A) executive
B) peer
C) reward
D) formal
E) diverse
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A) Continuously improving the program
B) Consistently enforcing standards, codes, and punishments
C) Communicating standards and procedures via ethics training programs
D) Establishing systems to monitor and enforce ethical standards
E) Establishing codes of conduct that are reasonably capable of detecting and preventing misconduct
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A) Is the action legal?
B) Does it comply with our values?
C) If you do it, will you feel bad?
D) How will it look in the newspapers?
E) What will your coworkers think?
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A) is primarily directed at training top managers and developing compensation plans that will insure top managers are ethical.
B) translates a plan of action into operational terms and establishes a means by which organizational ethical performance will be monitored, controlled, and improved.
C) starts with training and ends with the development of a code of conduct.
D) will not be successful unless the chief executive officer (CEO) is using a transactional leadership approach.
E) will be the same from organization to organization, as there is little need to tailor any aspect of the program.
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A) advertising and marketing concerns.
B) accounting and financial misrepresentations.
C) improper quality standards.
D) human resource issues and complaints.
E) questions about top management's behavior.
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A) Avoid the perception of hidden agendas.
B) Implement communications and education strategies.
C) State your position, philosophy, or belief.
D) Avoid the use of informal systems to communicate expectations.
E) Reinforce the policy through measurements and rewards.
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A) no one has the right to label some conduct as unethical.
B) "bad apples" refer to an unethical corporate culture.
C) the code of conduct is used to solve all ethical dilemmas faced in the workplace.
D) "bad apples" are people who will always do things in their own self-interest regardless of organizational standards of conduct.
E) a code of conduct is not taken seriously as a key component of an ethics program.
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An employee hotline, also known as an et...View Answer
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An organization can develop an effective...View Answer
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A) centralization may reduce the opportunity for unethical conduct.
B) top executives must enforce overall ethical standards within the organization.
C) the moral philosophies of employees are always consistent with the moral philosophies of top management.
D) employees must learn when unethical behavior is appropriate to maximize profits.
E) issues such as price collusion and bribery must be decided on a decentralized basis.
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The 10-40-40-10 model of Variation in Employee Conduct categorizes employees into four groups based on their behavior and attitude towards ethical conduct in the workplace.
The first group, the "10%" represents the top performers who consistently demonstrate ethical behavior and are committed to upholding the values and standards of the organization. They serve as role models for others and are instrumental in shaping the ethical culture of the organization.
The next group, the "40%" consists of employees who are influenced by the top performers and are generally inclined towards ethical conduct. They may occasionally falter but are receptive to guidance and are willing to align their behavior with the organization's ethical standards.
The third group, also "40%", comprises employees who are easily influenced by their peers and the prevailing culture within the organization. They may exhibit unethical behavior if it is tolerated or overlooked by the leadership. However, they are also capable of positive change if the ethical culture is reinforced and consistently upheld.
The final group, the "10%", represents employees who are resistant to ethical conduct and may engage in unethical behavior despite the efforts of the organization to promote a positive ethical culture. They may require more intensive intervention and consequences to address their behavior.
The model indicates that managing the ethical culture of an organization requires a multi-faceted approach. It is not enough to rely solely on the top performers to set the example, but rather, the organization must actively engage with and influence the 40% who are easily swayed by their environment. Additionally, efforts should be made to address and potentially rehabilitate the 10% who are resistant to ethical conduct. Overall, the model emphasizes the importance of consistent reinforcement of ethical standards and the need for proactive measures to shape and maintain a positive ethical culture within the organization.
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A) the fear of retaliation
B) a concern about safety regulations
C) having poor personal moral values
D) the absence of an ethics hotline
E) a lack of interest
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A
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Annual performance evaluations can play a crucial role in creating a strong ethical work climate by providing a structured opportunity for managers and employees to discuss and assess ethical behavior and decision-making. During these evaluations, managers can assess how well employees have adhered to ethical standards and values, and provide feedback on areas for improvement. This can help reinforce the importance of ethical behavior within the organization and hold employees accountable for their actions.
Additionally, performance evaluations can be used to recognize and reward employees who consistently demonstrate ethical behavior and integrity in their work. By linking ethical conduct to performance evaluations, organizations can send a clear message that ethical behavior is valued and rewarded within the company.
Furthermore, performance evaluations can also be used to identify any ethical concerns or issues that may be occurring within the organization. By discussing ethical dilemmas or conflicts during these evaluations, managers can address and resolve any issues before they escalate, thus fostering a more ethical work environment.
Overall, annual performance evaluations can serve as a tool for promoting and reinforcing ethical behavior within the workplace, ultimately contributing to the creation of a strong ethical work climate.
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As the new CEO of a firm with a history ...View Answer
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A) Give employees a means to address ethical issues.
B) Make employees aware that their actions can define the company's ethical posture.
C) Help employees understand the ambiguity inherent in ethical situations.
D) Eliminate the belief that unethical behavior is ever justified.
E) Provide specific evidence of punishment for an employee who committed an ethical infraction.
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A) "Our code of conduct is window-dressing."
B) "People are raised with strong personal values and should use them at work to resolve ethical conflict."
C) "A decentralized approach to decision making produces the most ethical corporate culture."
D) "Hiring and promoting good, ethical managers will automatically produce an ethical organization."
E) "Reducing unethical behavior is a business goal no different from increasing profits."
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Codes of conduct are essential for organ...View Answer
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A) Coordinating the U.S. Sentencing Commission annual ethics audit
B) Assessing needs and risks of the ethics program
C) Developing, revising, and disseminating a code of ethics
D) Developing effective training programs
E) Monitoring and auditing ethical conduct
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A) Codes are mostly standardized throughout all industries.
B) Codes are informal ideals about organizational expectations.
C) Few organizations have written ethical guidelines.
D) Codes are designed to resolve every ethical dilemma a company may face.
E) Codes are formal statements describing organizational expectations.
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A) getting employees involved in resolving ethical dilemmas that relate to actual situations in the workplace.
B) providing a video of the ethics officer.
C) testing employees on the code of conduct.
D) discussing cognitive moral development.
E) providing a CD-ROM of material for employees to view on their own.
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