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Business Ethics BMAL 590 Exam Questions and Answers
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Business Ethics BMAL 590 Exam Questions and Answers
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Business Ethics BMAL 590 ExamQuestions and Answers
Business iiEthics ii- iiAnswers ii-comprises iiprinciples iiand iistandards iithat iiguide iibehavior
iiin iithe iiworld iiof iibusiness. iiInvestors, iiemployees, iicustomers, iiinterest iigroups, iithe
iilegal iisystem, iiand iithe iicommunity iioften iidetermine iiwhether iia iispecific iiaction iiis iiright
iior iiwrong ii-- iiethical iior iiunethical
Ethical iiIssue iiIntensity ii- iiAnswers ii-can iibe iidefined iias iithe iirelevance iior iiimportance
iiof iian iiethical iiissue iiin iithe iieyes iiof iithe iiindividual, iiwork iigroup, iiand/or iiorganization.
iiResearch iisuggests iithat iiindividuals iiare iisubject iito iisix ii"spheres iiof iiinfluence" iiwhen
iiconfronted iiwith iiethical iichoices: iithe iiworkplace, iifamily, iireligion, iilegal iisystem,
iicommunity, iiand iiprofession.
Ethical iiDecision iiMaking ii- iiIndividual iiFactors ii- iiAnswers ii-Gender
Education
Nationality
Age
Locus iiof iiControl ii- iiAnswers ii-This iifactor iirelates iito iiindividual iidifferences iiin iirelation
iito iia iigeneralized iibelief iiabout iihow iione iiis iiaffected iiby iiinternal iiversus iiexternal
iievents iior iireinforcements. iiThose iiwho iibelieve iiin iiexternal iicontrol ii(that iiis, iiexternals)
iisee iithemselves iias iigoing iiwith iithe iiflow iibecause iithat iiis iiall iithey iican iido.
iiConversely, iithose iiwho iibelieve iiin iiinternal iicontrol ii(that iiis, iiinternals) iibelieve iithat
iithey iicontrol iithe iievents iiin iitheir iilives iiby iitheir iiown iieffort iiand iiskill. iiThese
iiindividuals iiview iithemselves iias iimasters iiof iitheir iidestinies iiand iitrust iiin iitheir
iicapacity iito iiinfluence iitheir iienvironment.
Corporate iiCulture ii- iiAnswers ii-can iibe iidefined iias iia iiset iiof iivalues, iibeliefs, iigoals,
iinorms, iiand iiways iiof iisolving iiproblems iithat iimembers ii(employees) iiof iian
iiorganization iishare
Opportunity iiFactors ii- iiAnswers ii-Opportunity iidescribes iithe iiconditions iiin iian
iiorganization iithat iilimit iior iipermit iiethical iior iiunethical iibehavior. iiOpportunity iiresults
iifrom iiconditions iithat iieither iiprovide iirewards, iiwhether iiinternal iior iiexternal, iior iifail iito
iierect iibarriers iiagainst iiunethical iibehavior. iiOpportunity iirelates iito iiindividuals'
iiimmediate iijob iicontext: iiwhere iithey iiwork, iiwith iiwhom iithey iiwork, iiand iithe iinature iiof
iithe iiwork
, The iiRole iiof iiLeadership iiIn iiDeveloping iiAn iiEthics iiProgram ii- iiAnswers ii-1. iiConduct
iia iirigorous iiself-assessment iiof iithe iifirm's iivalues iiand iiits iiexisting iiethics iiand
iicompliance iiprogram. ii
2. iiMaintain iicommitment iifrom iitop iimanagers.
3. iiPublish, iipost, iiand iimake iicodes iiof iiethics iiavailable iiand iiunderstandable.
4. iiCommunicate iiethical iistandards iithrough iimultiple iichannels ii(for iiexample, iipaper
iidocuments iiand iiweb iipages).
5. iiProvide iitimely iitraining iito iireinforce iiknowledge.
6. iiProvide iiconfidential iiresources iito iiwhom iiemployees iican iigo iifor iiadvice iior iito
iireport iitheir iiconcerns.
7. iiEnsure iiconsistent iiimplementation.
8. iiRespond iiand iienforce iiconsistently, iipromptly iiand iifairly.
9. iiMonitor iiand iiassess iiusing iiappropriate iimethods.
10. iiRevise iiand iireform iito iiensure iicontinuous iiimprovement.
Coercive iiLeadership iiStyle ii- iiAnswers ii-the iicoercive iileader iidemands iiinstantaneous
iiobedience iiand iifocuses iion iiachievement, iiinitiative, iiand iiself iicontrol.
Authoritative iiLeadership iiStyle ii- iiAnswers ii-the iiauthoritative iileader, iiconsidered iito iibe
iione iiof iithe iimost iieffective iistyles, iiinspires iiemployees iito iifollow iia iivision, iifacilitates
iichange, iiand iicreates iia iistrong iipositive iiperformance iiclimate
Affiliative iiLeadership iiStyle ii- iiAnswers ii-the iiaffiliative iileader iivalues iipeople, iitheir
iiemotions iiand iitheir iineeds, iiand iirelies iion iifriendship iiand iitrust iito iipromote iiflexibility,
iiinnovation, iiand iirisk iitaking
Democratic iiLeadership iiStyle ii- iiAnswers ii-the iidemocratic iileader iirelies iion
iiparticipation iiand iiteamwork iito iireach iicollaborative iidecisions. iiThis iistyle iifocuses iion
iicommunication iiand iicreates iia iipositive iiclimate iifor iiachieving iiresults.
Pacesetting iiLeadership iiStyle ii- iiAnswers ii-the iipacesetting iileader iican iicreate iia
iinegative iiclimate iibecause iiof iihigh iistandards iithat iihe iior iishe iisets. iiThis iistyle iiworks
iibest iifor iiattaining iiquick iiresults iifrom iihighly iimotivated iiindividuals iiwho iivalue
iiachievement iiand iitake iithe iiinitiative
Coaching iiLeadership iiStyle ii- iiAnswers ii-the iicoaching iileader iibuilds iia iipositive
iiclimate iiby iideveloping iiskills iito iifoster iilong-term iisuccess, iidelegates iiresponsibility,
iiand iiis iiskillful iiin iiissuing iichallenging iiassignments.
Transactional iiLeaders ii- iiAnswers ii-attempt iito iicreate iiemployee iisatisfaction iithrough
iinegotiating iior ii"bartering" iifor iidesired iibehaviors iior iilevels iiof iiperformance.
iiTransactional iileaders iifocus iion iiensuring iithat iirequired iiconduct iiand iiprocedures iiare
iiimplemented. iiTheir iinegotiations iito iiachieve iidesired iioutcomes iiresult iiin iia iidynamic
iirelationship iiwith iisubordinates iiin iiwhich iireactions, iiconflict, iiand iicrisis iiinfluence iithe
iirelationship iimore iithan iiethical iiconcerns.
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