Question
QUESTION 1
1. When
developing an ethical culture, there has to be a(n)_______element because every
organization has employees that will try to take advantage if there is an
opportunity for misconduct.
rules-based
statement
of mission
ethical
compliance
punitive
2
points
QUESTION 2
1. The
apathetic organizational culture exhibits
high
concern for people but minimal concern for performance.
little
concern for people but a high concern for performance.
minimal
concern for people and performance
high
concern for people and performance.
no
concern for maintaining a cohesive organizational culture.
2
points
QUESTION 3
1. Which
of the following statements about corporate culture is false?
Corporate
culture refers to the patterns and rules that govern the behavior of an
organization and its employees, particularly the shared values, beliefs, and
customs.
The
values and ethical beliefs that actually guide a firm’s employees tend not to
be the same ones that management states as defining the firm’s culture.
Corporate
culture includes the behavioral patterns, concepts, values, ceremonies, and
rituals that take place in an organization.
The
culture of an organization may be explicitly stated or unspoken.
Failure
to monitor or manage an organization’s culture may foster unethical behavior.
2
points
QUESTION 4
1. A
cultural audit may be used to identify
how
cultured a firm’s employees are.
unethical
employees
unethical
organizations
an
organization’s culture
organizational
structure
2 points
QUESTION 5
1. The
2010 passage of the Dodd-Frank Act proposed additional monetary incentives for
whistle-blowers. A primary concern about these new incentives is:
they
will encourage too many employees to attempt to blow the whistle on firms, even
those that have done nothing wrong
people
do not generally respond at all to monetary incentives
whistle-blowers
might be tempted to report to the SEC with their reports and not report the
misconduct to the company’s internal compliance program.
people
may exaggerate their claims in order to get a reward.
the
funds paid out to whistle-blower might bankrupt companies
2
points
QUESTION 6
1. Marcus
is the top-performing development director his non-profit organization has ever
had. He possesses countless tricks and tips to continue to bring in donations,
positive publicity, and supporters. Marcus would likely have _____ over new
development department staff.
coercive
power
group
power
legitimate
power
expert
power
democratic
power
2
points
QUESTION 7
1. _____
bring together the functional expertise of employees from several different
areas of the organization on a single project.
Quality
circles
Informal
groups
Teams
Work
groups
Committees
2
points
QUESTION 8
1. In
order for whistle-blowing to be effective,
financial
compensation must be very high
employees
must wish ill on the organization for which they work.
lawmakers
must make an effort to force employees to discuss details about the misconduct.
it
requires that the individual have adequate knowledge of wrongdoing that could
damage society.
it
must occur at a very large multinational corporation
2
points
QUESTION 9
1. Which
of the following statements about group norms is false?
Group
norms define the limit on deviation from group expectations
Group
norms have the power to force a strong degree of conformity among group members
Management
must carefully monitor the norms of all the various groups within the
organization, as well as the organization’s corporate culture
Sanctions
may be necessary to bring in line a group whose norms deviate sharply from the
overall culture
Group
norms never conflict with the overall organization’s culture
2
points
QUESTION 10
1. Motivation
is defined as
a
person’s incentive or drive to work
a
force within the individual that focuses his or her behavior on achieving a
goal.
personal
ambition without regard to the impact on others
a
desire to be finished with a project.
individual
goals.
2 points
QUESTION 11
1. A
strong ethics program includes all of the following elements except
a
clause promising good stock market performance.
a
written code of conduct or ethics.
formal
ethics training.
auditing,
monitoring, enforcement, and revision of standards.
an
ethics officer to oversee the program.
2
points
QUESTION 12
1. _____
are formal statements that describe what an organization expects of its
employees in terms of ethical behavior.
Mission
statements
Codes
of conduct
Policies
on confidentiality
Environmental
policies
The
Federal Sentencing Guidelines for Organizations
2
points
QUESTION 13
1. What
is not a common mistake when designing and implementing an ethics program?
Failing
to fully understand the goals of the program.
Not
setting realistic or measurable goals.
Having
top management take ownership of the ethics program.
Developing
materials that do not address the needs of the average employee.
Transferring
a program between countries and cultures without making adjustments.
2
points
QUESTION 14
1. Which
of the following is the most comprehensive?
Code
of values.
Code
of conduct.
Code
of ethics.
Statement
of values.
Statement
of principles
2
points
QUESTION 15
1. The
Federal Sentencing Guidelines for Organizations require federal judges to increase
fines for organizations that continually
improve
their ethics programs.
eliminate
misconduct.
fail
to install a Federal Sentencing Guidelines program.
fail
to report ethics program activities.
tolerate
misconduct.
2
points
QUESTION 16
1. Which
of the following legislation has increased the responsibilities on ethics
officers and boards of directors to monitor financial reporting?
Sarbanes-Oxley
Act
Robinson
Patman Act
Ethics
Officer Responsibility Act
Sherman
Antitrust Act
Enron
Financial Responsibility Act
2
points
QUESTION 17
1. Individuals,
often from the same department, who band together for purposes that may or may
not be relevant to the organization are called
Quality
circles
informal
groups
teams
work
groups
committees
2
points
QUESTION 18
1. 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
legitimate
power
expert
power
reward
power
contingent
punishment power
non
contingent reward behavior
2
points
QUESTION 19
1. To
motivate employees, an organization offers _____ to _____ employees to work
toward organizational objectives.
punishment;
force
peer
pressure; guilt
incentives;
encourage
rewards;
bribe
threats;
frighten
2
points
QUESTION 20
1. Which
of the following cultures combines high levels of concern for people and
performance?
Apathetic
culture
Caring
culture
Integrative
culture
Exacting
culture
Cooperative
culture
2
points
QUESTION 21
1. Ethical
concerns in centralized structures can occur because of very little
mobility
upward
communication
scapegoating
downward
communication
communication
rigidity
2
points
QUESTION 22
1. A
code of ethics that does not address specific high-risk activities within the
scope of daily activities is
sufficient
inadequate
satisfactory
acceptable
as long as individual values prevent misconduct
acceptable
according to the Federal Sentencing Guidelines for Organizations
2
points
QUESTION 23
1. All
of the following are useful in monitoring ethical conduct and measuring the
effectiveness of the ethical program except
observation
of employees
internal
audits
firing
surveys
reporting
systems
2
points
QUESTION 24
1. Most
executives feel that which of the following is the primary reason for much of
the unchecked misconduct in business?
Bad
employees
An
inattentive board of directors
Customer
pressures
Financial
performance pressures
inadequate
ethics and compliance programs
2
points
QUESTION 25
1. Which
of the following is an advantage of a values-based ethics program over a
compliance-based one?
Employees
learn to make decisions based on values such as fairness, compassion, respect,
and transparency
Diverse
employees have differing values.
It
requires employees to identify with and commit to specific required conduct.
A
values orientation uses legal terms, statutes, and contracts that teach
employees the rules and penalties for noncompliance.
Values
and compliance programs both take basically the same approach.
