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Organizational Behavior An Experiential Approach 8th Edition Osland Test Bank instant download all chapter
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Chapter 6
VALUES AND WORKPLACE ETHICS
1. Meeting the needs of present generations without compromising the ability of future
generations to meet their own needs is known as _____.
a. the caring ethic
b. eco-futurism
c. sustainability (Easy; p. 124)
d. the Natural Step
e. none of the above
2. The Natural Step program has helped companies to achieve all the following benefits
except: _____.
a. reduce operating costs
b. comply with existing regulations (Moderate; p. 125)
c. enhance the organization’s standing among stakeholder groups
d. build brand image
e. all of the above
184
6. Companies that want to encourage moral behavior _____.
a. communicate their expectation that employees will behave ethically and
define what that means (Moderate; p. 136)
b. hire top executives who are leaders in their churches
c. ignore unethical behavior and reward ethical behavior
d. discourage the discussion of ethical issues because it leads to rationalizing
e. encourage employees to send management an anonymous memo to report any
unethical behavior they observe
9. The Ethics Warning System uses all of the following except _____.
a. golden rule—“are you treating others as you would want to be treated?”
b. instrumental vs. terminal values—“which type of values are you using?”
(Moderate; p. 148)
c. publicity— “would you be comfortable if your reasoning and decision were to be
publicized?”
d. kid on your shoulder— “would you be comfortable if your children were
observing you?”
e. none of the above
10. According to Schwartz and Bilsky, which of the following is (are) universal human
value(s) that motivate behavior?
a. prosocial
b. restrictive conformity
c. achievement
d. security
e. all of the above (Moderate; p. 137-138)
185
11. Whistleblowing is legitimate when _____.
a. the revelation is general
b. the revelation benefits the company, but not the public interest
c. the whistleblower is above reproach and has no personal gain in revealing
the information (Moderate; p. 147)
d. this is the first attempt the whistleblower has made to stop the unethical behavior
e. all of the above
12. Non-ethical values should always trump ethical values. _____ True or _____ False?
Why?
False. We can make unethical decisions if we let non-ethical values trump ethical
values. The sentence should read “ethical values should always trump non-ethical
values.”
(Moderate; p. 138)
13. Corporate social responsibility does not pay off financially, but it makes people feel
good about themselves. _____ True or _____ False? Why?
False. It gives firms a competitive advantage and helps them attract and retain
employees and increases their reputations
(Moderate; p. 144)
14. _____ refers to standards of conduct that indicate how one should behave based on
moral duties and virtues arising from principles about right and wrong.
(Ethics; Easy; p. 135)
Because trusting relationships and well-satisfied customers are the basis of repeat
business.
(Moderate; p. 133)
16. _____ are core beliefs or desires that guide or motivate attitudes and actions.
(Values; Easy; p. 136)
17. If a person believes you should not cheat on income taxes solely because you might
be put in jail, this is moral reasoning at the _____ level, according to Kohlberg.
(self-centered or pre-conventional; Moderate; p. 138)
18. _____ is defined as the abuse of public power for private gain.
(Corruption; Easy; p. 142)
186
19. _____ is an ethical framework that holds that a moral act produces the greatest good
for the greatest number of people.
(Utilitarianism; Easy; p. 141)
20. _____ is defined as a company’s commitment and contribution to the quality of life of
employees, their families and the local community and society overall to support
sustainable economic development.
(Corporate social responsibility; Easy; p. 144)
Essay Questions
21. Describe 4 questions that can be used to examine the ethics of a business decision.
• Have you defined the problem accurately? What are the factual implications of
the situation rather than a biased perspective that reflects your loyalties?
• How would you define the problem if you stood on the other side of the fence?
• How did this situation occur in the first place? What is the historical background
of events leading up to this situation?
• To whom and to what do you give your loyalty as a person and as a member of
the corporation?
• What do you want to accomplish in making this decision?
• How does this intention compare with the probable results?
• Whom could your decision or action injure?
• Can you discuss the problem with the affected parties before you make your
decision?
• Are you confident that your position will be as valid over a long period of time as
it seems now?
• Could you disclose without qualms your decision or action to your boss, your
CEO, the board of directors, your family, and society as a whole?
• What would this decision symbolize for others if they interpret it correctly? What
could it symbolize if the decision is misinterpreted by others?
• Under what conditions would you allow exceptions to your stand?
(Moderate; p. 142)
22. All business people engage in unethical practices. Do you agree or disagree with this
statement? Support your argument with good critical thinking.
187
24. There are five basic ethical models or approaches that people use to make decisions.
Identify and briefly describe each.
Utilitarian ethics judge in terms of the welfare of everyone—what does the greatest
good for the greatest number of people. Approaches based on rights and duties
emphasize the personal entitlements of individuals. Approaches based on justice are
guided by fairness, equity, and impartiality. Approaches based on caring focus on the
well-being of other people. Approaches based on environmentalism extend to
consideration of the person-land relationship and are concerned with being a good
steward of the earth’s resources and sustainability.
(Challenging; p. 141)
25. If you had been hired to replace Kenneth Lay at Enron (before the firm actually went
bankrupt) and were charged with transforming it into an ethical company, what steps
would you have taken? Apply as many chapter lessons as possible and give your
rationale for taking these steps.
(Challenging; p. 147-149)
26. What is your personal position on corporate social responsibility? Defend your
position with good critical thinking and when, possible, factual evidence.
(Challenging)
188
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point dans une attitude menaçante ; il essaya de persuader au
prince Nicolas, âgé alors de vingt ans, qu’il valait mieux se
soumettre aux conditions de la Porte plutôt que de soutenir une lutte
aussi inégale. En effet, le prince parut souscrire à toutes les
exigences de la Turquie, mais le négociateur lui-même ne se fit pas
d’illusions sur la valeur de ces engagements. Il télégraphia de
Cattaro à Omer-Pacha : « Le prince a accepté toutes les conditions,
mais il ne pourra en remplir aucune ! »
En effet, lorsque Omer-Pacha demanda l’évacuation de Donga
par les Monténégrins, conformément aux stipulations, il ne reçut
aucune réponse, et immédiatement il passa à l’action. Après des
combats meurtriers où la victoire hésita entre les deux partis en
présence, les Turcs se trouvèrent devant les portes de Cettinje. Le
médecin fut de nouveau envoyé auprès du prince Nicolas pour
négocier la paix, il y réussit après cinq jours de démarches, et il
parvint même à atténuer certaines conditions très dures et très
humiliantes, imposées au prince par le vainqueur.
La campagne fut terminée, mais M. Kœltesch ne suivit pas son
protecteur à Constantinople, où celui-ci allait retrouver toutes les
splendeurs attachées à sa dignité et toutes les voluptés raffinées de
la vie orientale. M. Kœltesch s’était pris d’affection pour la Bosnie ; il
trouvait avec raison une ressemblance frappante entre le paysage
alpestre dont la capitale de la Bosnie est le centre, et ses montagnes
du Jura. Au lieu de rentrer à Stamboul, notre médecin s’établit à
Sérajewo avec sa famille, car il avait épousé une arrière-petite-fille
de Justinien, et il en était résulté une souche assez nombreuse de
Helvéti-Byzantins. Mais là encore la protection ou plutôt la
reconnaissance d’Omer-Pacha ne lui manqua point. Grâce à
l’influence du serdar, il fut nommé secrétaire politique des Valis de
Bosnie, et il remplit ces fonctions sous les différents gouverneurs qui
habitèrent le Konak de Sérajewo de 1862 à 1875. On peut dire que
pendant ce laps de temps le médecin suisse fut le truchement,
l’intermédiaire, entre le gouverneur et la population et entre le
gouverneur et le corps diplomatique. Son autorité était augmentée
de l’expérience, et connaissant à fond la Bosnie, il était appelé en
conseil dans les cas difficultueux par les valis qui changeaient très
souvent, selon la mode des pachas turcs et des préfets français, qui
se succédaient à de courts intervalles. L’importance politique et les
services rendus par le médecin suisse ne furent pas reconnus et
admis par les Turcs. Seulement, en l’année 1875, l’empereur
François-Joseph parcourant la Dalmatie et une partie de la Bosnie,
un célèbre diplomate, Ali-Pacha, vint saluer François-Joseph. Il
emmena le docteur Kœltesch en qualité d’interprète, et cette
excursion valut au jurassien la croix de commandeur de François-
Joseph. Peu de temps après, M. Kœltesch, qui ne voulait pas
prendre parti pour l’oppression turque dans la lutte engagée entre la
Porte et les peuples slaves des Balkans, donna sa démission, tout
en demeurant à Sérajewo. Pendant les années critiques de 1876,
1877 et 1878, les Valis eurent recours à ses offices et à ses conseils.
Il fut encore appelé à Stamboul pour conférer avec Rechid-Pacha,
grand vizir, sur la situation ; il conseilla de s’entendre avec le
Monténégro, mais il ne fut point écouté. Depuis, M. Kœltesch, que
toute la jeunesse de Sérajewo appelle « père », sans distinction de
nationalité ni de culte, vit dans sa chère Bosnie en philosophe et en
patriarche, pratiquant la médecine et faisant tout le bien qu’il peut.
CHAPITRE VIII