Mc10 C5 Ethical behaviour and Social Responsibility

2.Which statement accurately describes the relationship between law and ethics? A. Even though an action is legal, it may not be ethical B. An action that is not illegal is without question an ethical action C. Living up to the 'letter of the law' is a sufficient guarantee that a person's actions are truly ethical D. All of the options listed E. None of the options listed

A Page 123. Factual. Learning Objective 1. Living up to 'the letter of the law' is not sufficient to guarantee that your actions will or should be considered ethical.

6.When a manager denies promotion or appointment to a job because of the candidate's race, religion, gender, age or other criteria that are not relevant to the job, the manager may get caught in an ethical dilemma involving: A. discrimination. B. sexual harassment. C. conflicts of interest. D. customer confidence. E. organisational resources.

A Page 127. Applied. Learning Objective 2. Discrimination is where a manager denies promotion or appointment to a job because of the candidate's race, religion, gender, age or other criterion not relevant to the job.

9.According to the text, all of the following are ways of maintaining high ethical standards in management EXCEPT: A. media coverage of unethical acts. B. ethics training. C. whistleblower protection. D. top management support. E. formal codes of ethics.

A Page 130. Factual. Learning Objective 3. Some of the most important ways of maintaining high ethical standards in management involve ethics training, whistleblower protection, top management support, formal codes of ethics and strong ethical cultures.

18.Which of the following social responsibility strategies 'meets all the criteria of social responsibility, including discretionary performance'? A. A proactive strategy B. An accommodative strategy C. A defensive strategy D. An obstructionist strategy E. A constructionist strategy

A Page 139. Factual. Learning Objective 4. A proactive strategy meets all the criteria of social responsibility including discretionary performance.

17.The obstructionist strategy involves a corporate social responsibility commitment that: A. reflects mainly economic priorities. B. seeks to protect the organisation by doing the minimum legally required to satisfy expectations. C. is congruent with society's prevailing norms, values and expectations. D. takes preventive action to avoid adverse social impact. E. is inconsistent with prevailing societal norms.

A Page 139. Factual. Learning Objective 4. An obstructionist strategy avoids social responsibility and reflects mainly economic priorities.

4.A manager who operates in a foreign country with the premise that ethical behaviour is always determined by its cultural context is adopting a perspective of: A. cultural activism. B. cultural relativism. C. ethical imperialism. D. cultural socialism. E. ethical realism.

B Page 125. Factual. Learning Objective 1. Cultural relativism suggests there is no one right way to behave; ethical behaviour is determined by its cultural context.

10.Someone who exposes the misdeeds of others in organisations in an attempt to preserve ethical standards and protect against wasteful, harmful or illegal acts is called: A. a retaliator. B. a whistleblower. C. an ethics steward. D. an ethics evaluator. E. an ethics officer.

B Page 131. Factual. Learning Objective 3. A whistleblower is someone who exposes the misdeeds of others in organisations in an attempt to preserve ethical standards and protect against wasteful, harmful or illegal acts.

13.The persons, groups and other organisations directly affected by the behaviour of an organisation and holding a stake in its performance are referred to as: A. a board of directors. B. organisational stakeholders. C. trustees. D. role senders. E. regulators.

B Pages 133-34. Factual. Learning Objective 4. Organisational stakeholders are directly affected by the behaviour of the organisation and hold a stake in its performance.

14.Which of the following leadership beliefs is NOT appropriate for guiding socially responsible organisational practices? A. People do their best in a healthy work environment that allows for job involvement as well as a good balance between work and family life. B. Organisations function best over the long run when located in healthy communities with high qualities of life. C. Organisations realise performance gains and efficiencies by exploiting the natural environment. D. Organisations must be managed and led for long-term success. E. An organisation's reputation must be protected as a valuable asset.

C Page 134. Applied. Learning Objective 4. The leadership beliefs that guide socially responsible organisational practices include areas of people, communities, natural environment, long term and reputation.

16.Which of the following does NOT reflect a question that may be posed in the formal assessment of corporate social performance? A. Is the organisation's economic responsibility met? B. Is the organisation's legal responsibility met? C. Is the organisation's political responsibility met? D. Is the organisation's ethical responsibility met? E. Is the organisation's discretionary responsibility met?

C Page 137. Applied. Learning Objective 4. A formal assessment of corporate social performance might include questions posed at four levels: Is the organisation's economic responsibility met? Is the organisation's legal responsibility met? Is the organisation's ethical responsibility met? And is the organisation's discretionary responsibility met?

8.Factors influencing ethical managerial behaviour include which of the following? A. The organisation B. The person C. The environment D. All of the options listed E. None of the options listed

D Page 128. Factual. Learning Objective 2. Factors influencing ethical managerial behaviour include the person, organisation and environment

11.Even though top managers set the tone of an organisation, ___________ is also in a position to influence the people who work for and with them. A. the whistleblower B. the ethics evaluator C. the ethics officer D. every manager E. every employee

D Page 132. Factual. Learning Objective 3. Even though top managers set the tone of an organisation, every manager is also in a position to influence the people who work for and with them. This means that all managers must act as ethical role models and set an ethical tone in their areas of responsibility.

15.__________ is the social responsibility view holding that management's only responsibility in running a business is to maximise profits. A. The shareholder model B. The free market model C. The corporate view D. The classical view E. The socioeconomic view

D Page 136. Factual. Learning Objective 4. The classical view holds that management's only responsibility in running a business is to maximise profits.

19.In general, governmental agencies have the primary responsibility of: A. serving the public interest by expanding the number of jobs available in the economy. B. creating an extensive series of forms and reports to document as many business activities as possible. C. making sure that businesses are not controlled by criminal elements. D. monitoring and ensuring that businesses comply with legislative mandates. E. serving as a balance to powerful business lobbies that attempt to influence the decisions made by parliament.

D Page 140. Factual. Learning Objective 5. Governments often pass laws and establish regulating agencies to control and direct the behaviour of organisations. Behind every piece of legislation is a government agency charged with the responsibility of monitoring and ensuring compliance with its mandates.

20.Expressing opinions and preferences to government officials is best described as: A. campaigning. B. networking. C. good public relations. D. lobbying. E. corruption.

D Page 141. Factual. Learning Objective 5. Through lobbying (expressing opinions and preferences to government officials), often done with the assistance of professional lobbying consultants, executives can have their positions and preferences communicated directly to government officials.

3.The main emphasis of the utilitarian view of ethical behaviour is: A. assessing the implications of a decision in terms of its long-term personal consequences. B. promoting honesty and integrity. C. ensuring that people's rights are protected and respected. D. evaluating a decision on the basis of its impartiality and fairness. E. ensuring that the greatest number of people benefit to the greatest extent possible.

E Page 123. Factual. Learning Objective 1. The utilitarian view considers ethical behaviour as that which delivers greatest good to the greatest number of people.

5.An ethical dilemma: A. is rare among managers. B. is resolved in most organisations by a formal code of ethics. C. always involves pressures to commit illegal acts. D. can usually be resolved without much personal stress. E. arises when action must be taken but there is no clear 'ethically right' option.

E Page 127. Factual. Learning Objective 2. An ethical dilemma arises when action must be taken but there is no clear 'ethically right' option.

7.The text identifies four rationalisations that are commonly used to justify unethical conduct. Which of the following is NOT one of the four rationalisations? A. It's not really illegal B. It's in everyone's best interests C. No one will ever know about it D. The organisation will stand by me E. Everybody does it

E Page 127. Factual. Learning Objective 2. There are four common rationalisations that may be used to justify misconduct, which are highlighted in answers A to D. Answer E is not one of those rationalisations.

12.Formal codes of ethics are official written guidelines on how to behave in situations susceptible to the creation of ethical dilemmas. Which of the following statements does NOT accurately describe a code of ethical conduct? A. They cannot cover all situations B. The value of any formal code of ethics still rests on its managers and other employees C. There is no replacement for leadership by committed managers who are willing to set examples and act as positive ethical role models D. They play important roles in setting the ethical tone and expectations in organisations E. None of the options listed

E Pages 132-33. Factual. Learning Objective 3. Although interest in codes of ethical conduct is growing, it must be remembered that the codes have limits. They cannot cover all situations, but they do play important roles in setting the ethical tone and expectations in organisations. The value of any formal code of ethics still rests on its managers and other employees. There is no replacement for leadership by committed managers who are willing to set examples and act as positive ethical role models.