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mgmt1h 5

Which of the following is NOT a significant reason for managers to understand different approaches to ethics?

a. to anticipate and prepare for employees arriving at different ethical conclusions 0%

b. to influence ethical employee conduct 0%

c. to clearly formulate an effective method for thinking through ethical dilemmas 0%

d. to prepare effective defenses against charges of unethical conduct 100%

mgmt1h 5.1-6

Which of the following is NOT a difficult aspect of employing the utilitarian approach to ethical decisions?

a. Managers must assess eventual outcomes as well as positive and negative outcomes. 0%

b. Managers must assess both positive and negative outcomes. 0%

c. Managers must decide how to distribute equitably the costs and benefits of actions. 100%

d. Managers must use a subjective criterion to determine ethical actions. 0%

mgmt1h 5.1-7

According to the universal approach to ethical decision making, managers must first determine whether a course of action can apply to all people in all situations, then ask themselves whether ________.

a. the act has moral standing 0%

b. they would want the consequent rule to apply to themselves 100%

c. rewards and benefits of the act can be equitably distributed 0%

d. costs and benefits of the act can be equitably distributed 0%

mgmt1h 5.1-8

Which aspect of the justice approach to ethical decision making is most responsible for the U.S. Civil Rights Act of 1964?

a. restorative justice 0%

b. distributive justice 100%

c. procedural justice 0%

d. compensatory justice 0%

mgmt1h 5.1-11

The degree to which people see an issue in terms of its ethical dimensions is termed:

a. moral intensity 100%

b. temporal immediacy 0%

c. proximity 0%

d. social consensus 0%

mgmt1h 5.1-33

Proximity, as a component of moral intensity, refers to ________.

a. emotional closeness 0%

b. physical closeness 0%

c. psychological closeness 0%

d. all of the above 100%

Which of the following statements is NOT true regarding organisations and ethical decision making?

a. Most firms have not implemented plans to encourage whistle blowing. 0%

b. A company's culture has little impact on ethical decision making. 100%

c. Senior managers often take steps to encourage ethical behaviour among their managers. 0%

d. All of the above statements are tru

e. 0%

mgmt1h 5.1-36

Employees at Lockheed Martin learned that ________.

a. ethics training could have been improved with better communication 0%

b. ethics training can be especially effective when using a specially-designed board game in a "fun" and innovative manner 100%

c. ethics training does not have to include a written code 0%

d. Lockheed Martin had not developed any ethics training programs 0%

mgmt1h 5.1-39

Employees who blow the whistle may ________.

a. not be protected under current Australian law 0%

b. receive a portion of the judgment if they report violations on any company 0%

c. be threatened or legally discharged by the employer 0%

d. receive a portion of the judgment if they report violations on companies with federal government contracts 100%

mgmt1h 5.1-41

"Externalities" are ________.

a. unintended consequences 100%

b. direct acts of social responsibility 0%

c. ethical lapses 0%

d. channels through which employees blow the whistle 0%

mgmt1h 5.1-42

The social responsibility perspective states that ________.

a. socially responsible firms work only to maximise shareholder returns 0%

b. socially responsible firms work to maximise shareholder return 0%

c. socially responsible firms work to address the needs of society as a whole 0%

d. B and C 100%

mgmt1h 5.1-44

According to the stakeholder approach, managers must take actions that ________.

a. provide a maximum return to shareholders 0%

b. provide a reasonable return to shareholders 0%

c. address concerns of stakeholders 0%

d. B and C 100%

A key concern with the social responsibility perspective is that ________ and ________ cannot be adequately defined.

a. reasonable returns; maximum returns 0%

b. whistle blowing; codes of ethics 0%

c. legitimate concerns; reasonable returns 100%

d. externalities; facilitating payments 0%