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Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 0.1 Federal Employees Behaving Badly Case Synopsis and Analysis Department of Defense officials believe that government employees learn more from bad examples than from good ones. To that end, […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 2.1 Character Development at West Point Synopsis and Analysis Character development is central to the mission of the United States Military Academy at West Point. West Point uses a […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 3.1 Managerial Decision Readers are asked to play the role of a chemical plant manager in Northern Michigan. The Canadian government has demanded that the plant, which causes deforestation […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 4.1 Taking Credit When Credit’s Not Due The human resource director at a regional bank has taken credit for the work of Monique, one of her young subordinates. Monique […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 5.1 To Pad or Not to Pad? Case Synopsis and Analysis College senior Johann Schultz has many, but not all, of the qualifications for a position with a cyber […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 6.1 Saying No to Trader Joe’s Case Synopsis and Analysis African-American citizens of Portland, Oregon defeated efforts to place a Trader Joe’s in a predominately African-American neighborhood despite the […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 7.1 The HealthCare.gov Rescue Squad Case Synopsis and Analysis The Affordable Care Act (Obamacare) was in trouble when millions of Americans were unable to sign up on the HealthCare.gov […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 8.1 CEO Compensation: The Sky’s the Limit Case Synopsis and Analysis CEO compensation has reached an all time high, rebounding from the Great Recession. At the same time, the […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 9.1 Helping Harvard Medical School Make the Grade Case Synopsis and Analysis Students at Harvard Medical School became concerned that pharmaceutical money was biasing the information their professors were […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 10.1 Cyberloafing Case Synopsis and Analysis A great many Americans cyberloaf or cyberslack at work, using organizational computers and other electronic devices to surf the Web, play games, post […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 11.1 Accounting/Finance Ethics Scenarios Case Synopsis and Analysis The three scenarios all involve pressure to set aside personal and professional integrity in order to placate bosses or colleagues. Readers […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case Study 12.1 Girl Scout Barbie Case Synopsis and Analysis Toy maker Mattel pledged $2 million to the Girl Scouts for the right to create product tie-ins to the Barbie doll. […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Case 13.1 The Right to Be Forgotten Case Synopsis and Analysis Europeans view individual privacy much differently than citizens in the United States. In Europe, dignity is key and individuals have […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 1: Ethical Perspectives 1. Are there common themes or threads that run throughout the ethical perspectives presented in the chapter? 2. When your ethical duties conflict, how do you decide […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 2: Components of Personal Ethical Development 1. When organizations behave unethically, should more blame go to unethical individuals (the “bad apples”) or to the organization as a whole (the “bad […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 3: Ethical Decision Making and Action 1. What should be the proper balance between reason and emotion when making ethical decisions? 2. Does your college or work organization suffer from […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 4: Ethical Interpersonal Communication 1. How do our attitudes shape the outcomes of our organizational conversations? 3. When are you most likely to engage in mindful communication? How does mindfulness […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 5: Exercising Ethical Influence 1. How much of your job is devoted to influencing others? 2. How do you respond when you find yourself in a powerless position? 4. How […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 6: Ethical Conflict Management 1. What causes conflict in your organization? Do you think we can expect more conflicts in the years to come? 2. What is the first image […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 7: Improving Group Ethical Performance 2. How do you transform an individualistic or competitive team member into a cooperative one? 3. Have you ever had to lead more than one […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 8: Leadership Ethics 3. What ethical guidelines would you set for gathering and sharing information? 4. Since inconsistency appears to be inevitable, should leaders try to treat all followers equally? […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 9: Followership Ethics 1. Do you think that followers are gaining power as leaders are losing power? Why or why 2. How do you determine how much you owe as […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 10: Building an Ethical Organization 1. Can an uninspiring mission statement still promote ethical conduct? 2 How important are codes of ethics to an organization’s ethical performance? 3. Does the […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 11: Managing Ethical Hot Spots in the Organization 2. Should companies be held liable when consumers misuse their products? 3. What common marketing practices appear to be legal but unethical? […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 12: Promoting Organizational Citizenship 1. How would you describe a good organizational/corporate citizen? 2. Do organizations have an ethical obligation to pay attention to all the groups that might have […]

Johnson, Organizational Ethics 3e, © 2015 – Instructor Resources Chapter 13: Ethics in a Global Society 1. What do you see as the greatest benefit of living in a global economy? The greatest cost? 3. React to the following statement: […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 1 Ethical Perspectives Organizational Ethics: A Practical Approach Utilitarianism “Do the Greatest Good for the Greatest Number” • •Theorists: Jeremy Bentham (1748-1832), John Stuart Mill (1806-1873) • •Premise […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 2 Personal Ethical Development Organizational Ethics: A Practical Approach (3rd ed.) Component 1: Realistic Self–Appraisal • •Need to acknowledge our potential to do harm as well as good […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 3 Ethical Decision making and Action Organizational Ethics: A Practical Approach (3rd ed.) Emotion in Moral Decision Making • •Traditional perspective: focus on reason and reject emotion • […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource • •Step outside yourself (check perceptions against reality) • •Keep your ego in check (be accountable to others) • •Take a long term perspective (allow space for relection and deliberation) • […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 4 Ethical Interpersonal Communication Organizational Ethics: A Practical Approach (3rd ed.) Dialogue • •Theorist: Martin Buber • •Premise : Attitudes set the moral tone of conversations • •I-It—treat […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 5 Exercising Ethical Inluence Organizational Ethics: A Practical Approach (3rd ed.) Introduction • •We spend considerable time inluencing others in organizational settings. • •Exercising inluence is NOT an […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource • •Impression management • •Deception • •Emotional labor • •Communication of expectations Proactive Tactics • •Deinition: focused on achieving immediate objectives by convincing targets to go along with requests • •Types […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 6 Ethical Conflict Management Organizational Ethics: A Practical Approach (3rd ed.) Conflict in Organizational Life • •Conflict is a daily occurrence in every organization • •Sources of organizational […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 7 Improving Group Ethical Performance Organizational Ethics: A Practical Approach (3rd ed.) Acting as a Morally Responsible Team Member • •Individual behaviors have a signiticant impact on a […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 8 Leadership Ethics Organizational Ethics: A Practical Approach (3rd ed.) The Role of Ethical Leaders • •Ethical leaders are critical to the ethical performance of any organization • […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 9 Followership Ethics Organizational Ethics: A Practical Approach (3rd ed.) The Growing Power of Followers • •Followers do the most of the work and should get most of […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 10 Building an Ethical Organization Organizational Ethics: A Practical Approach (3rd ed.) Making Ethics Matter • •Decoupled approach to ethics • •Focus on compliance • •Rarely discuss ethical […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource • •Align norms with codes and values • •Modify norms that fail to support formal rules, mission and standards Informal Cultural Elements: Rituals • •Deinition: repeated organizational dramas • •Types • […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 11 Managing Ethical Hotspots in the Organization Organizational Ethics: A Practical Approach (3rd ed.) Ethical Hotspots • •Definition: activities or functions that frequently put the group at risk […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 12 Promoting Organizational Citizenship Organizational Ethics: A Practical Approach (3rd ed.) The Organization as Citizen • •Organizations wield more power than ever before • •Societal expectations of organizations […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource Lecture Notes Chapter 13 Ethics in a Global Society Organizational Ethics: A Practical Approach (3rd ed.) The Dangers of Globalization • •Organizations must now act as global citizens • •The Downside […]

Craig E. Johnson, Organizational Ethics, Third Edition Instructor Resource protesting abhorrent local customs • •The Case for the Existence of Common Moral Ground • •Punishment of crimes against humanity • •Activities of responsible multinational corporations • •Response to the “trolley […]

The last step of the Foursquare Protocol Is: a. Situating yourself to decide b. Gathering accumulated experience in similar situation c. Close description of the situation d. Recognize the significant similarities between the current problem and past ones Answer: Bringing […]

____________ cultures encourage and reward high standards and performance. a. Future orientation b. Humane orientation c. Performance orientation d. None of the above Answer: In organizations, ethical choices are rare. a. True b. False Answer: b Copyright laws are more […]

Person-organization fit describes the degree of compatibility and his or her work environment. a. True b. False Answer: A company that doesn’t pay employees for hours they work overtime is falling victim to which moral hazard? a. Defining people in […]

Johnson, Organizational Ethics, Third EditionInstructor Resource Introduction 1. All of the following are elements of the definition of organizations EXCEPT: 2. To become an ethical expert @ Answer Location: Taking a Practical Approach to Organizational Ethics; Cognitive Domain: Knowledge; Question […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 1 1. Which ethical perspective argues that decisions should be based on what does the most good for the greatest number of people? 2. Which theorist is associated with Justice as Fairness […]

Johnson, Organizational Ethics, Third EditionInstructor Resource Chapter 2 1. In the book, “bad apples” and “bad barrels” are referred to as: 2. Justin struggles with enjoying his job. Which option would NOT be a positive step of action for him […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 3 1. In the past, scholars and researchers did not include ________ as part of the moral decision- making process. 2. Matthew felt the company product could be of danger to its […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 4 1. What is a true statement about dialogue? 2. You can expect to spend most of your time in an organization sending which type of messages? @ Answer Location: Dialogue; Cognitive […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 5 1. Which type of proactive influence tactic enlists the help and support of others? 2. What is the most important resource for empowerment? @ Answer Location: What Factors Contribute to Empowerment?; […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 6 1. Which is a true statement? 2. Which is a TRUE statement about dysfunctional conflict? @ Answer Location: Recognize the Differences Between Functional and Dysfunctional Conflicts; Cognitive Domain: Comprehension; Question Type: […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 7 1. Which is a TRUE statement? 2. Social loafing is: @ Answer Location: Doing Your Fair Share (Not Loafing); Cognitive Domain: Knowledge; Question Type: MC *a. The tendency of an individual […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 8 1. What is a negative outcome of leaders having too much power? 2. Responsible leaders: @ Answer Location: The Challenge of Responsibility; Cognitive Domain: Knowledge; Question Type: MC a. Acknowledge and […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 9 1. This type of follower is often seen as an individual who takes initiative and can think for him or herself. 2. This type of follower might choose to fight the […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 10 1. Which is NOT a characteristic of an ethically transformed organization? 2. Which is NOT a characteristic of ethically decoupled organizations? @ Answer Location: Ethics in Action 10.1; Cognitive Domain: Analysis; […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 11 1. An organization wants to treat its members with dignity and respect. This would be an example of: 2. When an organization likes to involve its key stakeholders in the decision-making […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 12 1. CSR stands for: 2. The local grocery store set a new goal to reduce 25% of its waste. By doing so, the owners implemented recycling stations, eliminated plastic bags for […]

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 13 1. Which set of global standards is based on corporate codes of conduct? @ Answer Location: Global Business Standards Codex; Cognitive Domain: Knowledge; Question Type: MC a. UN Declaration of Human […]

Modest dress is emphasized in many Middle Eastern cultures. This reflects which foundational moral value? a. Harm/care b. In group/loyalty c. Purity/sanctity d. Fairness/reciprocity Answer: All of the following are suggestions for preventing groupthink EXCEPT: a. As a leader, indicate […]

Groups engaged in moral exclusion divide the world into those who deserve sympathy and those who don’t. This reflects which element of the exclusion process? a. Group categorizations are salient b. Conflicts of interest are salient c. Moral justifications are […]

Ryan is taking his Introduction to Business course pass/fail. As a result, he puts only minimal effort into his class team’s project. He reflects a a. Cooperative orientation b. Individualistic orientation c. Competitive orientation d. Distracted orientation Answer: Emotions should […]

Which cultural element gives you the best idea of how an organization “really works”? a. Codes of ethics b. Stories c. Organizational histories d. None of the above Answer: Marta gives orders but doesn’t want to know how they are […]

Servant leadership is accepted by members of many different cultures. a. True b. False Answer: Organizational commitment is greatest in caring ethical climates. a. True b. False Answer: a Which is a true statement about understanding vocation or calling? a. […]

Stefanie had a way of empowering her staff. If a problem arose, Stefanie dealt with the issue head on while also inspiring those around her. Stephanie is an example of a: a. Narcissist b. Transformational leader c. Transactional leader d. […]

Which statement is NOT one of the ethical dangers to human resource management? a. Exploiting employees by cutting their wages, reducing benefits or requiring more work hours without compensation b. Considering employees as mere commodities c. Defining employees in economic […]

Emotional labor is directed at other members of the organization. a. True b. False Answer: “Accumulating and using informal power to achieve personal and/or organizational objectives” is the definition of a. Impression management b. Deception c. Organizational politics d. None […]

All of the following are examples of the formal socialization process EXCEPT: a. An applicant visiting a company website b. A mentor assigned to help a new employee c. A training session for new workers d. A supervisor explaining company […]

Which best describes a mission statement’s purpose? a. Communicates the central identity and purpose of an organization b. Communicates core values to inform organizational decision-making c. Reflects the ideals of its members d. All of the above Answer: Which type […]

The principle “don’t be stupid” addresses: a. The importance of truth telling in accounting and finance b. The importance of finding fraud c. The importance of conforming to accounting norms d. The importance of avoiding self-centeredness Answer: Becoming an ethical […]

Placement describes where a product or service gets located in the marketplace. a. True b. False Answer: Gender harassment consists of unwanted sexual comments and sexual behaviors. a. True b. False Answer: b Organizations in collectivist societies are more likely […]

All of the following are characteristic of cosmopolitans EXCEPT: a. Concern for global justice b. Care for the “distant needy” c. Commitment to free trade d. Commitment to human dignity Answer: Israel has a reputation for putting the needs of […]

According to the Categorical Imperative, acts can be judged as moral or immoral based on their consequences. a. True b. False Answer: Government and the media become aware of an issue in which stage of issue maturity? a. Latent b. […]