developing an ethical culture – Hire Academic Expert

Question QUESTION 1 1. When developing an ethical culture, there has to be a(n)_______element because every organization has employees that will try to take advantage if there is an opportunity for misconduct. rules-based statement of mission ethical compliance punitive 2 points QUESTION 2 1. The apathetic organizational culture exhibits high concern for people but minimal concern for performance. little concern for people but a high concern for performance. minimal concern for people and performance high concern for people and performance. no concern for maintaining a cohesive organizational culture. 2 points QUESTION 3 1. Which of the following statements about corporate culture is false? Corporate culture refers to the patterns and rules that govern the behavior of an organization and its employees, particularly the shared values, beliefs, and customs. The values and ethical beliefs that actually guide a firm's employees tend not to be the same ones that management states as defining the firm's culture. Corporate culture includes the behavioral patterns, concepts, values, ceremonies, and rituals that take place in an organization. The culture of an organization may be explicitly stated or unspoken. Failure to monitor or manage an organization's culture may foster unethical behavior. 2 points QUESTION 4 1. A cultural audit may be used to identify how cultured a firm's employees are. unethical employees unethical organizations an organization's culture organizational structure 2 points QUESTION 5 1. The 2010 passage of the Dodd-Frank Act proposed additional monetary incentives for whistle-blowers. A primary concern about these new incentives is: they will encourage too many employees to attempt to blow the whistle on firms, even those that have done nothing wrong people do not generally respond at all to monetary incentives whistle-blowers might be tempted to report to the SEC with their reports and not report the misconduct to the company- internal compliance program. people may exaggerate their claims in order to get a reward. the funds paid out to whistle-blower might bankrupt companies 2 points QUESTION 6 1. Marcus is the top-performing development director his non-profit organization has ever had. He possesses countless tricks and tips to continue to bring in donations, positive publicity, and supporters. Marcus would likely have _____ over new development department staff. coercive power group power legitimate power expert power democratic power 2 points QUESTION 7 1. _____ bring together the functional expertise of employees from several different areas of the organization on a single project. Quality circles Informal groups Teams Work groups Committees 2 points QUESTION 8 1. In order for whistle-blowing to be effective, financial compensation must be very high employees must wish ill on the organization for which they work. lawmakers must make an effort to force employees to discuss details about the misconduct. it requires that the individual have adequate knowledge of wrongdoing that could damage society. it must occur at a very large multinational corporation 2 points QUESTION 9 1. Which of the following statements about group norms is false? Group norms define the limit on deviation from group expectations Group norms have the power to force a strong degree of conformity among group members Management must carefully monitor the norms of all the various groups within the organization, as well as the organization's corporate culture Sanctions may be necessary to bring in line a group whose norms deviate sharply from the overall culture Group norms never conflict with the overall organization's culture 2 points QUESTION 10 1. Motivation is defined as a person's incentive or drive to work a force within the individual that focuses his or her behavior on achieving a goal. personal ambition without regard to the impact on others a desire to be finished with a project. individual goals. 2 points QUESTION 11 1. A strong ethics program includes all of the following elements except a clause promising good stock market performance. a written code of conduct or ethics. formal ethics training. auditing, monitoring, enforcement, and revision of standards. an ethics officer to oversee the program. 2 points QUESTION 12 1. _____ are formal statements that describe what an organization expects of its employees in terms of ethical behavior. Mission statements Codes of conduct Policies on confidentiality Environmental policies The Federal Sentencing Guidelines for Organizations 2 points QUESTION 13 1. What is not a common mistake when designing and implementing an ethics program? Failing to fully understand the goals of the program. Not setting realistic or measurable goals. Having top management take ownership of the ethics program. Developing materials that do not address the needs of the average employee. Transferring a program between countries and cultures without making adjustments. 2 points QUESTION 14 1. Which of the following is the most comprehensive? Code of values. Code of conduct. Code of ethics. Statement of values. Statement of principles 2 points QUESTION 15 1. The Federal Sentencing Guidelines for Organizations require federal judges to increase fines for organizations that continually improve their ethics programs. eliminate misconduct. fail to install a Federal Sentencing Guidelines program. fail to report ethics program activities. tolerate misconduct. 2 points QUESTION 16 1. Which of the following legislation has increased the responsibilities on ethics officers and boards of directors to monitor financial reporting? Sarbanes-Oxley Act Robinson Patman Act Ethics Officer Responsibility Act Sherman Antitrust Act Enron Financial Responsibility Act 2 points QUESTION 17 1. Individuals, often from the same department, who band together for purposes that may or may not be relevant to the organization are called Quality circles informal groups teams work groups committees 2 points QUESTION 18 1. When a foreman orders an assembly-line employee to carry out a task, which the employee perceives as unethical yet the employee feels compelled to complete, the foreman is exercising legitimate power expert power reward power contingent punishment power non contingent reward behavior 2 points QUESTION 19 1. To motivate employees, an organization offers _____ to _____ employees to work toward organizational objectives. punishment; force peer pressure; guilt incentives; encourage rewards; bribe threats; frighten 2 points QUESTION 20 1. Which of the following cultures combines high levels of concern for people and performance? Apathetic culture Caring culture Integrative culture Exacting culture Cooperative culture 2 points QUESTION 21 1. Ethical concerns in centralized structures can occur because of very little mobility upward communication scapegoating downward communication communication rigidity 2 points QUESTION 22 1. A code of ethics that does not address specific high-risk activities within the scope of daily activities is sufficient inadequate satisfactory acceptable as long as individual values prevent misconduct acceptable according to the Federal Sentencing Guidelines for Organizations 2 points QUESTION 23 1. All of the following are useful in monitoring ethical conduct and measuring the effectiveness of the ethical program except observation of employees internal audits firing surveys reporting systems 2 points QUESTION 24 1. Most executives feel that which of the following is the primary reason for much of the unchecked misconduct in business? Bad employees An inattentive board of directors Customer pressures Financial performance pressures inadequate ethics and compliance programs 2 points QUESTION 25 1. Which of the following is an advantage of a values-based ethics program over a compliance-based one? Employees learn to make decisions based on values such as fairness, compassion, respect, and transparency Diverse employees have differing values. It requires employees to identify with and commit to specific required conduct. A values orientation uses legal terms, statutes, and contracts that teach employees the rules and penalties for noncompliance. Values and compliance programs both take basically the same approach.



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