Test Bank Of Managing Business Ethics Straight Talk About How To Do It Right 6th Edition By Trevino

Test Bank Of Managing Business Ethics Straight Talk About How To Do It Right 6th Edition By Trevino

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

11. Norms often arise to support behaviors that are implicitly rewarded.

Ans: True
Response: See page 267.
Difficulty: Medium

12. Roles can support ethical behavior thus it makes sense to include in a Code of Conduct a statement that calls for employees who see misconduct to report it.

Ans.: True
Response: Page 271.
Difficulty: Medium

13. People are much more likely to act ethically if they perceive themselves as personally responsible for the outcomes of their decisions and actions.

Ans.: True
Response: Page 279.
Difficulty: Easy

14. When an employee brings up an ethical concern at work, the manager is obliged to take the issues completely off the employee’s hands.

Ans: False
Response: See page 279.
Difficulty: Medium

15. A decrease in levels in the organizational hierarchy leads to better lateral communication among employees and makes it more difficult for employees to rationalize that higher-ups were responsible.

Ans.: True
Response: Page 279-280
Difficulty: Medium

Matching

Reference: Matching Key Terms and Definitions
a) Integrity
b) Reinforcement theory
c) Social learning theory
d) Pygmalion effect

16. People are likely to behave in ways that are rewarded.

Ans: b
Response: See page 260.
Difficulty: Easy

17. People generally live up to the expectations that are set for them—high or low.

Ans: d
Response: See page 260.
Difficulty: Easy

18. That quality or state of being complete, whole, and undivided.

Ans: a
Response: See page 256.
Difficulty: Easy

19. People learn from observing the rewards and punishments of others.

Ans: c
Response: See page 260.
Difficulty: Easy

Multiple Choice

20. Which of the following is true?

a) Attempting to achieve a task goal can decrease risky behavior.
b) Employees focus on what managers say more than what managers do.
c) Employees will not search for clues about what gets rewarded; they must be told by managers that it is important.
d) Meeting a goal provides psychological benefits.

Ans: d
Response: See page 257.
Difficulty: Medium

21. The Tailhook scandal represents an example of which of these?

a) Management focusing too much on the ends rather than the means
b) The ethical Pygmalion effect
c) Social learning theory
d) Employees ignoring management’s clear message

Ans: c
Response: See pages 260.
Difficulty: Medium

22. Which of the following is true?

a) Rewards set the tone for what’s expected and rewarded in the long term.
b) Employees need to be rewarded for engaging in specific ethical behaviors.
c) Punishment is an inherently bad practice.
d) Rewards are better to control short-run ethical behavior.

Ans: a
Response: See page 262.
Difficulty: Medium

23. Which of the following is false?

a) The idea that punishment should be avoided is based on research on rats and small children.
b) People are less likely to engage in unethical behavior if it is likely to be detected and punished.
c) Other employees are affected by the punishment of just one employee.
d) People do not care if violators of ethical conduct are punished.

Ans: d
Response: See page 264.
Difficulty: Medium

24. Group norms can cause an “everyone is doing it” mentality. This means:

a) People are more likely to recognize issues as “ethical issues.”
b) Many individuals will go along with unethical behavior because of a strong need for peer acceptance.
c) Managers cannot blame individual employees for unethical behavior.
d) Employees are actively disengaged in groups.

Ans: b
Response: See page 267-268.
Difficulty: Medium

25. The __________ experiment demonstrated how normal students accepted and acted on their randomly assigned role of prisoner or guard.

a) Milgram
b) Manville
c) Zimbardo
d) My Lai

Ans: c
Response: See pages 269-270.
Difficulty: Easy

26. Which of the following is false?

a) People enter organizations in a state of “role readiness.”
b) Roles reduce a person’s sense of individuality.
c) Managers do not have roles as much as their subordinates do.
d) Conflicting role expectations can cause increased incidences of lying.

Ans: c
Response: See page 272.
Difficulty: Medium

27. The ___________ experiment demonstrated the power of legitimate authority. Teachers were unwilling to question the experimenter’s authority for fear of personal embarrassment or upsetting the status quo.

a) Milgram
b) Manville
c) Zimbardo
d) My Lai

Ans: a
Response: See pages 273-274.
Difficulty: Easy

28. The Zimbardo experiment provides insight into ___________ just as the Milgram experiment provides insight into ____________.

a) My Lai massacre; Abu Ghraib prison scandal
b) Watergate scandal; My Lai massacre
c) Abu Ghraib prison scandal; McDonald’s case
d) My Lai massacre; Watergate scandal

Ans: c
Response: See pages 270-274.
Difficulty: Difficult

29. Groupthink occurs when:

a) A group is working together in a cohesive, flowing manner for peak performance.
b) Group members know each other so well that they are able to anticipate each other’s ideas.
c) Group members conform to the group’s decision and are unwilling to express disagreement.
d) A group cannot make a decision because members are unwilling to compromise.

Ans: c
Response: See page 276-277.
Difficulty: Easy

Short Answer

30. You are a manager in an electronics department that sells TVs. Corporate headquarters has provided a new incentive to salespeople—they will receive higher commissions when they sell higher priced TV models. What should you do in order to maintain high ethical integrity in your department?

Ans: Students should discuss the importance of communicating that how a goal is achieved is just as important as achieving the goal itself. The manager needs to let his or her workers know that the organization cares about how the TVs are sold; he or she may also provide information on the best way to sell the TVs.
Response: See pages 258-259.
Difficulty: Difficult

31. As a manager, you are faced with the particularly daunting task of disciplining an employee. You remember that punishment must be “fair.” Briefly describe what is expected of you in order for the punishment is to be seen as “fair.”

Ans: Students should recognize that fairness has two components: (1) the punishment fits the crime and (2) punishment is consistent across employees.
Response: See pages 263.
Difficulty: Difficult

32. Briefly describe four ways in which diffusion of responsibility occurs in an organization.

Ans: Students should describe some variation of the following: (1) the manager tells the employee to “don’t worry”; (2) decisions are made in a group; (3) individuals are just a “cog” in a machine and can’t see the “big picture”; and (4) psychological distance from the victim
Response: See pages 276-279.
Difficulty: Medium