Question 1

A personality measure of a person's convictions is ________.

Accepted Answer

A) moral development 
B) ego strength 
C) locus of control 
D) social desirability 
E) social responsiveness 
A) moral development 
B) ego strength 
C) locus of control 
D) social desirability 
E) social responsiveness

Question 2

In the socioeconomic view of organisational social responsibility, managers are responsible for protecting and improving society's welfare in addition to making a profit.

Accepted Answer

A) True 
 B)False

Question 3

Values-based management is an approach to managing in which the organisation's values guide employees in the way they do their jobs.

Accepted Answer

A) True 
 B)False

Question 4

According to the four approaches to being 'green', the market approach is noted by an added interest in _____.

Accepted Answer

A) shareholders 
B) human concerns 
C) good supplier relations 
D) fair prices 
E) customers' environmental concerns 
A) shareholders 
B) human concerns 
C) good supplier relations 
D) fair prices 
E) customers' environmental concerns

Question 5

The socioeconomic view of the responsibility of management states that a manager should pursue profits at all times.

Accepted Answer

A) True 
 B)False

Question 6

The ________ approach to 'being green' is when an organisation chooses to respond to multiple demands made by groups in the organisation's external environment.

Accepted Answer

A) legal 
B) market 
C) stakeholder 
D) responsibility 
E) activist 
A) legal 
B) market 
C) stakeholder 
D) responsibility 
E) activist

Question 7

At the third stage of the four approaches to being green, the 'stakeholder approach' represents the organisation's expansion of environmental responsibility, and the manager will promote the shareholder's interest by seeking to minimise costs and maximise profits.

Accepted Answer

A) True 
 B)False

Question 8

Ethics Training
You are an employee of a very large corporate company.Several employees routinely have lunch at a local restaurant where most drink alcoholic beverages before returning to work.In addition to this inappropriate behaviour, several male co-workers call female employees 'babes' and freely use racial slurs.There have been many complaints and the company has decided to use these issues as ethical training examples.
-Refer to Ethics Training (Scenario).An alternative for the organisation to provide formal means that protect employees who face ethical dilemmas so that they can do what is right without fear of reprimand would be ________.

Accepted Answer

A) ethical training sessions 
B) formal protective mechanisms 
C) performance appraisal 
D) independent social audits 
E) informal behaviour modification 
A) ethical training sessions 
B) formal protective mechanisms 
C) performance appraisal 
D) independent social audits 
E) informal behaviour modification

Question 9

In a short essay, explain the three levels of moral development and discuss the conclusions that can be drawn from research on the levels and stages of moral development.

Accepted Answer

1. The first level is labelled preconven

Question 10

Welcome to the Real World
As a recent business graduate from a prestigious business school, Malcolm joined a firm where managers identify popular social needs such as community service and environmental concerns in addition to making a profit.In this organisation, managers respond to what they feel are important social needs.
-Refer to Welcome to the Real World (Scenario).When Malcolm's managers and co-workers use social criteria to make decisions, including investment decisions, what is being utilised in the decision-making process?

Accepted Answer

A) expectation management 
B) profit maximisation 
C) social screening 
D) socioeconomic views 
E) classical view of responsibility 
A) expectation management 
B) profit maximisation 
C) social screening 
D) socioeconomic views 
E) classical view of responsibility

Question 11

Which of the following is NOT a characteristic of an ethical leader?

Accepted Answer

A) share your personal values by regularly communicating them to employees 
B) stress the organisation's or team's important shared values 
C) avoid hiding or manipulating information 
D) never admit your own failures to maintain your dignity 
E) always communicate truthfully 
A) share your personal values by regularly communicating them to employees 
B) stress the organisation's or team's important shared values 
C) avoid hiding or manipulating information 
D) never admit your own failures to maintain your dignity 
E) always communicate truthfully

Question 12

Which of the following is NOT one of the six characteristics that are relevant in determining issue intensity?

Accepted Answer

A) How great a harm (or benefit)is done to victims (or beneficiaries)of the ethical act in question? 
B) What is the probability that your act will be discovered? 
C) How much consensus is there that the act is evil (or good)? 
D) What is the length of time between the act in question and its expected consequences? 
E) How large is the concentrated effect of the ethical act on the people involved? 
A) How great a harm (or benefit)is done to victims (or beneficiaries)of the ethical act in question? 
B) What is the probability that your act will be discovered? 
C) How much consensus is there that the act is evil (or good)? 
D) What is the length of time between the act in question and its expected consequences? 
E) How large is the concentrated effect of the ethical act on the people involved?

Question 13

Ethics training sessions can provide what benefit?

Accepted Answer

A) They enforce the organisation's standards of contact. 
B) They clarify acceptable and unacceptable practices. 
C) They create ego strength in employees. 
D) They evaluate decisions and management practices in terms of the code of ethics. 
E) They strengthen the employees' locus of control. 
A) They enforce the organisation's standards of contact. 
B) They clarify acceptable and unacceptable practices. 
C) They create ego strength in employees. 
D) They evaluate decisions and management practices in terms of the code of ethics. 
E) They strengthen the employees' locus of control.

Question 14

A ________ is an individual or organisation who seeks out opportunities to improve society by using practical, innovative and sustainable approaches.

Accepted Answer

A) business entrepreneur 
B) social entrepreneur 
C) intrapreneur 
D) social impact manager 
E) whistleblower 
A) business entrepreneur 
B) social entrepreneur 
C) intrapreneur 
D) social impact manager 
E) whistleblower

Question 15

Why should managers assure whistleblowers that they will face no personal or career risks?

Accepted Answer

A) Using the rewards system is often not enough. 
B) Many may be reluctant to raise ethical concerns or issues because of the perceived risks. 
C) Because employees often do not appreciate the full implications of their actions. 
D) Some may not wish to push their values on to other employees. 
E) Most do not want to lead by example. 
A) Using the rewards system is often not enough. 
B) Many may be reluctant to raise ethical concerns or issues because of the perceived risks. 
C) Because employees often do not appreciate the full implications of their actions. 
D) Some may not wish to push their values on to other employees. 
E) Most do not want to lead by example.

Question 16

A 'supplier' is an example of an organisational stakeholder.

Accepted Answer

A) True 
 B)False

Question 17

A survey of business organisations in 22 countries found ________ per cent have formally stated ethics standards or codes of behaviour.

Accepted Answer

A) 50 
B) 65 
C) 71 
D) 78 
E) 90 
A) 50 
B) 65 
C) 71 
D) 78 
E) 90

Question 18

The belief that businesses that help solve difficult social problems is known as which argument for social responsibility?

Accepted Answer

A) ethical obligation 
B) public image 
C) better environment 
D) possession of resources 
E) superiority of prevention over cures 
A) ethical obligation 
B) public image 
C) better environment 
D) possession of resources 
E) superiority of prevention over cures

Question 19

Which of the following approaches toward 'being green' is a good illustration of social obligation?

Accepted Answer

A) legal approach 
B) market approach 
C) stakeholder approach 
D) activist approach 
E) dark green approach 
A) legal approach 
B) market approach 
C) stakeholder approach 
D) activist approach 
E) dark green approach

Question 20

The Environmental Study
You have just been challenged by your supervisor to study and report your findings on approaches that organisations use to being 'green'.Your boss tells you to study the four major approaches, differentiate among them and report to him in a week.
-Refer to The Environmental Study (Scenario).Under what approach does an organisation work to meet the environmental demands of multiple groups of people including employees, suppliers or the community?

Accepted Answer

A) stakeholder approach 
B) market approach 
C) legal approach 
D) minimalist approach 
E) activist approach 
A) stakeholder approach 
B) market approach 
C) legal approach 
D) minimalist approach 
E) activist approach

A personality measure of a person's convictions is ________.

In the socioeconomic view of organisational social responsibility, managers are responsible for protecting and improving society's welfare in addition to making a profit.

Values-based management is an approach to managing in which the organisation's values guide employees in the way they do their jobs.

According to the four approaches to being 'green', the market approach is noted by an added interest in _____.

The socioeconomic view of the responsibility of management states that a manager should pursue profits at all times.

The ________ approach to 'being green' is when an organisation chooses to respond to multiple demands made by groups in the organisation's external environment.

At the third stage of the four approaches to being green, the 'stakeholder approach' represents the organisation's expansion of environmental responsibility, and the manager will promote the shareholder's interest by seeking to minimise costs and maximise profits.

In a short essay, explain the three levels of moral development and discuss the conclusions that can be drawn from research on the levels and stages of moral development.

Which of the following is NOT a characteristic of an ethical leader?

Which of the following is NOT one of the six characteristics that are relevant in determining issue intensity?

Ethics training sessions can provide what benefit?

A ________ is an individual or organisation who seeks out opportunities to improve society by using practical, innovative and sustainable approaches.

Why should managers assure whistleblowers that they will face no personal or career risks?

A 'supplier' is an example of an organisational stakeholder.

A survey of business organisations in 22 countries found ________ per cent have formally stated ethics standards or codes of behaviour.

The belief that businesses that help solve difficult social problems is known as which argument for social responsibility?

Which of the following approaches toward 'being green' is a good illustration of social obligation?

Managers in the Workplace

Management History

Managing the External Environment and Organisational Culture

Managing in a Global Environment

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding and Managing Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters

Exam 5: Social Responsibility and Managerial Ethics

A personality measure of a person's convictions is ________.

In the socioeconomic view of organisational social responsibility, managers are responsible for protecting and improving society's welfare in addition to making a profit.

Values-based management is an approach to managing in which the organisation's values guide employees in the way they do their jobs.

According to the four approaches to being 'green', the market approach is noted by an added interest in _____.

The socioeconomic view of the responsibility of management states that a manager should pursue profits at all times.

The ________ approach to 'being green' is when an organisation chooses to respond to multiple demands made by groups in the organisation's external environment.

At the third stage of the four approaches to being green, the 'stakeholder approach' represents the organisation's expansion of environmental responsibility, and the manager will promote the shareholder's interest by seeking to minimise costs and maximise profits.

In a short essay, explain the three levels of moral development and discuss the conclusions that can be drawn from research on the levels and stages of moral development.

Which of the following is NOT a characteristic of an ethical leader?

Which of the following is NOT one of the six characteristics that are relevant in determining issue intensity?

Ethics training sessions can provide what benefit?

A ________ is an individual or organisation who seeks out opportunities to improve society by using practical, innovative and sustainable approaches.

Why should managers assure whistleblowers that they will face no personal or career risks?

A 'supplier' is an example of an organisational stakeholder.

A survey of business organisations in 22 countries found ________ per cent have formally stated ethics standards or codes of behaviour.

The belief that businesses that help solve difficult social problems is known as which argument for social responsibility?

Which of the following approaches toward 'being green' is a good illustration of social obligation?

Managers in the Workplace

Management History

Managing the External Environment and Organisational Culture

Managing in a Global Environment

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding and Managing Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters