Davidson; Management - 3rd Australasian Edition
Chapter 4 - The ethical and social context of management


1.
Unethical behaviour is:
A.
clearly defined
B.
defined by each individual
C.
accepted in some countries
D.
all of the above.


2.
Individual ethics are influenced by:
A.
peers
B.
experiences through life
C.
personal values
D.
all of the above.


3.
An argument for social responsibility by organisations is that:
A.
it is financially beneficial
B.
organisations are citizens of society
C.
business has expertise in this area
D.
all of the above.


4.
Corruption, blackmail and tax evasion were characteristics of which era of social responsibility:
A.
entrepreneurial
B.
the Depression
C.
social
D.
modern.


5.
Ethical considerations in organisations are the concern of:
A.
boards of directors
B.
senior management
C.
line managers
D.
all of the above.


6.
An element of an organisation's task environment is:
A.
customers
B.
employees
C.
technology
D.
all of the above.


7.
Ethical compliance:
A.
is following the law
B.
includes following the law but often goes beyond that
C.
is costly
D.
is complex.


8.
Socioeconomics varies from classical economic approaches by proposing that organisations should include a focus on:
A.
maximising profitability
B.
efficient use of resources
C.
responsibilities to the community
D.
all of the above.


9.
Whistleblowing is:
A.
public condemnation of an organisation's behaviour
B.
principled organisational dissent by an employee
C.
rewarded by organisations
D.
illegal.


10.
Sometimes people act unethically even when it goes against their better judgement due to:
A.
personal values and morals
B.
situational factors
C.
family influences
D.
peer influences.


11.
Unethical actions by individual managers most often occur when:
A.
upper management allows it to happen
B.
an industry has low levels of competition
C.
individuals are not worried about career advancement
D.
unions are present in an organisation.


12.
__________ are/is affected by virtually everything a firm does.
A.
The natural environment
B.
The government
C.
An organisation's constituents
D.
General social welfare.


13.
People who argue in favour of social responsibility point out that:
A.
businesses should be willing to accept lower profits
B.
it doesn't cost businesses very much to address societal problems
C.
large businesses have surplus revenues
D.
large businesses have bad reputations.


14.
Triple bottom line reporting includes explicit focus on an organisation's:
A.
growth through merger or acquisition
B.
environmental effects and outcomes
C.
making tax-deductible donations
D.
empowering employees to work as self-managed teams.


15.
Arguments supporting a social responsibility approach in organisations include:
A.
business creates many of the problems
B.
business has expertise in its core business
C.
maximising profitability is the core purpose of companies
D.
all of the above.


16.
Arguments against a social responsibility approach in organisations include:
A.
potential for conflict of interest
B.
business does not have the expertise to manage social programs
C.
maximising profitability is the core purpose of companies
D.
all of the above.


17.
Informal organisational dimensions of corporate responsibility include:
A.
legal compliance
B.
social obstruction
C.
leadership and culture
D.
philanthropic giving.


18.
Tax incentives are a means of:
A.
indirect regulation of business by government
B.
political action
C.
direct regulation of business by government
D.
favours for business from government.


19.
Planned activities that help manage social responsibility include:
A.
philanthropic giving
B.
dividends to shareholders
C.
lobbying
D.
whistleblowing.


20.
A corporate social audit is usually conducted by:
A.
top management
B.
lobbyists
C.
whistleblowers
D.
government regulators.


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