Question 1

One of the biggest reasons managers need courage is that it is necessary for practicing ______ behavior.

Accepted Answer

A)  courageous 
B)  ethical 
C)  sporadic 
D)  none of these 
A)  courageous 
B)  ethical 
C)  sporadic 
D)  none of these

Question 2

______ means employee disclosure of illegal, immoral, or unethical practices in the organization.

Accepted Answer

A)  Whistleblowing 
B)  Insubordination 
C)  Management 
D)  none of these 
A)  Whistleblowing 
B)  Insubordination 
C)  Management 
D)  none of these

Question 3

As a manager, you will need courage for many reasons.

Accepted Answer

A) True 
 B)False

Question 4

How do employees learn about the values that are important in organizations?

Accepted Answer

A)  by watching managers 
B)  by attending meetings 
C)  by active listening 
D)  by reading company policies 
A)  by watching managers 
B)  by attending meetings 
C)  by active listening 
D)  by reading company policies

Question 5

Diego has just been promoted to shift supervisor at a local pizza parlor. In the past, he has noticed that his co-workers don't always follow the rules, such as washing their hands before working with the food. He never said anything before, but now that he's a manager, Diego feels he should stand up for what is right in order to create a(n) ______.

Accepted Answer

A)  healthy workplace 
B)  standard operating procedure 
C)  environment of integrity 
D)  tense atmosphere 
A)  healthy workplace 
B)  standard operating procedure 
C)  environment of integrity 
D)  tense atmosphere

Question 6

Ethical managers focus on their own needs and goals.

Accepted Answer

A) True 
 B)False

Question 7

At what level on the moral development scale are individuals ego-centered and concerned with receiving external rewards and avoiding punishments?

Accepted Answer

A)  conventional level 
B)  preconventional level 
C)  postconventional level 
D)  none of these 
A)  conventional level 
B)  preconventional level 
C)  postconventional level 
D)  none of these

Question 8

What are some qualities of ethical managers that might frighten people?

Accepted Answer

A)  personal experiences with others 
B)  making oneself vulnerable 
C)  listening 
D)  all of these 
A)  personal experiences with others 
B)  making oneself vulnerable 
C)  listening 
D)  all of these

Question 9

Courage can be thought of as a ______ skill that is developed through conscious thought and practice.

Accepted Answer

A)  decision-making 
B)  resource 
C)  action 
D)  proper 
A)  decision-making 
B)  resource 
C)  action 
D)  proper

Question 10

A(n) ________ arises in a situation concerning right or wrong when values are in conflict.

Accepted Answer

A)  disagreement 
B)  ethical dilemma 
C)  behavior 
D)  code 
A)  disagreement 
B)  ethical dilemma 
C)  behavior 
D)  code

Question 11

A manager's level of moral maturity and ethical reasoning may contribute to _______ behavior.

Accepted Answer

A)  decision-making 
B)  conventional 
C)  departmental 
D)  all of these 
A)  decision-making 
B)  conventional 
C)  departmental 
D)  all of these

Question 12

Some executives are preoccupied with their own ______. These managers pay more attention to gaining benefits for themselves rather than for the company or the larger society.

Accepted Answer

A)  ethics 
B)  opportunities 
C)  decision making 
D)  importance 
A)  ethics 
B)  opportunities 
C)  decision making 
D)  importance

Question 13

Courageous managers are not ____________.

Accepted Answer

A)  reckless 
B)  foolhardy 
C)  both of these 
D)  neither of these 
A)  reckless 
B)  foolhardy 
C)  both of these 
D)  neither of these

Question 14

What are four simple questions you can ask yourself when considering an action to work through an ethical issue or make an ethical decision?

Accepted Answer

1. Is it the truth?
2. Is it f

Question 15

Greg is in charge of waste disposal at the manufacturing plant where he works. If he can find a way to reduce expenses, he will get a bigger bonus at the end of the year. So rather than disposing of the waste the way he's required to do by law, which is expensive, Greg decides to dump the waste in the nearest river. Greg could be described as unethical because he is focused:

Accepted Answer

A)  on his own needs and goals 
B)  on the company objectives 
C)  on others' success 
D)  on making more money for the company 
A)  on his own needs and goals 
B)  on the company objectives 
C)  on others' success 
D)  on making more money for the company

Question 16

What is the Rotary International's Four-Way Test?

Accepted Answer

A)  Guide for making ethical decision and helping others work through ethical issues 
B)  Guide to difficult questions 
C)  Guide to organizational structure 
D)  none of these 
A)  Guide for making ethical decision and helping others work through ethical issues 
B)  Guide to difficult questions 
C)  Guide to organizational structure 
D)  none of these

Question 17

How do unethical managers diminish the dignity of others?

Accepted Answer

A)  taking the credit of others 
B)  treating people with disrespect 
C)  neither of these 
D)  both of these 
A)  taking the credit of others 
B)  treating people with disrespect 
C)  neither of these 
D)  both of these

Question 18

At the postconventional level, or ______ level, people are guided by an internalized set of principles universally recognized as just and right.

Accepted Answer

A)  interpersonal 
B)  duty 
C)  principled 
D)  all of these 
A)  interpersonal 
B)  duty 
C)  principled 
D)  all of these

Question 19

Peers and subordinates with lax ______ feel free to act as they choose.

Accepted Answer

A)  mentalities 
B)  integrity 
C)  ethical standards 
D)  managers 
A)  mentalities 
B)  integrity 
C)  ethical standards 
D)  managers

Question 20

Making unethical decisions is one of the best ways you can influence an ethical organization.

Accepted Answer

A) True 
 B)False

One of the biggest reasons managers need courage is that it is necessary for practicing ______ behavior.

______ means employee disclosure of illegal, immoral, or unethical practices in the organization.

As a manager, you will need courage for many reasons.

How do employees learn about the values that are important in organizations?

Ethical managers focus on their own needs and goals.

At what level on the moral development scale are individuals ego-centered and concerned with receiving external rewards and avoiding punishments?

What are some qualities of ethical managers that might frighten people?

Courage can be thought of as a ______ skill that is developed through conscious thought and practice.

A(n) ________ arises in a situation concerning right or wrong when values are in conflict.

A manager's level of moral maturity and ethical reasoning may contribute to _______ behavior.

Some executives are preoccupied with their own ______. These managers pay more attention to gaining benefits for themselves rather than for the company or the larger society.

Courageous managers are not ____________.

What are four simple questions you can ask yourself when considering an action to work through an ethical issue or make an ethical decision?

What is the Rotary International's Four-Way Test?

How do unethical managers diminish the dignity of others?

At the postconventional level, or ______ level, people are guided by an internalized set of principles universally recognized as just and right.

Peers and subordinates with lax ______ feel free to act as they choose.

Making unethical decisions is one of the best ways you can influence an ethical organization.

Introduction

Your Manager Strengths and Weaknesses

Learning About Yourself

Managing Yourself to Get Things Done

Creative Problem Solving

How Managers Communicate

Motivating for Performance

Getting Things Done Through Networks, Relationships, and Soft Power

People With Coaching, Delegation, and Deliberate Practice

Handling Difficult Conversations, Conflict, and Negotiation

Managing Your Boss

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters

Exam 7: Becoming an Ethical Manager

One of the biggest reasons managers need courage is that it is necessary for practicing ______ behavior.

______ means employee disclosure of illegal, immoral, or unethical practices in the organization.

As a manager, you will need courage for many reasons.

How do employees learn about the values that are important in organizations?

Ethical managers focus on their own needs and goals.

At what level on the moral development scale are individuals ego-centered and concerned with receiving external rewards and avoiding punishments?

What are some qualities of ethical managers that might frighten people?

Courage can be thought of as a ______ skill that is developed through conscious thought and practice.

A(n) ________ arises in a situation concerning right or wrong when values are in conflict.

A manager's level of moral maturity and ethical reasoning may contribute to _______ behavior.

Some executives are preoccupied with their own ______. These managers pay more attention to gaining benefits for themselves rather than for the company or the larger society.

Courageous managers are not ____________.

What are four simple questions you can ask yourself when considering an action to work through an ethical issue or make an ethical decision?

What is the Rotary International's Four-Way Test?

How do unethical managers diminish the dignity of others?

At the postconventional level, or ______ level, people are guided by an internalized set of principles universally recognized as just and right.

Peers and subordinates with lax ______ feel free to act as they choose.

Making unethical decisions is one of the best ways you can influence an ethical organization.

Introduction

Your Manager Strengths and Weaknesses

Learning About Yourself

Managing Yourself to Get Things Done

Creative Problem Solving

How Managers Communicate

Motivating for Performance

Getting Things Done Through Networks, Relationships, and Soft Power

People With Coaching, Delegation, and Deliberate Practice

Handling Difficult Conversations, Conflict, and Negotiation

Managing Your Boss

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters