MGT437 : Midterm Revision Exam

[CH1] The Separation Thesis asserts that ordinary ethical standards should be kept separate from business decisions because business has its own standards of good and bad.

[CH1] Descriptive ethics focuses on evaluating what ought to be the case, while normative ethics reports how people actually behave.

[CH1] Ethical values are values that serve the ends of human well-being in impartial, rather than personal or selfish, ways.

[CH1] Morality focuses on broader, systemic principles about how we should live together in a community, while ethics focuses on personal values and individual decisions.

[CH2] Inattentional blindness occurs when gradual change goes unnoticed over time.

[CH2] Moral imagination is the ability to envision various alternative choices, consequences, resolutions, benefits, and harms when facing an ethical decision.

[CH2] Satisficing, selecting the alternative that satisfies only the minimum decision criteria, is one of the cognitive barriers to responsible decision making.

[CH3] Egoism is a consequentialist theory that focuses on the happiness of all the people affected by a decision.

[CH3] A categorical imperative is a duty that binds you only if a certain condition applies, such as being a member of a particular profession.

[CH3] According to the libertarian view of justice, ethical business pursues profit within the law, while fraud, deception, and anticompetitive behavior are unethical.

[CH3] Virtue ethics shifts the focus from questions of what a person should do to a focus on who that person is.

[CH4] A compliance-based culture relies on the personal integrity of its workforce when the rules do not apply.

[CH4] In Hofstede's dimensions, a low power distance indicates that individuals at different levels of a hierarchy are more equal.

[CH4] Internal mechanisms for reporting wrongdoing are preferable to external reporting, and they must allow confidentiality, if not anonymity.

[CH4] In 2010, the USSC lowered penalties for compliance violations if outside parties discovered the offense before the organization's program detected it.

[CH1] A sales manager says: 'Lying is wrong in my private life, but in contract negotiations it is just part of the game.' Which idea does this view reflect?

[CH1] According to the stakeholders chart in the course, which of the following is an INTERNAL stakeholder of the firm?

[CH1] Which of the following statements is an example of DESCRIPTIVE ethics?

[CH1] Executives at a company value maximizing profit so highly that they hide a product defect from customers. Based on the course, this value is best described as:

[CH1] A classmate claims that business decisions should be judged only by business standards. Which argument does the course use to reject this claim?

[CH2] According to the seven-step ethical decision-making process, which step comes FIRST?

[CH2] A purchasing officer focuses so narrowly on hitting her cost-saving targets that she never notices that a cheap new supplier uses unsafe child labor. Which concept best explains her failure?

[CH2] Over five years, a firm's expense-claim practices slowly became more relaxed until large personal expenses were routinely claimed, and nobody in the department noticed. Which concept does this illustrate?

[CH2] In Step 5 of the decision-making process, alternatives are compared and weighed on all of the following EXCEPT:

[CH2] An accountant knows that reporting her colleague's fraud is the right thing to do, but she stays silent because the rest of her team pressures her to 'stay loyal'. Which type of barrier does this represent?

[CH2] According to the course, which of the following is an INSTITUTIONAL role rather than a social role?

[CH3] A municipal council chooses to fund a public clinic that will serve 200,000 residents instead of a private club that would benefit 500 investors, arguing that the clinic produces far better overall outcomes. Which framework guides this decision?

[CH3] Which statement best describes the 'administrative' version of utilitarianism?

[CH3] Which of the following is a challenge to UTILITARIAN ethics identified in the course?

[CH3] A manager refuses to secretly read employees' private messages, even though it would raise productivity, because doing so would use employees merely as tools. Which idea is the manager applying?

[CH3] An employee is entitled to paid holidays and a pension because they are written in her employment agreement. What kind of employee right is this?

[CH3] A supervisor repeatedly bullies and lies to an employee. No law and no clause in her contract addresses this behavior. Which kind of right is being violated?

[CH3] A business owner argues that government should take greater responsibility in the economy to guarantee equal opportunity in education and hiring. Which view of justice does this reflect?

[CH4] Which of the following best defines culture as used in the course?

[CH4] In a certain country, employees prefer clear written rules, feel uneasy with ambiguity, and resist risky changes. On which Hofstede dimension would this country score high?

[CH4] A Gulf bank tells staff, 'Follow the rulebook; anything not prohibited is acceptable,' and its ethics program aims mainly to minimize litigation risk. Which type of culture does the bank have?

[CH4] Which of the following is a goal of a values-based ethics program rather than a compliance-oriented one?

[CH4] According to the Ethics Resource Center, which of the following is a guideline for writing an ethics code?

[CH4] A CEO always meets profit targets and is admired by investors, but he gets results by threatening staff and hiding risks from regulators. According to the course, what key element separates an effective leader from an ethical leader?

[CH4] Under the 2010 USSC amendments, an organization's penalties for compliance violations could be lowered if which condition was met?

[CH1] Define the terms 'stakeholder' and 'stakeholder theory'. Then distinguish between internal and external stakeholders with examples, and explain why a stakeholder view is necessary for making an ethical business decision.

[CH2] List and explain the seven steps of the ethical decision-making process presented in the course.

[CH2] Explain why 'good' people might engage in unethical behavior. Discuss both the cognitive (intellectual) barriers and the motivational barriers to responsible ethical decision making.

[CH3] Compare the three ethical frameworks discussed in the course: utilitarianism, principle-based (rights) ethics, and virtue ethics. For each, explain its central idea and one limitation or distinctive feature.

[CH3] Distinguish between the three kinds of employee rights common in business, giving an example of each. Then explain the two main challenges to an ethics of rights and duties.

[CH4] Compare compliance-based and values-based corporate cultures. In your answer, define each, explain how each guides behavior when rules do not apply, and list the goals associated with each type of ethics program.

[CH4] List and explain Geert Hofstede's six dimensions of national culture. Then mention two points of support and two criticisms of his work.

[CH4] Explain how the Federal Sentencing Guidelines for Organizations (FSGO) issued by the U.S. Sentencing Commission enforce ethical corporate culture. List the specific acts that serve as due diligence and the four criteria added in 2010 for lowering penalties.

[CH1] Identify the view expressed by the marketing director and explain why the course rejects this view, using details from the case.

[CH2] Using the ethical decision-making process, explain which steps Hamad has already applied and what steps remain for him to complete.

[CH3] Analyze Hamad's dilemma using the three ethical frameworks: utilitarianism, principle-based ethics, and virtue ethics.

[CH4] Identify the type of corporate culture Al Waha had under the former CEO and the type Sara is trying to build. Support your answer with evidence from the case.

[CH4] Explain the concept of 'tone at the top' and evaluate how leadership behavior affected the culture at Al Waha before and after Sara became CEO.

[CH2] Using concepts from ethical decision making, explain why employees who saw falsified delivery records stayed silent, and explain the responsibility of managers in shaping such decisions.