Question 1

The reason _____ present a problem is that the situations we face as managers are seldom clear cut with an obvious answer as to what is best for everyone concerned.

Accepted Answer

A)  ethics 
B)  opinions 
C)  personal views 
D)  employees 
A)  ethics 
B)  opinions 
C)  personal views 
D)  employees

Question 2

The six factors of ethical intensity influence the perceived characteristics of a(n) ______, especially when there is a dilemma with competing options.

Accepted Answer

A)  ethical decision 
B)  concentration of effect 
C)  magnitude of action 
D)  value judgement 
A)  ethical decision 
B)  concentration of effect 
C)  magnitude of action 
D)  value judgement

Question 3

What is whistleblowing? What are some of the risks involved? If you found yourself in such a dilemma, how would you decide how to act?

Accepted Answer

Whistleblowing means employee disclosure

Question 4

What is the most mature level of moral values?

Accepted Answer

A)  postconventional 
B)  conventional 
C)  preconventional 
D)  all of these 
A)  postconventional 
B)  conventional 
C)  preconventional 
D)  all of these

Question 5

"Would I make the same decision if the outcome did not benefit me in any way?" This approach to guide decision making is known as ______.

Accepted Answer

A)  The front-page test 
B)  The personal gain test 
C)  The good night's sleep test 
D)  The public exposure test 
A)  The front-page test 
B)  The personal gain test 
C)  The good night's sleep test 
D)  The public exposure test

Question 6

The acceptance of ______ is almost non-existent in many of today's large organizations.

Accepted Answer

A)  actions 
B)  responsibility 
C)  conversations 
D)  all of these 
A)  actions 
B)  responsibility 
C)  conversations 
D)  all of these

The reason _____ present a problem is that the situations we face as managers are seldom clear cut with an obvious answer as to what is best for everyone concerned.

The six factors of ethical intensity influence the perceived characteristics of a(n) ______, especially when there is a dilemma with competing options.

What is whistleblowing? What are some of the risks involved? If you found yourself in such a dilemma, how would you decide how to act?

What is the most mature level of moral values?

"Would I make the same decision if the outcome did not benefit me in any way?" This approach to guide decision making is known as ______.

The acceptance of ______ is almost non-existent in many of today's large organizations.

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

The reason _____ present a problem is that the situations we face as managers are seldom clear cut with an obvious answer as to what is best for everyone concerned.

The six factors of ethical intensity influence the perceived characteristics of a(n) ______, especially when there is a dilemma with competing options.

What is whistleblowing? What are some of the risks involved? If you found yourself in such a dilemma, how would you decide how to act?

What is the most mature level of moral values?

"Would I make the same decision if the outcome did not benefit me in any way?" This approach to guide decision making is known as ______.

The acceptance of ______ is almost non-existent in many of today's large organizations.

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