23. When a foreman orders an assembly-line employee to carry out a task, which the employee perceives as unethical
yet the employee feels compelled to complete, the foreman is exercising
a. legitimate power.
b. expert power.
c. reward power.
d. contingent punishment power.
e. noncontingent reward behavior.
24. To motivate employees, an organization offers to employees to work toward organizational objectives.
a. punishment; force
b. peer pressure; guilt
c. incentives; encourage
d. rewards; bribe
e. threats; frighten
25. Which of the following cultures combines high levels of concern for people and performance?
a. Apathetic culture
b. Caring culture
c. Integrative culture
d. Exacting culture
e. Cooperative culture
26. Ethical concerns in centralized structures can occur because of very little
a. mobility.
b. upward communication.
c. scapegoating.
d. downward communication.
e. communication rigidity.
27. A high concern for people but minimal concern for performance can best describe the culture.
a. caring
b. apathetic
c. exacting
d. shareholder
e. employee
28. The establishment of an ethics committee within an organization
a. is usually highly informal.
b. is usually organized around general business topics.
c. might raise ethical concerns or resolve ethical dilemmas.
d. usually always succeeds.
e. usually increases ethical tension.
29. Which of the following is not a form of retaliation commonly experienced by whistle-blowers?
a. Relocation or reassignment
b. No promotion or raises
c. The cold shoulder by coworkers
d. Exclusion from work activities
e. Praise by supervisors for their honesty
30. are used to subdivide duties within functional areas of a company.
a. Work groups
b. Individuals
c. Experts
d. Consultants
e. Committees
31. The leader demands instantaneous obedience and focuses on punishing wrong behavior, achievement,
initiative, and self-control.
a. democratic
b. coaching
c. affiliative
d. coercive
e. pacesetting
32. Melinda is a very popular executive. She inspires her employees to follow a common vision, facilitates change, and
creates a strongly positive climate, all while stressing performance. Melinda has helped to create a(n) culture.
a. authoritative
b. caring
c. integrative
d. exacting
e. affiliative
33. are satisfied by social and interpersonal relationships, and
activities.
a. Growth needs; relatedness needs
b. Personal needs; group needs
c. Coercive needs; ethical needs
d. Relatedness needs; growth needs
e. Group needs; personal needs
are satisfied by creative or productive
34. Over the years, scholars have developed more than 100 definitions of culture. According to the text, all have the
following common elements:
a. Culture is shared, relatively stable, and is formed over a long period of time.
b. Culture is not shared, stable, and is formed over a long period of time.
c. Culture is shared, not stable, and is formed over a long period of time.
d. Culture is shared, stable, and is formed over a short period of time.
e. Culture is man-made, shared, not stable, and is formed over a short period of time.
35. Because researchers have defined culture so many different ways,
interchangeably.
a. cultural cues; management
b. cultural values; anthropology
c. cultural values; culture
d. cultural cues; laws
e. cultural cues; management
and are often used
36. Both individual ethics and organizational ethics have an impact on an employee’s
a. productivity.
b. personal happiness.
c. compensation.
d. fitness level.
e. ethical intention.
37. A values-based ethics approach to ethical corporate cultures relies on a(n)
how customers and employees should be treated
a. set of laws
b. explicit mission statement
c. strong CEO
d. ethical audit
e. relaxed corporate culture
that defines the firm as well as
38. The idea that people learn ethical or unethical behavior while interacting with others who are a part of their role-sets
is referred to as
a. differential dissonance.
b. cognitive memory dissonance.
c. cognitive association.
d. differential association.
e. casual interaction.
39. The Sarbanes-Oxley Act
a. only applies to firms with over 50 employees.
b. has institutionalized internal whistle-blowing.
c. has placed more power under the Securities and Exchange Commission.
d. requires all organizations to make their financial information public.
e. involves too many complicated steps for it to be feasible for most organizations.
40. The rule explains variation in employee conduct through generalizing on the percentage of employees in any
given organization who will seek to do right versus how many will be indifferent.
a. 10–30–40–20
b. 20–30–30–20
c. 40–10–10–40
d. 10–40–40–10
e. 80–20
41. Why do centralized organizations tend to be more ethical than decentralized ones? Can you think of a situation or
example in which a decentralized organization might be more ethical than a centralized one?
42. How do societal expectations affect corporations and their ethical initiatives? Give an example of a company that
had to alter a product or service because of society’s concerns about its health, moral, or social impacts.
43. Describe the four organizational cultures and provide a company example of each organizational culture.
44. Describe the different kinds of power. Are some types of power more likely to result in ethical behavior than others?
45. How do group norms influence the ethical behavior of an organization? What happens when the norms of a
particular group conflict with the organization’s corporate culture or objectives?