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Management
Q:
A utilitarian view of ethics focuses on consequences and the greatest good for the greatest number of people.
Q:
Having a written code of ethics ensures that an organization's members will behave ethically.
Q:
Any action that is illegal is unethical and any action that is legal is ethical.
Q:
Which of the following best identifies how well ethics can be learned?
A) Ethical training can increase awareness of ethical issues.
B) Ethics are inborn and cannot be changed or learned.
C) Ethical problem-solving practice helps almost all people avoid ethical dilemmas.
D) Ethical problem-solving practice is worthless.
Q:
Which of the following is most likely at the root of the problems that befell an unethical company like Enron?
A) poor ethics training programs
B) no written code of ethics
C) leaders with such high ethical standards that ordinary people could not hope to live up to them
D) leaders with poor ethical standards
Q:
How might a manager with a rights view of ethics view the prospect of forbidding an employee from making what he feels are "misguided" political statements on her non-company website?
A) The manager would ask the employee to take down the website on the grounds that it violates company policy.
B) The manager would order the employee to take down the website on the grounds that its positions are foolish and wrong.
C) The manager would order the employee to take down the website on the grounds that it misrepresents the company.
D) The manager would not interfere with the website.
Q:
A manager who subscribes to the theory of justice view of ethics might pay low-level employees ________.
A) the minimum wage
B) more than the minimum wage
C) less than the minimum wage
D) according to how productive they were
Q:
A(n) ________ view of ethics states that more productive workers should get more pay and less productive workers less pay, regardless of other circumstances.
A) rights
B) utilitarian
C) theory of justice
D) individual liberties
Q:
In most cases, organizations that have managers who behave ethically tend to have ________.
A) more productive employees
B) more ethical employees
C) less ethical employees
D) employees who are no more or less ethical than average
Q:
About ________ of organizations of 10,000 or more employees have a written code of ethics.
A) one-third
B) half
C) 70 percent
D) 97 percent
Q:
A ________ is a formal document that states an organization's primary values and the ethical rules it expects its employees to follow.
A) mission statement
B) statement of purpose
C) code of ethics
D) vision statement
Q:
Which of the following is a basic definition of ethics?
A) rules that define good and evil
B) laws that define legal and illegal
C) principles that define right and wrong
D) principles that define standards of decency
Q:
A good example of social responsiveness is a company whose managers conduct business in an ethical way and strictly follows all local laws.
Q:
As long as it has broken no laws and done nothing unethical, a business has fulfilled its responsibility to society.
Q:
Long-term stability and the long-term ability to make profits is an argument for social responsibility.
Q:
One argument against businesses championing social responsibility issues is that being socially responsible can harm an organization's public image.
Q:
In the socioeconomic view of organizational social responsibility, management's responsibility includes protecting and improving society.
Q:
The classical view of organizational social responsibility is that management's only social responsibility is to maximize profits.
Q:
There is little evidence that managers of major organizations ever fail to act responsibly and ethically.
Q:
Suppose Director Jossleman proposes building a wildlife preserve near the wind farm for the local community. What is Josselman demonstrating in her proposal?
A) social responsiveness
B) socioeconomic view of social responsibility
C) classical view of social responsibility
D) social awareness
Q:
Director Jossleman is exhibiting which of the following social responsibility views?
A) socioeconomic view of social responsibility
B) classical view of social responsibility
C) social obligation
D) no social obligation
Q:
Director Estrella exhibits which of the following social responsibility views?
A) social awareness
B) socioeconomic view of social responsibility
C) classical view of social responsibility
D) social obligation
Q:
Director Appleton exhibits which of the following social responsibility views?
A) social responsiveness
B) broad view of social responsibility
C) classical view of social responsibility
D) socioeconomic view of social responsibility
Q:
Which of the following is LEAST likely to be viewed by a company as an advantage of stressing sustainability?
A) The company is seen as efficient.
B) The company is seen as ethical.
C) The company avoids bad press.
D) The company avoids economic ramifications of being seen as socially irresponsible.
Q:
What does Wal-Mart's business policy say about the company's belief in sustainability?
A) Wal-Mart must believe that global climate change is a hoax.
B) Wal-Mart must believe that environmental issues are important.
C) Wal-Mart must believe that global climate change is a left-wing conspiracy.
D) Wal-Mart must believe that global climate change is a right-wing conspiracy.
Q:
Which of the following best defines sustainability for a company?
A) running the company with a strategy that is both profitable and good for the environment
B) running the company with a strategy that is profitable whether or not it is good for the environment
C) running the company with a strategy that is good for the environment even if it is not profitable
D) running the company with a strategy that does not change the environment in any way
Q:
"Lack of accountability" argues against a firm being socially responsible by saying that once actions are taken there is no one ________.
A) to take responsibility if things go wrong
B) to take credit if things work out well
C) to speak to the media to put a spin on actions taken
D) to follow up afterward
Q:
Which of the following is NOT an argument against the idea that companies should be socially responsible?
A) costs
B) too much power
C) violation of profit maximization
D) public expectations
Q:
Those arguing against being socially responsible might make the claim that costs for social goals are ultimately ________.
A) paid for by the people being helped
B) paid for by companies in the form of tax breaks
C) paid for by consumers in the form of higher prices
D) are never paid by anyone
Q:
One prominent argument against being socially responsible makes the claim that business managers are ________ to address social concerns.
A) too impractical
B) not competent
C) too wealthy
D) too out of touch
Q:
The argument against social responsibility that states that pursuing goals other than making profits diverts a company away from its primary goal of making profits is known as ________.
A) possession of resources
B) too much power
C) lack of skills
D) dilution of purpose
Q:
Suppose that a study shows that companies that were not socially involved tended to be less profitable than socially involved companies. Which of the following can be concluded?
A) Social involvement definitely causes a company's profits to decrease.
B) Social involvement definitely causes a company's profits to increase.
C) Social involvement may cause a company's profits to increase.
D) Social involvement may cause a company's profits to decrease.
Q:
Write a series of rules that a company could use to encourage its employees to be risk-takers and innovators.
Q:
In a short essay, describe the difference between a strong and a weak organizational culture and how both affect organizational behavior.
Q:
Organizational culture largely determines how much risk members of an organization will take.
Q:
In a ready-fire-aim culture, managers will endlessly analyze a situation before taking action.
Q:
Strong cultures make a manager's job easy because all organizational policies, practices, and traditions are provided in writing for easy reference.
Q:
In a ready-aim-fire culture, managers are more likely to carefully study a problem before making a decision.
Q:
Strong organizational culture can eliminate the need for rules and regulations.
Q:
Which managerial organizing decision is most affected by organizational culture?
A) the amount of autonomy that employees should have
B) how much environmental scanning should be done
C) the amount of risk that is acceptable
D) how to structure employee evaluations
Q:
Which managerial organizing decision is most affected by organizational culture?
A) how much environmental scanning should be done
B) how to deal with employee disagreements
C) how to structure employee evaluations
D) whether workers should work individually or in teams
Q:
Which managerial controlling decision is most affected by organizational culture?
A) how to improve employee job satisfaction
B) how much environmental scanning should be done
C) how much to empower employees
D) how to deal with sexual harassment
Q:
Which managerial planning decision is most affected by organizational culture?
A) the degree of risk that plans contain
B) how much autonomy employees should have
C) how to implement the best leadership styles
D) how much to empower employees
Q:
Which company would be best suited to a "ready-fire-aim" culture?
A) a chocolate bar company that has made the same successful products for decades
B) a pharmaceutical company that is searching for a new way to prevent obesity
C) a cell phone company that is seeking to gain market share
D) a camera company that is worried that cell phones are taking over its business
Q:
Which company would be best suited to a "ready-aim-fire" culture?
A) a chocolate bar company that has made the same successful products for decades
B) a pharmaceutical company that is searching for a new way to prevent obesity
C) a cell phone company that is seeking to gain market share
D) a camera company that is worried that cell phones are taking over its business
Q:
Which of the following will a "ready-aim-fire" culture tend to do with plans for building a new factory?
A) carefully study the plans before building
B) get the building process underway before the plans are finished in order to avoid possible objections to expansion
C) briefly study the plans before building
D) carry out the planning and building process simultaneously to make sure that the plans are updated continuously
Q:
Which kind of organizational culture do the following values describe?
1. Don't be lazy or sloppy.
2. It's better to try a good idea and fail then to stick with a bad idea.
3. When you think your product is perfect, go back and try to make it better.
A) a company that values innovation more than quality
B) an innovative, risk-taking company that has high standards
C) a company that values quality more than innovation
D) a conservative, risk-averse company that has high standards
Q:
How does the Apache Corp. communicate its attitude toward risk taking to its employees?
A) through actions that reward risk taking and initiative
B) through actions that discourage risk taking and initiative
C) through written policies and rules that reward risk taking and initiative
D) through written policies and rules that discourage risk taking and initiative
Q:
Which of the following statements about organizational culture is correct?
A) An organization with a weak culture would need fewer written rules and regulations to conduct business than a strong culture.
B) An organization with a strong culture would need more written rules and regulations to conduct business than a weak culture.
C) An organization with a strong culture would need fewer written rules and regulations to conduct business than a weak culture.
D) Both weak and strong organizational cultures need as many written rules and regulations to conduct business as possible.
Q:
Which kind of culture most affects the way managers plan?
A) A weak organizational culture gives managers the freedom to make their own decisions.
B) A strong organizational culture gives managers the freedom to make their own decisions independent of organizational values.
C) A strong organizational culture helps guide the way managers plan.
D) A weak organizational culture helps guide the way managers plan.
Q:
What determines whether an organization has a strong culture or a weak culture?
A) how much employees are compensated for their efforts and whether they think their compensation is fair
B) how much employees accept the organization's key values and are committed to those values
C) whether or not employees feel that the organization is ethical
D) how fairly employees feel that they are being treated
Q:
Which of the following most accurately reflects the difference between strong cultures and weak cultures?
A) Strong cultures tend to encourage employee innovation, while weak cultures do not.
B) Weak cultures are found in most successful organizations, whereas strong cultures are relatively rare.
C) Strong cultures have less of an influence on employee behavior than do weak cultures.
D) Company values are more deeply held and widely shared in strong cultures than in weak cultures.
Q:
When rating how deeply held values are within an organization, culture is ranked from ________ to ________.
A) strong; weak
B) long-term; short-term
C) deep; shallow
D) static; dynamic
Q:
Organizational culture affects managers in two main ways: 1) its effect on what employees do and how they behave and 2) ________.
A) the benefits and rewards established by the founder
B) its effect on organizational structure
C) its effect on what managers do
D) the communication pattern between organizational members
Q:
In a short essay, give an example of how an organizational story can have an impact on the organization itself.
Q:
In a short essay, describe how an organization obtains its culture and give an example.
Q:
Corporate rituals are repetitive sequences of activities that express and reinforce important organizational values and goals.
Q:
How employees dress has nothing to do with an organization's culture.
Q:
Using special language and unique terms to describe things is part of how culture is communicated.
Q:
An organization's founder has little influence on its culture.
Q:
Employees learn organizational culture by reading official organization documents and histories.
Q:
A company's organizational culture refers to a system of shared political beliefs.
Q:
How might a manager at WorldNow, a technology company that manufactures innovative oil drilling solutions, use its drill to motivate employees?
A) by saying that if employees don't work hard, company rivals will "drill" WorldNow
B) by saying that if employees work hard, WorldNow will be able to "drill" its competitors
C) by saying that like an electric drill that can work all day without quitting, employees need to be persistent
D) by saying that to solve a tough problem, employees need to "drill" down to the truth of the situation
Q:
How is a corporate ritual different from a corporate story or legend?
A) A ritual does not attempt to teach a specific lesson while a story or legend does.
B) A story or legend does not attempt to teach a specific lesson while a ritual does.
C) A ritual is not to be taken seriously while a story or legend is.
D) A story or legend is not to be taken seriously while a ritual is.
Q:
What is the implicit message in a story like the tale of the Post-itnote and Art Fry?
A) Your problems are not as difficult as the problems that Art Fry faced so you shouldn't complain.
B) You can solve your problems in novel and creative ways just like Art Fry.
C) Your problems are much harder than the problems that Art Fry faced, but the tools you have to solve them are much better.
D) Your problems are not like the problems that Art Fry faced so you can't solve them in the same way.
Q:
All of the following show why corporate rituals can be valuable in a corporate culture EXCEPT ________.
A) rituals help initiate new employees into the culture
B) rituals reinforce corporate values
C) rituals symbolize key ideas that are important in the culture
D) rituals intimidate and silence critics of the corporate culture
Q:
Apple, which lives and breathes new product development, emphasizes which dimension of organizational culture?
A) member identity
B) innovation
C) people focus
D) conflict tolerance
Q:
The original source of an organization's culture usually reflects the vision and attitudes of ________.
A) the current president or CEO of the organization
B) the organization's original employees
C) contemporaries who are admired by the organization
D) the organization's founders
Q:
A regularly scheduled morning meeting of employees would be an example of this method of transmitting organizational culture.
A) Language
B) Artifacts
C) Corporate rituals
D) Stories
Q:
Southwest Airlines, which is an industry leader in providing benefits and the way it treats employees, is an example of which of the following dimensions of organizational culture?
A) member identity
B) people focus
C) risk tolerance
D) conflict tolerance
Q:
Which of the following is NOT a common way in which corporate cultures are transmitted to employees?
A) stories
B) informal rituals
C) formal culture meetings
D) symbols
Q:
Three important things to know about organizational culture is that it is 1) perceived, 2) descriptive, and 3) ________.
A) consistent
B) shared
C) ethical
D) visible
Q:
The culture of an organization is analogous to the ________ of an individual.
A) skills
B) personality
C) motivation
D) ability
Q:
The greater the environmental uncertainty, the more an organization needs to become ________.
A) organic
B) mechanistic
C) stable
D) high-tech
Q:
In a short essay, identify all of the stakeholders in a typical apparel company such as the Gap and rank them in terms of importance.
Q:
In a short essay, describe a real or fictional company that exists in cell 4 of the environmental uncertainty matrix.
Q:
In a short essay, describe a real or fictional company that exists in cell 1 of the environmental uncertainty matrix.
Q:
In a short essay, describe the parameters in an environmental uncertainty matrix.
Q:
A good manager considers the interests of all stakeholders equally when making an important decision.
Q:
Given a choice, managers would prefer to operate in an environment that has a minimum of uncertainty.