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Question
What was the total cost to Malden Mills of paying Malden employees for six months while the factory was down?a. $10 million
b. $25 million
c. $300 million
d. $430 million
Answer
This answer is hidden. It contains 12 characters.
Related questions
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What happened to Mrs. Gray when her Pinto was rear-ended by a Galaxie?
a. She managed to escape from the car
b. Nothing; the gas tank survived the impact
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d. None of the above
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The sale of a product with known, but undisclosed dangers, is unethical.
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What problems did Tylenol experience between 2010 and 2012?
a. A phantom recall
b. Shoddy manufacturing practices
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a. No-smoking ordinances
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c. Prohibitions on tobacco company funding for lung cancer research
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What did Coke do to the employees involved in the Burger King/Frozen Coke activities?
a. They were terminated or resigned
b. They are still with the company, but were demoted
c. They are still with the company but lost their bonuses
d. None of the above
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How much did the Boys and Girls Club plan increase sales in Richmond, Virginia?
a. 2%
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d. 15%
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How did Coke managers react when an employee brought the Boys and Girls Club issue to their attention?
a. It went to Burger King and apologized
b. It fired the employee
c. It asked the employee to conduct a complete investigation
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How much did Jack-in-the-Box have to have set aside for payments in the suits filed against it?
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An engineer for the Shaw Group managed a project that Shaw was doing for the U.S. government. Under the terms of the contract, Shaw stood to earn a $2.2 million bonus on the contract if it kept the reportable injuries and lost-work days below certain levels during the course of the project. The project engineer, who received a bonus if the company met the federal bonus goals, misclassified injuries, failed to report others, and made those who were injured wait to seek medical treatment so that he could meet quarterly injury goals. Discuss the engineer's behavior in light of what you learned in Unit 4 on culture.
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What did internal documents at tobacco companies reveal?
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b. That the companies were targeting age groups ranging from 14-24
c. That the companies were losing sales
d. Both b and c
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a. U.S. Surgeon General
b. FTC
c. AMA
d. None of the above
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Property owners have begun to post signs warning potential buyers of knock-offs goods being sold by tenants.
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Slotting is the collection of fees by grocery retailers from wholesalers and manufacturers.
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It is unethical to introduce a product with deceptively similar packaging to that of a major competitor.
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Slotting fees are illegal.
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BP had no way of knowing about the evolving issues at Deepwater Horizon.
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English-only policies in the workplace are not permitted by the EEOC.
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OSHA reportable injury figures are the same as injuries claimed under workers' compensation systems.
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Confrontation is a key part of ethics.
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Employers should try to control the sexually suggestive content of worker e-mails.
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Employer hiring practices must be balanced with prospective employees' rights to privacy.
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E-mail can be obtained during discovery when a company is in litigation.
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Many International Olympic Committee members had to resign after accepting bribes in connection with the Salt Lake City Olympics.
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The Foreign Corrupt Practices Act does not apply to U.S. companies when they have operations outside the United States.
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Bribes to government officials are only unethical if the culture of a country does not believe they are unethical.
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No officers at Chiquita can be held criminally responsible for the Chiquita payments to mercenary groups.
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Equal treatment and opportunity is generally a part of labor policies and principles.
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Evaluate Yahoo's decision to do business in China through a partially owned subsidiary.
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List three effects the Bhopal disaster had on Union Carbide.
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Nike is changing its interaction with international suppliers by:
a. Ceasing to outsource its production.
b. Using third parties to negotiate labor contracts so that it can distance itself from issues.
c. Not having sudden design changes that can affect plant working hours and conditions.
d. Forming coalitions with other retail clothing manufacturers.