# egitimac$ c) Frgency d# Drimar$ e# none of the a!ove %6. ,anagers can pursue different strategies for staeholder management8 including 8 or waiting until pro!lems arise8 8 or anticipating pro!lems and implementing plans !efore the pro!lems arise8 or 8 engaging with e$ staeholders and ;ointl$ determining action. a# reactive8 proactive8 interactive !# proactive8 interactive8 interactive8 reactive c# primar$8 secondar$8 tertiar$ d) all of the above e# none of the a!ove &9. is the donation of mone$ or propert$ to assist a nonprofit organization or people in need. a# =iving b) !hilanthropy c# Golunteer Golunteerism ism d# Citizenship e# none of the a!ove &1. is the donation of time to assist a nonprofit organization organization or people in need. a# =iving !# Dhilanthrop$ c) Volunteerism d# Citizenship e# none of the a!ove &%. ome8 do as the >omans !# corporate citizenship citizenship c) noblesse oblige d# do unto others as $ou4d have them do unto $ou e# none of the a!ove &&. A$stematic giving at an organization addresses all !ut which of the areas of nonprofit needs" a# mone$ !# products or services services c# sills d# ;o! opportunities opportunities
e) none of the above
&). 7nvoing the three 0C4s of engagement is helpful when corporations form long(term volunteer partnerships8 including including all !ut which of the following: a# compati!ilit$ !# commitment c# communication d) cash donations e# none of the a!ove &+. @ retention retention polic$ that can assist with confronting !urnout among emplo$ees with high(stress ;o!s is leave policies8 or . . a# volunteerism !# retreats c) sabbaticals d# charit$ e# none of the a!ove &-.
&6. Dorter and 3ramer differentiate differentiate three social issue categories that ma$ impact !usiness operations8 operations8 including all !ut which of the following categories: a# generic social issues !# value chain social impacts impacts c) reactive giving d# competitive conte5t social dimensions e# none of the a!ove )9. @ win(win win(win strategic partnership where!$ nonprofits !enefit !$ revenue generated through the sales of the donor4s product or service is called . . a) cause-related marketing !# corporate philanthrop$ philanthrop$ c# green mareting d# strategic mareting e# none of the a!ove )1. @ccording to ?riedman4s conceptualization of corporate responsi!ilit$8 responsi!ilit$8 sneaer manufacturers fulfill their social responsi!ilities !$ efficientl$ and effectivel$ meeting consumers4 sneaer needs without violating an$ laws. < )%.
+). Corporate philanthrop$ shouldn4t !e framed as part of an organization4s organization4s pu!lic relations strateg$ nor should it !e lined with strateg$. ? ++. >esearch indicates that philanthrop$ can help mitigate the negative effects when things go wrong in an organization. organization. < +-. ,ilton ?riedman4s 0eporting 7nitiative =>7# offers a standardized framewor for communit$ impact reporting8 in addition to environmental performance. < -&. Cite some of the specific e5amples of famil$(friendl$ and communit$(friendl$ policies suggested suggested in the chapter8 primaril$ provided !$ the annual Woring ,other magazine4s listing. -). Eiscuss the !usiness case for communit$ involvement8 including the four areas of primar$ !enefit. -+. Eiscuss the e$ features organizations should include when uestioning their suppliers a!out their la!or and health and safet$ practices. --. Drovide an overview of the si5 phases of issues(driven multi(staeholder dialogues. -/.
Honest$ tests are useful tools which can provide which of the following" Aelect one: a. direct admission of performing an illegal or uestiona!le activit$ !. opinions regarding illegal or uestiona!le !ehavior c. personalit$ traits related to dishonest$ dH all of the above
e. none of the a!ove
Which of the following statements is correct" Aelect one: a. a Code of Conduct describes acceptable behaviors for specific situations that are likely to arise !. a Code of Conduct !riefl$ descri!es specific ethical rules c. a Code of Conduct !riefl$ descri!es !road ethical aspirations d. all of the a!ove e. none of the a!ove Which of the following organizational factors is not associated with whistle(!lowing" Aelect one: a. wor culture discourages dissent !. lo$alt$ to the organizational mem!ers is not aligned with ethics c. no esta!lished reporting s$stem e5ists d. all of the above e. none of the a!ove
Where appropriate8 a final step in the ;o! screening process ma$ include drug and pol$graph tests. Aelect one: rue
?alse
7f Codes of Conduct are displa$ed prominentl$ p rominentl$ throughout the worplace8 further anal$sis will not !e helpful in determining the e5tent to which emplo$ees em!race them.
Aelect one:
is the donation of time or resources to assist a nonprofit organization organization or people in need. Aelect one: a. =iving !. Dhilanthrop$ cH Volunteerism
d. Citizenship e. none of the a!ove ?eed!ac
d. the greatest num!er e. none of the a!ove Which of the following characteristics is considered a discrimination(relevant dimension of worplace diversit$" a. race !. ethnicit$ c. gender d. se5ual orientation eH all of the above
>esearch finds that with the declining economic situation8 emplo$ees onl$ value financial t$pes of rewards8 such as pa$8 which are designed to assist in maintaining emplo$ee commitment. ? 7ntrinsic rewards include mone$8 promotions and !enefits. ?
@n e5ample of an e5trinsic reward is an assigned paring space with an emplo$ee4s name clearl$ painted underneath the P>eservedP sign. <
