Organizational Ethics: A Practical Approach 3rd Edition

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, they publish the Encyclopedia of Ethical Failure. This document recounts the actions of federal employees

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 variety of direct methods to build character both inside and outside the classroom, such as

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 and shortens the lives of Canadian residents, be shut down. The manager has both personal

Johnson, Organizational Ethics 3e, 2015 Instructor Resources Case Study 4.1 Taking Credit When Credits Not Due The human resource director at a regional bank has taken credit for the work of Monique, one of her young subordinates. Monique decides to confront the director. This case asks students to respond to a case of trust

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 security firm. He has to decide whether or not to pad his qualifications when applying

Johnson, Organizational Ethics 3e, 2015 Instructor Resources Case Study 6.1 Saying No to Trader Joes Case Synopsis and Analysis African-American citizens of Portland, Oregon defeated efforts to place a Trader Joes in a predominately African-American neighborhood despite the support of minority business owners and the Urban League. Opponents worried that the arrival of 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 website. White House staffers assembled a team of technology experts to address the sites many bugs.

Johnson, Organizational Ethics 3e, 2015 Instructor Resources Case Study 8.1 CEO Compensation: The Skys the Limit Case Synopsis and Analysis CEO compensation has reached an all time high, rebounding from the Great Recession. At the same time, the pay of the average worker has not kept pace. Several factors are behind soaring CEO

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 presenting in class. They convinced administrators to adopt stronger conflict of interest policies at the same time

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 Facebook messages or shop and chat on line. While cyberloafing appears to divert time and attention

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 are asked to evaluate the actions of the main characters using the Association of Independent Certified

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. Scouts can buy a Barbie doll in a scout uniform, visit a Barbie website, earn

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 a right to a private life. In the US, privacy is the right to be left

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 which one should take precedence? 3. What excuses have you heard for not helping others? (Which ones

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 barrels)? 2. Do you agree that it is dangerous to ignore the shadow side of

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 moral muteness (reluctance to talk in ethical terms)? What can you do to break the

Johnson, Organizational Ethics 3e, 2015 Instructor Resources Chapter 4: Ethical Interpersonal Communication 1. How do our attitudes shape the outcomes of our organizational conversations? 2. Have you ever been able to open a space for dialogue in your organization? 2. Have you ever been able to open a space for dialogue in your

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? 3. What are the outcomes of playing negative politics? Of participating in positive politics? 3. What are the

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 to come to your mind when you hear the word conflict? Does your reaction

Johnson, Organizational Ethics 3e, 2015 Instructor Resources Chapter 7: Improving Group Ethical Performance 1. Why do groups bring out the worst and the best in us? 1. Why do groups bring out the worst and the best in us? 1. Why do groups bring out the worst and the best in us?

Johnson, Organizational Ethics 3e, 2015 Instructor Resources Chapter 8: Leadership Ethics 1. How much do you look to your leaders when making ethical choices? 2. Why is it so hard for leaders to use power wisely and ethically? 1. How much do you look to your leaders when making ethical choices? 2.

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 not? not? not? 2. How do you determine how much you owe as a follower to your organization? 3. As a follower, how do you

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 organizations ethical performance? 3. Does the board of directors of your organization follow the Business Roundtables nine ethical principles? 1.

Johnson, Organizational Ethics 3e, 2015 Instructor Resources Chapter 11: Managing Ethical Hot Spots in the Organization 1. What do you think is the major ethical issue facing marketers? 1. What do you think is the major ethical issue facing marketers? 1. What do you think is the major ethical issue facing marketers?

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 an interest in their operations? 3. Is it possible to meet the needs of all stakeholders?

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? 2. Do multinational corporations have too much power? Why or why not? 2. Do multinational corporations have too much power? Why

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 : make decisions based on their outcomes or consequences (consequentialism) The best decisions --generate the most benefit

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 The shadow side of the personality = embarrassing, socially unacceptable, dangerous Ignoring the shadow side of the personality

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 Contemporary perspective: emotions are central to ethical decision- making Evidence from brain damage Evidence from neuroimaging Social intuitionist model

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) Apply rational remedies to overcome your cognitive biases Component 3: Moral Motivation Deinition: motivation to follow through

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-Ittreat others as objects I-Thou (You)treat others as unique human beings Monologue: self-centered, I-It communication Technical dialogue: gathering and

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 option. Must inluence others to carry out our roles Our inluence choices will help determine the ethical health of our

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 Rational Persuasion Apprising Inspirational appeals Consultation Collaboration Ingratiation Personal appeals Exchange Coalition tactics Legitimating tactics Pressure Legitimating and pressure tactics

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 conflict Interests Data Procedures Values Dysfunctional relationships Roles Communication Definition: an expressed struggle between at least two interdependent parties

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 teams ethical success or failure Have a responsibility to: Adopt a cooperative orientation Do your fair share of the

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 Organizational members look to leaders as role models and follow their example (social learning theory) Ethical leaders function as Moral persons

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 the credit for success There can be no leaders without followers The voices of followers are increasingly being heard

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 issues Decisions made without reference to values Transformational approach to ethics Puts ethics at the center of the workplace Ethics

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 Rites of passage--mark changes in roles and statuses Rites of degradation--lower status of member) Rites of enhancement--raise the standing

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 Essential to the operation of all organizations The Three Hotspots Marketing Finance/Accounting Human Resource Management Ethical Issues in

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 have also increased Organizational citizenship = acknowledge obligations to society and use in.uence to improve society Components of Organizational Citizenship

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 of Globalization Growing divide between rich and poor Resource extraction Promotion of greed Ethical and spiritual values shunted aside

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 problem Three Universal Ethical Standards United Nations Universal Declaration of Human Rights Global Business Standards Codex The

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: a a a Bringing in outsiders is one way to stop the escalation of commitment. a. True b. False Answer: a a a Transactional leaders

____________ cultures encourage and reward high standards and performance. a. Future orientation b. Humane orientation c. Performance orientation d. None of the above Answer: c c c In organizations, ethical choices are rare. a. True b. False Answer: b b b Copyright laws are more common in collectivist societies than in individualistic societies. a. True b. False Answer: b b b All of the following are components of a Kantian

Person-organization fit describes the degree of compatibility and his or her work environment. a. True b. False Answer: a a a A company that doesn't pay employees for hours they work overtime is falling victim to which moral hazard? a. Defining people in economic terms b. Treating employees as commodities c. Exploitation d. Neglect Answer: c c c All of the following are components of

Johnson, Organizational Ethics, Third EditionInstructor Resource Introduction 1. All of the following are elements of the definition of organizations EXCEPT: @ Answer Location: Defining Organizational Ethics; Cognitive Domain: Analysis; Question Type: MC a. Three or more people b. Goal directed *c. Unstructured interaction d. Socially constructed @ Answer

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? @ Answer Location: Utilitarianism; Cognitive Domain: Knowledge; Question Type: MC a. Categorical Imperative b. Confucianism *c. Utilitarianism

Johnson, Organizational Ethics, Third EditionInstructor Resource Chapter 2 1. In the book, bad apples and bad barrels are referred to as: @ Answer Location: Introduction; Cognitive Domain: Knowledge; Question Type: MC a. Failed equipment; failed plans b. Organized people; organized function *c. Unethical people; unethical organizations d. Bad

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. @ Answer Location: Once More with Feeling; Cognitive Domain: Knowledge; Question Type: MC *a. Emotions b. Values c. Logic d. Reason

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 4 1. What is a true statement about dialogue? @ Answer Location: Dialogue; Cognitive Domain: Comprehension; Question Type: MC a. Cant be used during conflict b. Focuses on the gathering and processing of information *c. Product of an I-Thou relationship d.

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 5 1. Which type of proactive influence tactic enlists the help and support of others? @ Answer Location: Proactive Tactics; Cognitive Domain: Knowledge; Question Type: MC a. Rational persuasion b. Pressure c. Apprising *d. Coalition @ Answer Location: Proactive Tactics;

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 6 1. Which is a true statement? @ Answer Location: Conflict in Organizational Life; Cognitive Domain: Comprehension; Question Type: MC a. Conflict should be avoided at all costs b. Conflict makes relationships worse *c. Conflict can promote personal and relational

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 7 1. Which is a TRUE statement? @ Answer Location: Adopting a Cooperative Orientation; Cognitive Domain: Comprehension; Question Type: MC a. Fostering cooperation can be key to successful project management b. Western culture typically fosters individualism and competition c. Teams

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 8 1. What is a negative outcome of leaders having too much power? @ Answer Location: The Challenge of Power; Cognitive Domain: Comprehension; Question Type: MC a. Too much focus *b. Possible corruption c. Minimal trust in self d. A

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. @ Answer Location: Servant (Exemplary) Followership; Cognitive Domain: Knowledge; Question Type: MC a. Pragmatic follower b. Conformist follower

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 10 1. Which is NOT a characteristic of an ethically transformed organization? @ Answer Location: Ethics in Action 10.1; Cognitive Domain: Analysis; Question Type: MC *a. Reacts to destructive behavior b. Exceeds legal requirements c. Swiftly punishes misbehavior d. Seeks

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: @ Answer Location: Acting Justly; Cognitive Domain: Application; Question Type: MC a. Distributive justice b. Procedural justice *c. Interactional justice d.

Johnson, Organizational Ethics, Third Edition Instructor Resource Chapter 12 1. CSR stands for: @ Answer Location: Corporate Social Responsibility; Cognitive Domain: Knowledge; Question Type: MC a. Creed of Sustaining Relationships *b. Corporate Social Responsibility c. Corporate Stands on Retail d. Common State of Responsibility @ Answer Location: Corporate

Johnson, Organizational Ethics, Third Edition Instructor Resource 1 @ Answer Location: Moral Foundations Theory; Cognitive Domain: Comprehension; Question Type: MC a. Integrated Social Contracts Theory *b. Moral Foundations Theory c. Project GLOBE theory d. The Caux Principles 1 @ Answer Location: Moral Foundations Theory; Cognitive Domain: Comprehension; Question Type:

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: c c c All of the following are suggestions for preventing groupthink EXCEPT: a. As a leader, indicate which solution you prefer b. Use a decision-making format c. Bring in outsiders d. Keep in contact with other

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 prominent d. Unjust procedures are described as expedient Answer: a a a The importance of etiquette (policies, norms,

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: b b b Emotions should be kept separate from reasoning. a. True b. False Answer: b b b Which factor is MOST likely to encourage group

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: d d d Marta gives orders but doesn't want to know how they are carried out, lest she be blamed for any illegal activities. She is using which strategy? a.

Servant leadership is accepted by members of many different cultures. a. True b. False Answer: a a a Organizational commitment is greatest in caring ethical climates. a. True b. False Answer: a a a Which is a true statement about understanding vocation or calling? a. Only religious people have a sense of calling b. Vocation refers to our job or career c. Vocation provides 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. All of the above Answer: b b b Respect for persons is the foundation of human rights. a. True b.

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 terms d. Mobilizing people to fulfill organizational goals Answer: d d d Which of the following is universally found

Emotional labor is directed at other members of the organization. a. True b. False Answer: b b b "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 of the above Answer: c c c Before blowing the whistle, followers should consider if they are being fair. This is

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 policies Answer: a a a _____________ is meeting expectations; __________ is exceeding expectations. a. Managing up; leading up b. Following

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: d d d Which type of ritual has manifest (obvious) ethical functions? a. Rites of passage b. Rites of renewal c. Rites of

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: d d d Becoming an ethical expert is similar to becoming an expert in other fields. a. True b. False Answer: a a a Externally oriented individuals

Placement describes where a product or service gets located in the marketplace. a. True b. False Answer: a a a Gender harassment consists of unwanted sexual comments and sexual behaviors. a. True b. False Answer: b b b Organizations in collectivist societies are more likely to hire based on family connections and friendships. a. True b. False Answer: a a a In this stage of issue maturity, only

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: c c c Israel has a reputation for putting the needs of his clients above his need to make money. He demonstrates which AICAPA professional standard? a. Responsibilities b.

According to the Categorical Imperative, acts can be judged as moral or immoral based on their consequences. a. True b. False Answer: b b b Government and the media become aware of an issue in which stage of issue maturity? a. Latent b. Emerging c. Consolidating d. Institutionalized Answer: b b b Jane always felt she had a larger world-view than her peers. She