Question 1

When tobacco companies sought to hide evidence that cigarette smoking causes lung cancer, they were exhibiting a(n) _____ approach to social responsibility.

Accepted Answer

A) accommodative 
B) proactive 
C) defensive 
D) obstructionist 
E) offensive 
A) accommodative 
B) proactive 
C) defensive 
D) obstructionist 
E) offensive

Question 2

Organizational ethics are the way a company's managers view their duty to make decisions that enhance the well-being of stakeholders.

Accepted Answer

A) True 
 B)False

Question 3

Tiffany & Co.has a deep moral commitment to act responsibly in its sourcing of precious metals and gemstones.This is an example of ______ ethics.

Accepted Answer

A) societal 
B) individual 
C) organizational 
D) occupational 
E) governmental 
A) societal 
B) individual 
C) organizational 
D) occupational 
E) governmental

Question 4

Companies that go out of their way to learn about the needs of different stakeholders and use organizational resources to promote their interests are using the _____ approach.

Accepted Answer

A) accommodative 
B) proactive 
C) defensive 
D) obstructionist 
E) offensive 
A) accommodative 
B) proactive 
C) defensive 
D) obstructionist 
E) offensive

Question 5

Suppose you are an accountant for a large publicly traded company.You have discovered an error in the financial records that makes the company look more profitable.Your manager tells you to correct the error and reissue a financial statement for the stockholders.Which of the four ethical rules did the manager apply to this situation? Explain the reason for your answer.

Accepted Answer

The manager applied the practical rule,

Question 6

_____ are thoughts and feelings that tell people what is right or wrong.

Accepted Answer

A) Moral scruples 
B) Ethical dilemmas 
C) Practical rules 
D) Norms 
E) Individual rights 
A) Moral scruples 
B) Ethical dilemmas 
C) Practical rules 
D) Norms 
E) Individual rights

When tobacco companies sought to hide evidence that cigarette smoking causes lung cancer, they were exhibiting a(n) _____ approach to social responsibility.

Organizational ethics are the way a company's managers view their duty to make decisions that enhance the well-being of stakeholders.

Tiffany & Co.has a deep moral commitment to act responsibly in its sourcing of precious metals and gemstones.This is an example of ______ ethics.

Companies that go out of their way to learn about the needs of different stakeholders and use organizational resources to promote their interests are using the _____ approach.

_____ are thoughts and feelings that tell people what is right or wrong.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 4: Ethics and Social Responsibility

When tobacco companies sought to hide evidence that cigarette smoking causes lung cancer, they were exhibiting a(n) _____ approach to social responsibility.

Organizational ethics are the way a company's managers view their duty to make decisions that enhance the well-being of stakeholders.

Tiffany & Co.has a deep moral commitment to act responsibly in its sourcing of precious metals and gemstones.This is an example of ______ ethics.

Companies that go out of their way to learn about the needs of different stakeholders and use organizational resources to promote their interests are using the _____ approach.

_____ are thoughts and feelings that tell people what is right or wrong.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters