Business Ethics: How to Design and Manage Ethical Organizations 1st Edition

Product Trademarks: Apple vs. Cisco over iPhone Name By Wade M. Chumney and Tammy W. Cowart Wade M. Chumney is the Cecil B. Day Assistant Professor of Business Ethics and Law at the Georgia Institute of Technology. Tammy W. Cowart is an Assistant Professor of Business Law at the University of Texas at

Asbestos Compensation: The James Hardie Group By Janis Wardrop, Tracy Wilcox and Peter Sheldon Janis Wardrop and Tracy Wilcox are Lecturers at the University of New South Wales, and Peter Sheldon is an Associate Professor at the University of New South Wales in Sydney Australia. I. Introduction A. Case Synopsis We developed this case

BP and the Gulf of Mexico Oil Spill By Mark Barnard Mark Barnard is an Associate Professor of Management in the School of Business at Edgewood College in Madison, Wisconsin. His research interests include employment relationships, organizational behavior, and strategic management. I. Case Synopsis / Case Overview This case presents the events leading

Cafdirect: The Marketing Evolution and Market Penetration for Fair Trade Products By Bob Doherty, Iain A. Davies, and Simon Knox Bob Doherty is an Associate Professor at Liverpool Hope University, United Kingdom. Iain A. Davies is a Lecturer in Marketing at University of Bath, United Kingdom. Simon Knox is a Professor

China: Economic Development and Employee Wages By Li Yin and Denis Collins Li Yin is a doctoral student in the School of Economics and Business Administration, Beijing Normal University, in Beijing, China. Denis Collins is a Professor of Management in the School of Business at Edgewood College in Madison, Wisconsin. I. Introduction A.

Chiquita in Colombia: Funding Paramilitary Groups to Protect Business and Employees By Virginia G. Maurer Virginia G. Mauer is the Huber Hurst Professor of Business Law and Legal Studies in the Warrington College of Business Administration, at the University of Florida. Teaching Notes The Chiquita case highlights the moral and legal implications of doing

Cigarette Regulation: Who is Responsible for What? By Ruth T. Norman Ruth T. Norman is an Assistant Professor and Director of the Doctor of Business Administration at Wilmington University in Delaware. I. Introduction A. Case Synopsis: This case examines the ethical behavior of the U.S. cigarette industry over the past fifty years. It also

Degussa AG: When a Corporations Holocaust History Intrudes on the Present By Al Rosenbloom and Ruth Ann Althaus Al Rosenbloom is an Associate Professor of Marketing and International Business at Dominican University in River Forest, Illinois. Ruth Ann Althaus is a Professor of Health Administration at Ohio University in Athens, Ohio. Case Synopsis Degussa

Movimiento Congruencia: Serving Mexican Workers with Physical Disabilities By Otavio Carrera Santa Cruz, Alejandra Guzmn Barraza, and Asbjorn Osland Octavio Carrera and Alejandra Guzmn Barraza work for CEMEX. Asbjorn Osland is a Professor of Business at San Jose State University. I. Introduction A. Case Synopsis: Mexico-based Movimiento Congruencia (MC - http://www.congruencia.org.mx/index.asp) is an alliance

Goldman Sachs By Frank L. Winfrey Frank L. Winfrey is the Clark N. and Mary Perkins Barton Professor of Management at Lyon College in Batesville, Arkansas. I have attempted to write this teaching note in a neutral tone. Its goal is provide the instructor with additional resources, not pat answers. It includes my

Kiva and Its Field Partners By Asbjorn Osland Asbjorn Osland is a Professor of Business at San Jose State University. I. Introduction A. Case Synopsis: Kiva, a non-profit organization founded in 2005, facilitates loans as small as $25 from individuals through its web site to entrepreneurs primarily in Third World countries. Kiva has experienced

Bernie Madoffs Ponzi Scheme: Reliable Returns from a Trustworthy Financial Adviser By Denis Collins Denis Collins is a Professor of Management in the School of Business at Edgewood College in Madison, Wisconsin. I. Introduction A. Case Synopsis: This case study is a chronology of the largest Ponzi scheme in history. Bernie Madoff began his

Mining: Respecting Icons and Sacred Sites By Maria Humphries and Dale Fitzgibbons Maria Humphries is an Associate Professor of Management at Waikato Management School at Waikato University in New Zealand. Dale Fitzgibbons is an Associate Professor of Management at Illinois State University, Normal, Illinois. I. Introduction A. Case Synopsis In recent years, corporations

Experimenting on Monkeys: Is it Ethical? By Rick Marolt Rick Marolt is an adjunct professor of business in Madison, Wisconsin. INTRODUCTION Case Synopsis This case summarizes the history of experimenting on monkeys, cites examples of experiments on monkeys at the University of WisconsinMadison (UWMadison), and presents the arguments that UWMadison researchers make to justify

Nortel: a Case Study of Human Fallibility By Timothy Fogarty, Michel L. Magnan, and Garen Markarian Timothy Fogarty, JD, PhD, CPA, is a Professor of Taxation and Business Law at the Weatherhead School of Management, Case Western University; Michel L. Magnan, PhD, CA, is a Professor of Accountancy at the John Molson School

Fast Food, Childhood Obesity and Local Government Regulations: No More Fun & Games By Michael Germano and Ivan Montiel Michael Germano is a Business Librarian at California State University, Los Angeles. Ivan Montiel is Assistant Professor at the College of Business Administration at Loyola Marymount University. I. Introduction A. Case Synopsis: The purpose

Plan Togo: Human Trafficking Dilemmas Asbjorn Osland Asbjorn Osland is a Professor of Business at San Jose State University. I. Introduction A. Case Synopsis: This case study highlights a strategic ethical dilemma facing the director of Plan Togo, a non-governmental organization serving the community in varied ways including anti-trafficking advocacy in Togo, Africa. It

Chapter 1: UNETHICAL BEHAVIORS IN ORGANIZATIONS AND HUMAN NATURE CHAPTER 1 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related

OPERATION AREAS Every employee level and operational area is confronted with ethical issues. Unethical discriminatory practices based on race or gender can occur in dealings with suppliers, employees, customers, the government, or the public. Unethical discrimination can occur at any level of the organizationBoard of Directors, executives, middle managers, staff, or

ADDITIONAL QUESTION 4: WHAT IS THE EXTENT OF LIES AND CHEATING IN SOCIETY? LIES AND CHEATING Managers need honest information from other employees and stakeholders to achieve optimal organizational performance. Yet, truthfulness is particularly challenging for many people. Do not lie and do unto others as you want done to you are two

Collins Instructors Guide CHAPTER 1 ANCILLARY MATERIALS Websites to Explore Business Ethics surveys oEthics Resource Center, available at: http://www.ethics.org/topic/national-surveys. oJosephson Institute, available at: http://josephsoninstitute.org/. oGallup Poll business ethics surveys, available at: http://www.gallup.com/search/default.aspx?q=business+ethics&s=&p=1. Government statistics oBureau of Justice, available at: http://bjs.ojp.usdoj.gov/. oU.S. Equal Employment Opportunity Commission, Discrimination by Type, available at: http://www.eeoc.gov/laws/types/index.cfm. 100 Wallets

Chapter 10: ENGAGING AND EMPOWERING ETHICAL EMPLOYEES CHAPTER 10 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to the

CHAPTER QUESTION 2: DESCRIBE DIFFERENT TECHNIQUES FOR MANAGING GO-GETTERS, FENCE-SITTERS, AND ADVERSARIALS. BACKGROUND oEmployee engagement contributes to, but does not necessarily require, employee empowerment. oEngagement is an emotional connection to the job task, work unit, or organization. oEmpowerment refers to giving employees decision making authority, which can be further solidified with an

CHAPTER QUESTION 6: WHAT ARE THE BENEFITS OF OFFERING PROFIT SHARING AND STOCK OPTIONS, AND CREATING AN EMPLOYEE STOCK OWERSHIP PLAN AND COOPERATIVES? DESCRIBE EACH OF THESE TECHNIQUES FOR EMPOWERING EMPLOYEES. PROFIT SHARING oProviding employees with a share of company profits is also very ethical, motivating, and empowering. oResearchers report that profit

Collins Instructors Guide CHAPTER QUESTION 6: WHAT ARE THE BENEFITS OF OFFERING PROFIT SHARING AND STOCK OPTIONS, AND CREATING AN EMPLOYEE STOCK OWERSHIP PLAN AND COOPERATIVES? DESCRIBE EACH OF THESE TECHNIQUES FOR EMPOWERING EMPLOYEES. oProfit sharing, where companies share profits with employees, is very ethical, motivating, and empowering, positively impacting employee cooperation,

Chapter 11: ENVIRONMENTAL MANAGEMENT CHAPTER 11 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to the chapter. It is

CHAPTER QUESTION 3: WHAT ARE THE COMPETITIVE ADVANTAGES OF BEING ECO-FRIENDLY? Emphasize the business case when communicating the need for an organization to achieve superior environmental performance. Improving environmental performance is a long-term investment. achieve superior environmental performance. Improving environmental performance is a long-term investment. achieve superior environmental performance. Improving environmental performance

ENVIRONMENTAL PERFORMANCE INDICATORS Continuous environmental improvement entails creating historical benchmark measurements documenting previous environmental performance, measuring current environmental performance, and developing goals and targets for future environmental performance. Climate Care, owned by J.P. Morgan, provides a simple Internet-based carbon calculator for business use. The calculator requires data for office CO2 consumption,

Collins Instructors Guide CHAPTER 11 KEY WORDS Americum (p. 287): any group of 350 million people living an American lifestyle. Cap and Trade (p. 289): an emissions trading system which combines federal controls that limit the amount of pollution permitted with the establishment of a market where businesses can trade licenses to

Chapter 12: COMMUNITY OUTREACH AND RESPECT CHAPTER 12 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to the chapter.

STAKEHOLDER DIALOGUES oCompanies can pursue three different strategies for managing stakeholders: reactive, proactive, or interactive. Managers can: owait for problems to arise (reactive) oanticipate problems and implement plans before the problems arise (proactive), or oengage with key stakeholders and jointly determine the appropriate course of action (interactive) oThe most difficult, yet possibly

ADDITIONAL QUESTION 1: HOW CAN YOU ASSESS COMMUNITY IMPACTS? COMMUNITY REPUTATION ASSESSMENT Assess key constituents to ensure that a key intended benefit of community involvement a better reputation is being accomplished. The Council on Foundations has created a Corporate Philanthropy Index (CPI) for companies to assess their reputation within the community.

Collins Instructors Guide CHAPTER 12 KEY WORDS Cause-related marketing (p. 335): a win-win strategic partnership whereby nonprofits benefit by revenue generated through the sales of the donors product or service. Corporate citizenship (p. 319): the extent to which a business meets its economic, legal, ethical, and philanthropic responsibility in the community, or communities,

Chapter 2: A HISTORICAL PERSPECTIVE ON BUSINESS ETHICS CHAPTER 2 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to

CHAPTER QUESTION 3: DESCRIBE HOW THE U.S. ECONOMY GREW BETWEEN THE REVOLUTIONARY WAR AND WORLD WAR I. Over the past 200 years industrialized society has doubled life expectancy, eliminated famine, and developed a non-ending list of technological innovations that enhance the quality of life. Purchasing power increased ten-fold during the twentieth

CHAPTER QUESTION 5: EXPLAIN THE FEDERAL SENTENCING GUIDELINES? In 1991, President George H. W. Bush issued new Federal Sentencing Guidelines with the intention of encouraging, though not requiring, managers to implement policies and procedures that reinforce ethical behaviors. Discussions about the need for guidelines were initiated during Jimmy Carters presidential administration

Collins Instructors Guide CHAPTER 2 KEY WORDS B Corporation (p. 51): a certification process for branding a business as being ethical, sustainable, and socially responsible. Bill of Rights (p. 37): 1791 amendments to the U.S. Constitution establishing the fundament rights of U.S. citizens right to freedom of speech, press, religion, etc. Boston Tea Party

Chapter 3: HIRING ETHICAL PEOPLE CHAPTER 3 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to the chapter. It

ADDITIONAL QUESTION 2: WHAT IS AFFIRMATIVE ACTION? ARE AFFIRMATIVE ACTION PLANS ETHICAL? AFFIRMATIVE ACTION An organization may implement an affirmative action plan if its gender or racial profile does not reflect the gender or racial profile of people living in the geographical region qualified to perform the job task. Affirmative action plans

CHAPTER QUESTION 5: WHAT TYPES OF QUESTIONS WOULD YOU ASK JOB CANDIDATES DURING AN INTERVIEW TO UNDERSTAND THEIR ETHICS? HOW WOULD YOU KNOW IF THE CANDIDATES ARE RESPONDING TRUTHFULLY? STEP 5: Interview Questions BACKGROUND The in-person interview provides another opportunity to obtain relevant information about a job candidates ethics. The interviewer can ask

Collins Instructors Guide CHAPTER 3 KEY WORDS Affirmative action (p. 68): plan to remedy past discriminatory behaviors by actively seeking, hiring, and promoting minority group members and women to equalize opportunities previously limited to Caucasian males. Attraction-Selection-Attrition Cycle (p. 65): highlights how individuals are attracted to organizations that reflect their values and goals,

Chapter 4: CODES OF ETHICS AND CODES OF CONDUCT CHAPTER 4 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related

CHAPTER QUESTION 5: WHAT TOPICS SHOULD BE ADDRESSED IN A CODE OF CONDUCT? BACKGROUND A Code of Conduct expands on the moral principles embodied in a Code of Ethics. A Code of Ethics principle such as We will treat everyone fairly, for example, can be clarified in a Code of Conduct as

Collins Instructors Guide CHAPTER 4 KEY WORDS Bribe (p. 97): providing someone with a monetary incentive or object of value to do something contrary to his or her job description. Business gratuity (p. 105): a present, gift, hospitality, or favor for which fair market value is not paid by the recipient. Caux Principles for

Chapter 5: ETHICAL DECISION MAKING CHAPTER 5 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to the chapter. It

ADDITIONAL QUESTION 3: WHAT ORGANIZATIONAL FACTORS IMPACT ETHICAL DECISION MAKING? Ethical intentions and behaviors are also shaped by organizational factors. Researchers have found four organizational characteristics associated with ethical behaviors: Codes of Ethics: The existence of a code of ethics is positively related to ethical decision-making.Ethical Climate/Culture: Ethical climates and culture have

CHAPTER QUESTION 5: DISCUSS SOME OF THE WARNING SIGNS THAT AN UNETHICAL DECISION IS APPROACHING. Review Michael Josephsons 10 common rationalizations for unethical acts that appear in EXHIBIT 5.12 as ethical hazard approaching signs. Beware when someone says: 1. It may seem unethical but it is legal and permissible 2. It may seem unethical

Collins Instructors Guide CHAPTER 5 ETHICAL DILEMMA ANALYSIS Each chapter contains three real-life ethical dilemmas: (a) What would you do? (all scenarios provided by my students), (b) Lets Build a Building (all scenarios provided by a construction consultant), and (c) In the Real Word: Enron (more in-depth explanations available in Denis Collins

Chapter 6: ETHICS TRAINING CHAPTER 6 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to the chapter. It is

CHAPTER QUESTION 3: DESCRIBE TEN TYPES OF ETHICS TRAINING WORKSHOP OPTIONS. WHICH IF THESE WORKSHOP OPTIONS WOULD YOU RECOMMEND? WHY? Review EXHIBIT 6.2, which summarizes ten very useful ethics training workshop options. 1. Ethical Culture Assessment Assess the extent to which ethics permeates organizational operations, including how well the organization is living

Collins Instructors Guide CHAPTER 6 KEY WORDS Assessment (p. 164): a systemic collection, review and use of information to determine workshop effectiveness. Embezzlement (p. 158): a particular type of theft and fraud where an employee steals money from his or her employer. Fraud (p. 158): the use of one's occupation for personal enrichment

Chapter 7: RESPECTING EMPLOYEE DIVERSITY CHAPTER 7 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to the chapter. It

CHAPTER QUESTION 3: DESCRIBE SEVERAL WORKPLACE DISCRIMINATION ISSUES. WHAT LAWS GOVERN THESE? Every employee should feel comfortable at work, and every customer and supplier should feel comfortable doing business with any organization. But that is not always the case. Despite the diversity progress made, discrimination remains a problem requiring managerial attention. SELF-CATEGORIZATION

HARASSMENT oHarassment is defined as an unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information from a supervisor, co-worker, or non-employee, such as a customer or supplier. oExamples of offensive conduct include offensive jokes, slurs, name calling, physical assaults

CHAPTER 7 CHAPTER AND ADDITIONAL QUESTIONS SUMMARY Chapter Question 1: What are the four diversity dimensions? Diversity can be conceptualized in terms of four unique dimensions: permanent, evolving, personality, and organizational (see EXHIBIT 7.1 Diversity Dimensions). personality, and organizational (see EXHIBIT 7.1 Diversity Dimensions). personality, and organizational (see EXHIBIT 7.1 Diversity Dimensions).

Collins Instructors Guide CHAPTER 7 KEY WORDS Age Discrimination in Employment Act (p. 180): prohibits dismissing, or not promoting, anyone age 40 or older because the individual is considered too old for the job. Americans with Disabilities Act (p. 181): prohibits discrimination against a qualified workers with a physical or mental disability who

Chapter 8: ETHICS REPORTING SYSTEMS CHAPTER 8 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related to the chapter. It

ADDITIONAL QUESTION 2: WHAT IS WHISTLE-BLOWING AND WHAT PROTECTIONS DO WHISTLE-BLOWERS HAVE? BACKGROUND Sometimes an individual concerned about ethics works for an organization that refuses to take action against unethical or illegal activities. When this happens, an employee is faced with a major conflict of values should the employee remain loyal to

Collins Instructors Guide CHAPTER 8 KEY WORDS Assist lines (p. 214): previously referred to as ethics hotlines, provide a channel of communication where employees can anonymously and confidentially report ethical wrongdoings or receive clarification on an organizations ethics policies. Authoritarian leaders (p. 206): people who expect absolute loyalty from subordinates and consider taking

Chapter 9: MANAGERS AS ETHICAL LEADERS AND ROLE MODELS CHAPTER 9 CHAPTER AND ADDITIONAL QUESTIONS In studying this chapter, students should consider the questions below. CQ1 refers to Chapter Question 1. This question appears at the end of the textbook chapter. AQ1 refers to an Additional Question 1. This is an additional question related

SERVANT LEADERSHIP Many of the virtues noted above are encapsulated under the concept of servant leadership. Robert Greenleaf, an American Telephone & Telegraph executive responsible for management development, developed the concept of servant leadership based on biblical ideals and using Jesus as an ethical role model. Greenleaf referred to servant leadership

CHAPTER QUESTION 5: WHY IS IT IMPORTANT TO FORIVE MANAGERS AND CO-WORKERS? DESCRIBE ROBERT ENRIGHTS FOUR PHASES OF FORGIVENESS. IMPORTANCE OF FORGIVENESS Violated trust between and among managers and employees needs to be repaired. Similar to the rehabilitation process for work rule violations, apply the AAA method admit, apologize, and make amends.

Collins Instructors Guide CHAPTER 9 KEY WORDS 360-degree performance evaluations (p. 246): a holistic employee performance measure based on information collected from people hierarchically above, below, and the same level as the employee being evaluated. Authoritarian (p. 231): a type of leadership style that refers to demanding blind submission to someone in authority.

Ethical problems can often be characterized as occurring on a slippery slope, whereby relatively minor issues can be compounded into major violations. Answer: True Answer: True Answer: True Harmony must be preserved for teams to function effectively, even if it is artificial. Answer: False Answer: False Answer: False According to Torbert's management typologies, professionals such as senior executives

Which of the following is not a provision of the Sarbanes-Oxley Act (SOX)? a) protection for whistleblowers b) creation of the Public Company Accounting Oversight Board c) establishment of an anonymous reporting mechanism for employees to report fraud d) auditors cannot engage in consulting work for companies they are auditing without approval from the

People who behave unethically won"t be deterred by notifications that job screens for ethics are part of the hiring process. Answer: False Answer: False Answer: False Income inequality is unique to capitalist societies. Answer: False Answer: False Answer: False Several resources including nonprofit advocacy and lobbying organizations exist to provide support to potential or actual whistleblowers. Answer: True Answer: True Answer:

An employee who observes ethical misconduct at work but does not discuss the matter with the person engaged in the misconduct or with someone else in the organization with authority is engaging in _____________. a) whistleblowing b) internal communications c) employee silence d) loyalty e) none of the above Answer: c Answer: c Answer: c Which of the following

Unethical organizations are more likely to attract higher-quality job applicants. Answer: False Answer: False Answer: False Ethics-related information can come from suppliers and customers, in addition to employees. Answer: True Answer: True Answer: True It is appropriate to ask job finalists about their responses to ethical dilemmas experienced at previous workplaces, and how they would respond to dilemmas

People with less work experience tend to be better ethical decision makers, because they have less to lose. Answer: False Answer: False Answer: False Adam Smith and early proponents of capitalism believed a strong system of justice is essential to punish those who do not appropriately self-regulate their behaviors, and to reinforce contracts. Answer: True Answer:

Archie Carroll's conceptualization of social responsibility includes all but which of the following components? a) economic responsibilities b) legal responsibilities c) ethical responsibilities d) philanthropic responsibilities e) none of the above Answer: e Answer: e Answer: e The federal organization charged with monitoring illegal workplace discrimination is called the: a) Equal Employment Opportunity Commission (EEOC) b) Title VII Civil Rights Act c)

The Equal Employment Opportunity Commission (EEOC) recommends applying a ___________ rule to determine whether an apparently nondiscriminatory selection process may result in disparate impacts. a) two-thirds b) four-fifths c) half-and-half d) civil rights e) none of the above Answer: b Answer: b Answer: b "Gut reactions" that characterize how many ethical decisions are made typically derive from: a) moral reasoning b)

The ethics and compliance officer's primary duty is to: a) manage the organization's internal reporting system b) report wrongdoing to the management team c) supervise whistleblowing within the organization d) all of the above e) none of the above Answer: a Answer: a Answer: a If an employer finds false information or inconsistencies on a resume or job

Regardless of an organization's size, all employees should be directly involved in writing a corporate Code of Ethics. Answer: False Answer: False Answer: False The number of companies that incorporate Codes of Ethics has decreased with the advent of more government regulation. Answer: False Answer: False Answer: False All firms with strong financial performance are eligible for inclusion

Among the most important features employees want in a job are all but which of the following? a) job security b) benefits c) compensation d) opportunities to use skills e) none of the above Answer: e Answer: e Answer: e Legislation developed in response to the 2008-2010 financial crisis, which includes rewards for information about securities violations successfully enforced

It is possible to assess the "ethical culture" of an organization through use of survey instruments. Answer: True Answer: True Answer: True Recognizing how much effort an employee exerts at work, and the dynamic that not working hard can affect other workers, is an example of an ethical sensitivity. Answer: True Answer: True Answer: True According to the

______________ refer(s) to treating everyone with dignity. a) Fairness b) Respect for others c) Values d) all of the above e) none of the above Answer: b Answer: b Answer: b One approach to community giving, most likely to situate a company as a community leader and enhance employee satisfaction, is ______________, or setting aside some community giving resources

Consistent with best practices in ethics training, at least one mandatory ethics training should be offered annually. Answer: True Answer: True Answer: True Individuals in the workplace are generally treated the same, regardless of age. Answer: False Answer: False Answer: False To avoid discriminating based on national origin, employers are encouraged to ask all job applicants if they