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Question
You are working with an important vendor who has offered you a "sweet" deal. However, the vendor has made it clear that he wants a decision now and your internal warning system (i.e. your gut) is telling you that this deal might be an ethical dilemma. Using what you have learned from this chapter, briefly describe how you should proceed. Will you answer him now? How will you think about the "dilemma" and respond to the vendor?Answer
This answer is hidden. It contains 287 characters.
Related questions
Q:
The ______ reason, why corporations should care about social responsibility, is based upon the recognition that business must use its power responsibly in society or risk losing it. Corporations exist as legal entities with certain advantages (such as limited liability) because society allows them to do so, and these corporate rights and advantages can be removed from firms that are perceived to be irresponsible.
a) pragmatic
b) economic
c) ethical
d) strategic
Q:
A firm's financial responsibility is primary and the bedrock of corporate social responsibility because without financial viability, the other responsibilities become moot issues.
Q:
According to Harvard Professor Michael Porter, the strategic reason for having CSR play a prominent role in a firm is that in evaluating the firm's CSR, executives should begin by scrutinizing the social impacts of the company's value chain.
Q:
Fortunately, those who survive company layoffs rarely exhibit negative behaviors (such as decreased productivity or low morale).
Q:
There are major differences in levels of moral reasoning between men and women.
Q:
Reference: Matching Key Stakeholders and Regulatory Agencies
a) Guard rights of shareholders
b) Guard rights of consumers
c) Guard rights of employees
d) Guard rights of the community
Occupational Safety and Health Administration (OSHA)
Q:
Discuss the disclosure rule and the ethical role model rule. When might the disclosure rule be most helpful? When might the role model rule be most helpful?
Q:
The Social Investment Forum reported that socially responsible investing grew from $40 billion in 1984 to nearly $4 trillion in 2012.
Q:
Some analysts argue that the more stringent regulatory environment resulting in the post Sarbanes-Oxley period increases shareholder confidence in financial reporting.
Q:
The pragmatic approach is more proactive and affirmative than the strategic approach because it asks companies to identify and acknowledge company activities that can do harm and encourages firms to scrutinize their practices and address potential harms by focusing on their own value-chain activities.
Q:
The Equal Employment Opportunity Commission (EEOC) received more than 93,000 workplace discrimination complaints in 2011, and monetary relief for victims totaled more than $376 million.
Q:
Unfortunately, people do not want to believe that the world operates on the principles of fairness.
Q:
To make it easy to terminate a subordinate, ensure that you are being fair, that you deliver the news in a way that is aligned with your organization's values, and allow the employee to maintain his personal dignity.
Q:
Unfortunately, given diverse activities that managers are responsible for, they play a limited role in increasing employee engagement and building an ethical culture.
Q:
Which of the following is true?
a) Cognitive biases are the result of trying to reduce uncertainty and simplify the world.
b) Cognitive biases are an individual difference and do not affect all human beings in the same way.
c) Business executives and students are generally reserved about their knowledge of the facts.
d) People are generally good at thinking of the consequences of their decisions outside of their immediate family and friends.
Q:
Most adults are at the ____________ level of cognitive moral development and their action is ____________.
a) Conventional; based on avoidance of punishment.
b) Conventional; based on what others think, say, and do.
c) Postconventional; based on the best outcome for society.
d) Postconventional; based on their religion or guiding principles.
Q:
Kohlberg argued that the higher the reasoning stage, the more ethical the decision.
Q:
One of the most common faults in ethical decision making is to ignore the long-term consequences of a decision.
Q:
Reference: Matching Key Stakeholders and Regulatory Agencies
a) Guard rights of shareholders
b) Guard rights of consumers
c) Guard rights of employees
d) Guard rights of the community
The Federal Trade Commission
Q:
Referring to the Corporate Social Responsibility (CSR) pyramid, how do legal responsibilities differ from ethical responsibilities? Provide specific examples to support your distinction.
Q:
Corporate social responsibility (CSR) consists of which four kinds of responsibilities:
a) Economic, ethical, societal, and altruistic
b) Economic, legal, ethical, and altruistic
c) Fiscal, legal, societal, and philanthropic
d) Economic, legal, ethical, and philanthropic
Q:
Continuous performance evaluation is categorized under which of the four drivers of employee engagement?
a) Line of sight
b) Involvement
c) Information sharing
d) Rewards and recognition
Q:
This driver of engagement, __________, refers to the fact that employees should understand the company's strategic direction and how their individual efforts play a role in the company's revenue-generating enterprise.
a) line of sight
b) involvement
c) information sharing
d) rewards and recognition
Q:
Reference: Types of Employee Engagement
a) Actively engaged
b) Not engaged
c) Actively disengaged
Lucy is passionate and enthusiastic about her work. She is eager to go the extra mile.
Q:
According to management experts, "Management by walking around" is passé in the Internet age where managers can easily communicate with employees using technology.
Q:
Managers earn their subordinates' credibility and respect by setting clear standards, deliberately communicating those standards, and insisting that all adhere to the standards.
Q:
Research finds that the intention of most dress codes is to restrict individuality and project the company image.
Q:
Turkey farming is the fine art of placing poor performers alongside strong performers so that the organization benefits.
Q:
Given that performance evaluations have little effect on employee performance, evaluating employee performance once every 18 months is sufficient.
Q:
One of a manager's most important responsibilities is to bring good people into the organization.