d.
what is our motivation?
47. The ethics test approach is more
a.
descriptive.
b.
normative.
c.
practical.
d.
motivational.
48. The challenge in all managerial situations is take what can be done and what should be done and find
a.
a balance.
b.
the more practical solution.
c.
the least costly approach.
d.
the most effective action.
49. Which of the following is not a model of ethical management provided in the textbook?
a.
immoral management
b.
semi-moral management
c.
moral management
d.
amoral management
50. The model of ethical management that implies a positive and active opposition to what is right is called
a.
immoral management.
b.
moral management.
c.
semi-moral management.
d.
amoral management.
51. The ethical management model that conforms to high standards of behavior or professional standards of conduct is
a.
immoral management.
b.
semi-moral management.
c.
moral management.
d.
amoral management.
52. The model of ethical management in which managers fail to take morality into account when making decisions is
a.
immoral management.
b.
moral management.
c.
semi-moral management.
d.
amoral management.
53. The key operating question of immoral management is
a.
can we make money with this action, regardless of what it takes?
b.
will this action be fair to all stakeholders?
c.
what effects will this action have on our major stakeholders?
d.
can we make money with this action?
54. The key operating question of moral management is
a.
can we make money with this action, regardless of what it takes?
b.
will this action be fair to all stakeholders?
c.
what effects will this action have on our stakeholders?
d.
can we make money with this action?
55. The key operating question of amoral management is
a.
can we make money with this action, regardless of what it takes?
b.
will this action be fair to all stakeholders?
c.
what effects will this action have on our stakeholders?
d.
can we make money with this action?
56. The “integrity strategy” espoused by Lynn Sharp Paine is similar to the
a.
immoral management model.
b.
moral management model.
c.
semi-moral management model.
d.
amoral management model.
57. Managers who believe that business decisions are not subject to moral constraints tend to utilize the
a.
immoral management model.
b.
moral management model.
c.
intentional amoral management model.
d.
unintentional amoral management model.
58. Managers who simply fail to consider moral questions when making business decisions use the
a.
immoral management model.
b.
moral management model.
c.
intentional amoral management model.
d.
unintentional amoral management model.
59. Which of the following is not a structural aspect of unconscious accounting bias?
a.
ambiguity
b.
attachment
c.
approval
d.
ambivalence
60. The population hypothesis regarding ethical management models is
a.
the three models approximate a normal curve.
b.
that the moral management model is the largest segment of the normal curve.
c.
that the immoral management model is the largest segment of the normal curve.
d.
the three models exhibit a skewed curve, weighted toward either moral or immoral management models,
depending on the society being studied.
61. The individual hypothesis regarding ethical management models is
a.
the three models approximate a normal, bell-shaped curve.
b.
that individuals managers utilize all three of the models at different times and situations.
c.
that individual managers emphasize one of the three models over the others.
d.
that individual managers attempt to match the model they use to the particular situation.
62. Lawrence Kohlberg’s model of moral development includes all of the following levels except
a.
the preconventional level.
b.
the conventional level.
c.
the postconventional level.
d.
law and order morality.
63. Which of the following is not a source of a manager’s values that is external to the firm?
a.
religion
b.
philosophy
c.
scientific
d.
legal
64. The sense that concern for fairness, justice, and due process to people, groups, and communities should be woven into
managerial decision-making is called
a.
integration of managerial and moral competence.
b.
moral obligation.
c.
moral sensitivity.
d.
moral evaluation.
65. Moral imagination is:
a.
imagining the best possible outcome.
b.
being able to see economic and moral relationships
c.
the ability to see the relevance or nonrelevance of issues
d.
deciding which course of action to adopt.
66. An element of moral judgment is all the following except
a.
moral imagination
b.
religious morality
c.
moral identification and ordering
d.
sense of moral obligation
Provide a short answer to each of these questions. Be sure to fully explain your answer.
67. Compare and contrast ethics and the law. How are they similar? How are they different? Which is the higher standard?
Why aren’t they the equivalent of one another?
68. If business ethics have, in reality, declined over the past decades, what are the primary reasons for this movement?
69. What is the distinction that the textbook draws between ethics and morality?
70. Distinguish between descriptive and normative ethics.
71. Describe how a Venn diagram can help a manager evaluate moral dilemmas and come to decisions about those
situations.
72. Describe and evaluate the “what is?” ethics question.
73. What are the differences among “immoral,” “moral,” and “amoral?”
74. What are the seven habits of highly moral leaders?
75. Interpret the authors’ statement that “many business people go through life deluded by the illusion of objectivity.”
76. Briefly describe the process of moral development described by Kohlberg.
Utilize the knowledge you have gained to respond to the following essay questions. Your answers should state your
position and use logical arguments and content from this and other chapters in the textbook to support it.
77. Using the ethics question “what ought to be?” consider this hypothetical about a corporate planning seminar. At the
seminar, a speaker tells the participants that presidents of large corporations should begin their planning processes with a
vision of society, not with where they want their firms to be in 5 or 10 years. Evaluate this advice in light of what you
have learned about business ethics.
78. Discuss the relevance of one’s motivations to his or her ethical actions.
79. The three models of ethical management (immoral, moral, and amoral) provide only one “good” example—that of
moral management. However, the authors imply that immoral and amoral management are prevalent in our society, while
moral management is practiced less. Which is the bigger problem in our society, immoral or amoral management?
80. Lawrence Kohlberg found that most adults never get to the third level of moral development. What implications for
management does this observation have?
81. Describe and evaluate the reasons that many feminists criticize Lawrence Kohlberg’s work on moral development.
82. Powers and Vogel have suggested that there are six major elements or capacities that are essential to making moral
judgments: (1) moral imagination, (2) moral identification and ordering, (3) moral evaluation, (4) tolerance of moral
disagreement and ambiguity, (5) integration of managerial and moral competence, and (6) a sense of moral obligation.
What is the link of each of these to personal and organizational ethics?