Managing Business Ethics Straight Talk About How to Do It Right 6th Edition By Trevino – TEST BANK

Managing Business Ethics Straight Talk About How to Do It Right 6th Edition By Trevino – TEST BANK

File: Chapter 7, Managing for Ethical Conduct

True/False

1. In business, when people talk about ethics, they’re talking about behavior.

Ans: True
Response: See page 251.
Difficulty: Easy

2. A statement such as “integrity is important here” is enough for subordinates to understand expected behavior.

Ans: False
Response: See page 252.
Difficulty: Easy

3. Generally, people take a single “ethical self” from situation to situation.

Ans: False
Response: See pages 252.
Difficulty: Medium

4. In combination with rewards, goal setting is one of the most powerful motivational tools.

Ans: True
Response: See pages 252.
Difficulty: Easy

5. Researchers have found that employees may be less likely to report ethical problems to management if they are intently focused on achieving a task.

Ans.: True
Response: Page 257.
Difficulty: Medium

6. Workers have to be personally rewarded or punished for the message to have an impact.
Ans.: False
Response: Page 260.
Difficulty: Medium

7. Workers expect to be rewarded for behaviors that are expected of everyone—that is, for doing the “right thing.”

Ans: False
Response: See page 262.
Difficulty: Easy

8. Work roles can support either ethical or unethical behavior.

Ans: True
Response: See page 263.
Difficulty: Easy

9. If punishment occurs in private, few employees will know that unethical behavior was admonished; thus, managers should ensure that employees who behave unethically are punished publicly so that others learn from the process.

Ans.: False
Response: Page 263.
Difficulty: Medium

10. Workers expect managers to discipline fairly, and they are morally outraged when management doesn’t do its job.

Ans.: True
Response: Page 266.
Difficulty: Easy