Quiz
Midterm 3 Study
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Perguntas do quiz (136)
1[blank_start]Discrimination[blank_end] & Sexual Harassment
- Be able to identify and select accurate descriptions and/or definitions of [blank_start]Discrimination[blank_end] and the types of [blank_start]Discrimination[blank_end]
- Be able to identify/select accurate descriptions of the laws prohibiting various types of [blank_start]Discrimination[blank_end]
- Be able to identify/select accurate descriptions of the manager’s role in eliminating [blank_start]discrimination[blank_end] in the workplace
- Be able to identify/select accurate descriptions and/or definitions of the types of sexual harassment
- Be able to identify/select accurate descriptions of the manager’s role in eliminating sexual harassment in the workplace
- Apply the concepts of [blank_start]discrimination[blank_end] management to a business case- ADiscrimination
- BDiscrimination
- CDiscrimination
- DDiscrimination
- Ediscrimination
- Fdiscrimination
2Discrimination & [blank_start]Sexual[blank_end] Harassment
- Be able to identify and select accurate descriptions and/or definitions of Discrimination and the types of Discrimination
- Be able to identify/select accurate descriptions of the laws prohibiting various types of Discrimination
- Be able to identify/select accurate descriptions of the manager’s role in eliminating discrimination in the workplace
- Be able to identify/select accurate descriptions and/or definitions of the types of [blank_start]sexual[blank_end] harassment
- Be able to identify/select accurate descriptions of the manager’s role in eliminating [blank_start]sexual[blank_end] harassment in the workplace
- Apply the concepts of discrimination management to a business case- ASexual
- Bsexual
- Csexual
3Discrimination & Sexual Harassment
- Be able to identify and select accurate descriptions and/or [blank_start]definitions[blank_end] of Discrimination and the [blank_start]types[blank_end] of Discrimination
- Be able to identify/select accurate descriptions of the [blank_start]laws[blank_end] prohibiting various types of Discrimination
- Be able to identify/select accurate descriptions of the [blank_start]manager’s[blank_end] role in eliminating discrimination in the workplace
- Be able to identify/select accurate descriptions and/or definitions of the [blank_start]types[blank_end] of sexual harassment
- Be able to identify/select accurate descriptions of the manager’s role in [blank_start]eliminating[blank_end] sexual harassment in the workplace
- Apply the [blank_start]concepts[blank_end] of discrimination management to a business case- Adefinitions
- Btypes
- Claws
- Dmanager’s
- Etypes
- Feliminating
- Gconcepts
4Sources of Discrimination based on Gender:
- Unequal [blank_start]Pay[blank_end]
- Discrimination based on gender in [blank_start]hiring[blank_end], [blank_start]firing[blank_end], pay [blank_start]promotion[blank_end] and working [blank_start]conditions[blank_end]
- [blank_start]Pregnancy[blank_end] Discrimination & Work Situations
- Family and Medical [blank_start]leave[blank_end]- APay
- Bhiring
- Cfiring
- Dpromotion
- Econditions
- FPregnancy
- Gleave
5Sources of Discrimination based on [blank_start]Gender[blank_end]:
- Unequal Pay
- Discrimination based on [blank_start]gender[blank_end] in hiring, firing, pay promotion and working conditions
- [blank_start]Pregnancy[blank_end] Discrimination & Work Situations
- Family and Medical leave- AGender
- BPregnancy
- Cgender
6Under representation of [blank_start]women[blank_end] in management, senior management, & board positions
- Awomen
7Define [blank_start]Glass[blank_end] [blank_start]Ceiling[blank_end] : The invisible barriers that prevents minorities and women from being promoted to top corporate positions
- AGlass
- BCeiling
8Define Glass Ceiling : The [blank_start]invisible[blank_end] barriers that prevents [blank_start]minorities[blank_end] and [blank_start]women[blank_end] from being [blank_start]promoted[blank_end] to top [blank_start]corporate[blank_end] positions
- Ainvisible
- Bminorities
- Cwomen
- Dpromoted
- Ecorporate
9Federal Age Discrimination Laws
1964- Title VII of the [blank_start]Civil[blank_end] [blank_start]Rights[blank_end] [blank_start]Act[blank_end] of 1964: Prohibits discrimination in employment decisions- ACivil
- BRights
- CAct
10Federal Age Discrimination Laws
1964- Title VII of the Civil Rights Act of 1964: Prohibits [blank_start]discrimination[blank_end] in employment [blank_start]decisions[blank_end]- Adiscrimination
- Bdecisions
11Federal Age Discrimination Laws
1967 - [blank_start]Age[blank_end] [blank_start]Discrimination[blank_end] in [blank_start]Employment[blank_end] Act: Prohibiting discrimination against workers over 40 and restricts mandatory retirement- AAge
- BDiscrimination
- CEmployment
12Federal Age Discrimination Laws
1967 - Age Discrimination in Employment Act: Prohibiting discrimination against workers over [blank_start]40[blank_end] and restricts mandatory [blank_start]retirement[blank_end]- A40
- Bretirement
13[blank_start]Race[blank_end] and [blank_start]Ethnicity[blank_end]
- Census Bureau distinguishes between the following [blank_start]races[blank_end]: American Indian or Alaska Native, Asian Indian, Black, African American, Chinese, Filipino, Japanese, Korean, Vietnamese, Other Asian, Native Hawaiian, Guamanian or Chamorro, Samoan, Other Pacific Islander, White, and other races
- Census Bureau also categorizes [blank_start]ethnicity[blank_end] as whether a person identifies as Hispanic or not Hispanic (Most Hispanics prefer to be identified by their country of origin)
- The [blank_start]racial[blank_end] and ethnic diversity of the U.S. population is increasing
- Legal remedies to [blank_start]racial[blank_end] and [blank_start]ethnic[blank_end] discrimination
---Title VII of the Civil Rights Act of 1964
---Civil Rights Act of 1991 – monetary damages for discrimination- ARace
- Braces
- Cracial
- DEthnicity
- Eethnicity
- Fracial
- Gethnic
14Race and Ethnicity
- Census Bureau [blank_start]distinguishes[blank_end] between the following races: American Indian or Alaska Native, Asian Indian, Black, African American, Chinese, Filipino, Japanese, Korean, Vietnamese, Other Asian, Native Hawaiian, Guamanian or Chamorro, Samoan, Other Pacific Islander, White, and other races
- Census Bureau also [blank_start]categorizes[blank_end] ethnicity as whether a person identifies as [blank_start]Hispanic[blank_end] or not [blank_start]Hispanic[blank_end] (Most [blank_start]Hispanics[blank_end] prefer to be identified by their country of origin)
- The racial and ethnic diversity of the U.S. population is [blank_start]increasing[blank_end]
- Legal remedies to racial and ethnic discrimination
---Title VII of the Civil Rights Act of 1964
---Civil Rights Act of 1991 – [blank_start]monetary[blank_end] damages for discrimination- Amonetary
- Bincreasing
- Ccategorizes
- DHispanic
- EHispanic
- FHispanics
- Gdistinguishes
15Workforce Diversity: [blank_start]Religion[blank_end]
-Prohibit discrimination based on [blank_start]Religion[blank_end]
---Title VII of the Civil Rights Act of 1964
---The “White House Guidelines on [blank_start]Religious[blank_end] Exercise and Expression in the Federal Workplace” 1997
- Accommodation for [blank_start]Religious[blank_end] Beliefs
---Scheduling of critical meetings
---Providing flexible time off for holy days
---Posting holy days for different [blank_start]religions[blank_end] on the company calendar
- Business rationale in addition to the ethical and moral imperative to support workforce diversity
---Attract and retain talent
---Indication of the firm’s value for their employee- AReligion
- BReligion
- CReligious
- DReligious
- Ereligions
16Workforce Diversity: Religion
-Prohibit [blank_start]discrimination[blank_end] based on Religion
---Title VII of the Civil Rights Act of 1964
---The “White House Guidelines on Religious Exercise and Expression in the Federal Workplace” 1997
- [blank_start]Accommodation[blank_end] for Religious Beliefs
---Scheduling of critical meetings
---Providing flexible time off for holy days
---Posting holy days for different religions on the company calendar
- Business [blank_start]rationale[blank_end] in addition to the ethical and moral imperative to support workforce diversity
---Attract and retain talent
---Indication of the firm’s value for their employee- Adiscrimination
- BAccommodation
- Crationale
17Workforce Diversity: Religion
-Prohibit discrimination based on Religion
---Title VII of the [blank_start]Civil[blank_end] [blank_start]Rights[blank_end] Act of 1964
---The “White House Guidelines on Religious Exercise and Expression in the Federal Workplace” 1997
- Accommodation for Religious Beliefs
---[blank_start]Scheduling[blank_end] of critical meetings
---Providing flexible time off for [blank_start]holy[blank_end] days
---Posting [blank_start]holy[blank_end] days for different religions on the company calendar
- Business rationale in addition to the ethical and moral imperative to support workforce diversity
---[blank_start]Attract[blank_end] and [blank_start]retain[blank_end] talent
---Indication of the firm’s [blank_start]value[blank_end] for their employee- ACivil
- BRights
- CScheduling
- Dholy
- Eholy
- FAttract
- Gretain
- Hvalue
18Workforce Diversity: Capabilities and [blank_start]Disabilities[blank_end]
*Americans with [blank_start]Disabilities[blank_end] Act (ADA) 1990*
- Prohibits discrimination against people with [blank_start]disabilities[blank_end]
- Requires employers to make reasonable accommodations
*[blank_start]Disability[blank_end] Issues for managers*
- Hesitancy for employees to reveal [blank_start]disabilities[blank_end] leading to misunderstanding or miscommunication
- Implementation of reasonable accommodations for individuals with [blank_start]disabilities[blank_end]
- Promoting a nondiscriminatory workplace environment
- Educating the organization about [blank_start]disabilities[blank_end]
- Educating the organization about HIV (AIDS)- ADisabilities
- BDisabilities
- Cdisabilities
- DDisability
- Edisabilities
- Fdisabilities
- Gdisabilities
19Workforce Diversity: Capabilities and Disabilities
*[blank_start]Americans[blank_end] with [blank_start]Disabilities[blank_end] [blank_start]Act[blank_end] (ADA) 1990*
- Prohibits discrimination against people with disabilities
- Requires employers to make reasonable accommodations
*Disability Issues for [blank_start]managers[blank_end]*
- Hesitancy for employees to reveal disabilities leading to misunderstanding or miscommunication
- Implementation of reasonable accommodations for individuals with disabilities
- Promoting a nondiscriminatory workplace environment
- Educating the organization about disabilities
- Educating the organization about HIV (AIDS)- AAmericans
- BDisabilities
- CAct
- Dmanagers
20Workforce Diversity: Capabilities and Disabilities
*Americans with Disabilities Act (ADA) 1990*
- Prohibits [blank_start]discrimination[blank_end] against people with disabilities
- Requires employers to make reasonable [blank_start]accommodations[blank_end]
*Disability Issues for managers*
- [blank_start]Hesitancy[blank_end] for employees to reveal disabilities leading to [blank_start]misunderstanding[blank_end] or [blank_start]miscommunication[blank_end]
- Implementation of [blank_start]reasonable[blank_end] accommodations for individuals with disabilities
- Promoting a [blank_start]nondiscriminatory[blank_end] workplace environment
- [blank_start]Educating[blank_end] the organization about disabilities
- Educating the organization about [blank_start]HIV[blank_end] (AIDS)- Adiscrimination
- Baccommodations
- CHesitancy
- Dmisunderstanding
- Emiscommunication
- Freasonable
- Gnondiscriminatory
- HEducating
- IHIV
21Define [blank_start]Socioeconomic[blank_end] [blank_start]background[blank_end] : Refers to a combination of social class and income-related factors
- ASocioeconomic
- Bbackground
22Define Socioeconomic background : Refers to a combination of [blank_start]social[blank_end] class and [blank_start]income[blank_end]-related factors
- Asocial
- Bincome
23Socioeconomic Implications
---[blank_start]Savings[blank_end], financial security, home ownership
---Affordability of [blank_start]child[blank_end] care
- Socioeconomic diversity requires that managers be [blank_start]sensitive[blank_end] and [blank_start]responsive[blank_end] to the needs and concerns of individuals who might not be as financially well off as others
---[blank_start]Meeting[blank_end] times
---Required [blank_start]travel[blank_end]
- Managers should also recognize the [blank_start]opportunities[blank_end] available to employees to learn, [blank_start]advance[blank_end], and make meaningful [blank_start]contributions[blank_end] while advancing their economic well-being- ASavings
- Bchild
- CMeeting
- Dtravel
- Esensitive
- Fresponsive
- Gadvance
- Hcontributions
- Iopportunities
24Workforce Diversity: [blank_start]Sexual[blank_end] Orientation
Prohibit discrimination on the basis of [blank_start]Sexual[blank_end] Orientation
- 20 states have laws against discrimination based on [blank_start]sexual[blank_end] orientation
- The New Jersey Law Against Discrimination prohibits discrimination based on [blank_start]sexual[blank_end] or affectional orientation
- There is a 1998 Executive Order that prohibits discrimination in federal workplaces
[blank_start]Sexual[blank_end] Orientation Issues
- Employment and workplace discrimination
- Provision of same-sex partner benefits- ASexual
- BSexual
- Csexual
- Dsexual
- ESexual
25Workforce Diversity: Sexual Orientation
Prohibit [blank_start]discrimination[blank_end] on the basis of Sexual Orientation
- 20 states have [blank_start]laws[blank_end] against discrimination based on sexual orientation
- The New Jersey Law Against Discrimination prohibits discrimination based on sexual or [blank_start]affectional[blank_end] orientation
- There is a 1998 Executive Order that prohibits discrimination in [blank_start]federal[blank_end] workplaces
Sexual Orientation Issues
- [blank_start]Employment[blank_end] and workplace discrimination
- Provision of [blank_start]same[blank_end]-sex partner benefits- Adiscrimination
- Blaws
- Caffectional
- Dfederal
- EEmployment
- Fsame
26Other Kinds of Diversity-[blank_start]Physical[blank_end] [blank_start]Appearance[blank_end]
- Whether individuals are attractive or unattractive, thin or overweight, in most cases has no bearing on their job performance
- Sometimes these [blank_start]physical[blank_end] sources of diversity end up influencing advancement rates and salaries
- Managers need to ensure that all employees are treated fairly regardless of [blank_start]physical[blank_end] attributes- APhysical
- BAppearance
- Cphysical
- Dphysical
27Other Kinds of Diversity-Physical Appearance
- Whether individuals are attractive or unattractive, thin or overweight, in most cases has no [blank_start]bearing[blank_end] on their job performance
- Sometimes these physical sources of diversity end up influencing [blank_start]advancement[blank_end] rates and salaries
- Managers need to ensure that all employees are treated [blank_start]fairly[blank_end] regardless of physical attributes- Abearing
- Badvancement
- Cfairly
28Sources of [blank_start]Discrimination[blank_end]
- Perception
- Stereotype and Bias
- Overt Discrimination- ADiscrimination
29Sources of Discrimination
- [blank_start]Perception[blank_end]
- [blank_start]Stereotype[blank_end] and [blank_start]Bias[blank_end]
- [blank_start]Overt[blank_end] Discrimination- APerception
- BStereotype
- CBias
- DOvert
30Sources of Discrimination - [blank_start]Perception[blank_end]
- [blank_start]Perception[blank_end]: The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them
- Schema: An abstract knowledge structure stored in memory that allows people to organize and interpret information about a person, event, or situation
- Gender Schema: Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences- APerception
- BPerception
31Sources of Discrimination - Perception
- [blank_start]Perception[blank_end]: The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them
- [blank_start]Schema[blank_end]: An abstract knowledge structure stored in memory that allows people to organize and interpret information about a person, event, or situation
- [blank_start]Gender[blank_end] [blank_start]Schema[blank_end]: Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences- APerception
- BSchema
- CGender
- DSchema
32Sources of Discrimination - Perception
- Perception: The process through which people select, organize, and [blank_start]interpret[blank_end] what they see, hear, touch, smell, and taste to give [blank_start]meaning[blank_end] and order to the world around them
- Schema: An abstract knowledge structure stored in [blank_start]memory[blank_end] that allows people to [blank_start]organize[blank_end] and [blank_start]interpret[blank_end] information about a person, event, or situation
- Gender Schema: Preconceived [blank_start]beliefs[blank_end] or ideas about the [blank_start]nature[blank_end] of men and women, their traits, attitudes, behaviors, and preferences- Ainterpret
- Bmeaning
- Cmemory
- Dorganize
- Einterpret
- Fbeliefs
- Gnature
33Sources of Discrimination - [blank_start]Perception[blank_end]
*When [blank_start]perceptions[blank_end] are inaccurate managers are likely to make bad decisions and take inappropriate actions
*Bad decisions include:
- not hiring qualified people
- failing to promote top-performing subordinates
- promoting poorly performing managers because they have the same “diversity profile”- APerception
- Bperceptions
34Sources of Discrimination - Perception
*When perceptions are [blank_start]inaccurate[blank_end] managers are likely to make [blank_start]bad[blank_end] decisions and take [blank_start]inappropriate[blank_end] actions
*Bad decisions include:
- not hiring [blank_start]qualified[blank_end] people
- failing to [blank_start]promote[blank_end] top-performing subordinates
- promoting [blank_start]poorly[blank_end] performing managers because they have the same “diversity profile”- Ainaccurate
- Bbad
- Cinappropriate
- Dqualified
- Epromote
- Fpoorly
35Sources of Discrimination - Perception
- [blank_start]Stereotype[blank_end]: Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people
- [blank_start]Bias[blank_end]: The systematic tendency to use information about others in ways that result in inaccurate perceptions- AStereotype
- BBias
36Sources of Discrimination - Perception
- Stereotype: Simplistic and often [blank_start]inaccurate[blank_end] beliefs about the [blank_start]typical[blank_end] characteristics of particular groups of people
- Bias: The systematic [blank_start]tendency[blank_end] to use information about others in ways that result in [blank_start]inaccurate[blank_end] perceptions- Ainaccurate
- Btypical
- Cinaccurate
- Dtendency
37[blank_start]Bias[blank_end]
- Similar-to-me effect: perceive others who are similar to ourselves more positively than we perceive people who are different
- Social status effect: perceive individuals with high social status more positively than those with low social status
- Salience effect: focus attention on individuals who are conspicuously different- ABias
38Bias
- [blank_start]Similar[blank_end]-to-[blank_start]me[blank_end] effect: perceive others who are similar to ourselves more positively than we perceive people who are different
- [blank_start]Social[blank_end] status effect: perceive individuals with high social status more positively than those with low social status
- [blank_start]Salience[blank_end] effect: focus attention on individuals who are conspicuously different- ASimilar
- Bme
- CSocial
- DSalience
39Bias
- Similar-to-me effect: perceive others who are similar to [blank_start]ourselves[blank_end] more [blank_start]positively[blank_end] than we perceive people who are [blank_start]different[blank_end]
- Social status effect: perceive individuals with [blank_start]high[blank_end] social status more [blank_start]positively[blank_end] than those with [blank_start]low[blank_end] social status
- Salience effect: focus attention on individuals who are conspicuously [blank_start]different[blank_end]- Aourselves
- Bpositively
- Cdifferent
- Dhigh
- Epositively
- Flow
- Gdifferent
40Define [blank_start]Overt[blank_end] [blank_start]Discrimination[blank_end]: Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization
- Unethical and illegal
- Violation of the principles of distributive and procedural justice
- Subjects firm to lawsuits- AOvert
- BDiscrimination
41Define Overt Discrimination: [blank_start]Knowingly[blank_end] and [blank_start]willingly[blank_end] denying diverse individuals access to opportunities and outcomes in an organization
- [blank_start]Unethical[blank_end] and illegal
- [blank_start]Violation[blank_end] of the principles of distributive and procedural justice
- Subjects firm to [blank_start]lawsuits[blank_end]- AKnowingly
- Bwillingly
- CUnethical
- DViolation
- Elawsuits
42Define Overt Discrimination: Knowingly and willingly [blank_start]denying[blank_end] diverse individuals access to [blank_start]opportunities[blank_end] and [blank_start]outcomes[blank_end] in an organization
- Unethical and [blank_start]illegal[blank_end]
- Violation of the principles of [blank_start]distributive[blank_end] and [blank_start]procedural[blank_end] justice
- Subjects firm to lawsuits- Adenying
- Bopportunities
- Coutcomes
- Dillegal
- Edistributive
- Fprocedural
43Forms of [blank_start]Sexual[blank_end] [blank_start]Harassment[blank_end]
- Quid pro quo: Asking for or forcing an employee to perform sexual favors In exchange for receiving some reward or avoiding negative consequences.
- Hostile work environment: Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant - Interferes with their ability to perform their jobs effectively- ASexual
- BHarassment
44Forms of Sexual Harassment
- [blank_start]Quid[blank_end] [blank_start]pro[blank_end] [blank_start]quo[blank_end]: Asking for or forcing an employee to perform sexual favors In exchange for receiving some reward or avoiding negative consequences.
- [blank_start]Hostile[blank_end] work environment: Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant - Interferes with their ability to perform their jobs effectively- AQuid
- Bpro
- Cquo
- DHostile
45Forms of Sexual Harassment
- Quid pro quo: Asking for or forcing an employee to perform [blank_start]sexual[blank_end] favors In [blank_start]exchange[blank_end] for receiving some [blank_start]reward[blank_end] or [blank_start]avoiding[blank_end] negative consequences.
- Hostile work environment: Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment [blank_start]unpleasant[blank_end] - Interferes with their ability to perform their jobs [blank_start]effectively[blank_end]- Asexual
- Bexchange
- Creward
- Davoiding
- Eunpleasant
- Feffectively
46Steps to Eradicate [blank_start]Sexual[blank_end] [blank_start]Harassment[blank_end]
*Develop and clearly communicate a [blank_start]sexual[blank_end] [blank_start]harassment[blank_end] policy endorsed by top management
It should contain:
1. Examples of types of behavior that are unacceptable,
2. Procedure for employees to use to report instances of harassment,
3. Discussion of the disciplinary actions that will be taken when harassment has taken place, and
4. Commitment to educate and train organizational members about [blank_start]sexual[blank_end] [blank_start]harassment[blank_end].
- Use a fair complaint procedure to investigate charges of [blank_start]sexual[blank_end] [blank_start]harassment[blank_end]- ASexual
- BHarassment
- Csexual
- Dharassment
- Esexual
- Fharassment
- Gsexual
- Hharassment
47Steps to Eradicate Sexual Harassment
*Develop and clearly [blank_start]communicate[blank_end] a sexual harassment [blank_start]policy[blank_end] endorsed by [blank_start]top[blank_end] management
It should contain:
1. [blank_start]Examples[blank_end] of types of behavior that are unacceptable,
2. Procedure for employees to use to [blank_start]report[blank_end] instances of harassment,
3. [blank_start]Discussion[blank_end] of the disciplinary actions that will be taken when harassment has taken place, and
4. Commitment to [blank_start]educate[blank_end] and [blank_start]train[blank_end] organizational members about sexual harassment.
- Use a fair [blank_start]complaint[blank_end] procedure to investigate [blank_start]charges[blank_end] of sexual harassment- Acommunicate
- Bpolicy
- Ctop
- DExamples
- Ereport
- FDiscussion
- Geducate
- Htrain
- Icomplaint
- Jcharges
48Steps to Eradicate [blank_start]Sexual[blank_end] [blank_start]Harassment[blank_end]
When it has been determined that [blank_start]sexual[blank_end] [blank_start]harassment[blank_end] has taken place, take corrective action as soon as possible- ASexual
- BHarassment
- Csexual
- Dharassment
49Steps to Eradicate Sexual Harassment
When it has been determined that sexual harassment has taken place, take [blank_start]corrective[blank_end] action as [blank_start]soon[blank_end] as possible- Acorrective
- Bsoon
50Factors to Keep in Mind About Sexual Harassment
- Every sexual harassment [blank_start]charge[blank_end] should be taken seriously
- Employees who go along with [blank_start]unwanted[blank_end] sexual attention in the workplace still can be [blank_start]victims[blank_end]
- Employees sometimes [blank_start]wait[blank_end] before they file [blank_start]complaints[blank_end]- Acharge
- Bunwanted
- Cvictims
- Dwait
- Ecomplaints
51Factors to Keep in Mind About Sexual Harassment
- A firm’s sexual harassment [blank_start]policy[blank_end] should be communicated to each new employee and reviewed with current employees on a [blank_start]periodic[blank_end] basis
- [blank_start]Suppliers[blank_end] and [blank_start]customers[blank_end] need to be familiar with a firm’s sexual harassment policy
- Managers should provide employees with alternative ways to [blank_start]report[blank_end] incidents of sexual harassment
- Employees who report sexual harassment must have their rights [blank_start]protected[blank_end]
- Allegations of sexual harassment should be kept [blank_start]confidential[blank_end]- Apolicy
- Bperiodic
- CSuppliers
- Dcustomers
- Ereport
- Fprotected
- Gconfidential
52Factors to Keep in Mind About Sexual Harassment
- Investigations of harassment charges and any disciplinary action should proceed in a [blank_start]timely[blank_end] manner
- Managers must also [blank_start]protect[blank_end] employees from sexual harassment from any [blank_start]third[blank_end]-party employees- Atimely
- Bprotect
- Cthird
53Ethical Management
- Be able to identify and select accurate descriptions and/or [blank_start]definitions[blank_end] of Ethics and the sources of Ethics
- Be able to identify/select accurate descriptions of the [blank_start]models[blank_end] used to make ethical decisions
- Be able to identify/select accurate descriptions of the [blank_start]reasons[blank_end] why manager’s should behave ethically
- Be able to identify/select accurate descriptions of the [blank_start]causes[blank_end] of unethical behavior
- Apply the concepts, models, and rules of ethical management to a business case- Amodels
- Bdefinitions
- Creasons
- Dcauses
54The Nature of Ethics
[blank_start]Ethics[blank_end]: The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave
[blank_start]Ethical[blank_end] [blank_start]Dilemma[blank_end] : A quandary people find themselves in when they have to decide if they should act in a way that might help another person even though doing so might go against their own self-interest- AEthics
- BEthical
- CDilemma
55The Nature of Ethics
Ethics: The [blank_start]inner[blank_end]-guiding moral principles, values, and beliefs that people use to [blank_start]analyze[blank_end] or [blank_start]interpret[blank_end] a situation and then decide what is the [blank_start]right[blank_end] or appropriate way to [blank_start]behave[blank_end]
Ethical Dilemma : A quandary people find themselves in when they have to decide if they should act in a way that might [blank_start]help[blank_end] another person even though doing so might go [blank_start]against[blank_end] their own self-interest- Ainner
- Banalyze
- Cinterpret
- Dbehave
- Eright
- Fhelp
- Gagainst
56Define [blank_start]Societal[blank_end] [blank_start]Ethics[blank_end]:
- Standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual
- People behave ethically because they have internalized certain values, beliefs, and norms- ASocietal
- BEthics
57Define Societal Ethics:
- [blank_start]Standards[blank_end] that govern how members of a society should [blank_start]deal[blank_end] with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual
- People behave [blank_start]ethically[blank_end] because they have [blank_start]internalized[blank_end] certain values, beliefs, and norms- AStandards
- Bdeal
- Cethically
- Dinternalized
58Define [blank_start]Occupational[blank_end] [blank_start]Ethics[blank_end]: Standards that govern how members of a profession, trade, or craft should conduct themselves when performing work-related activities
e.g., Medical & Legal ethics- AOccupational
- BEthics
59Define Occupational Ethics: [blank_start]Standards[blank_end] that govern how members of a [blank_start]profession[blank_end], trade, or craft should conduct [blank_start]themselves[blank_end] when performing [blank_start]work[blank_end]-related activities
e.g., Medical & Legal ethics- AStandards
- Bprofession
- Cthemselves
- Dwork
60Define [blank_start]Individual[blank_end] [blank_start]Ethics[blank_end]: Personal standards and values that determine how people view their responsibilities to other people and groups
- How they should act in situations when their own self-interests are at stake- AIndividual
- BEthics
61Define Individual Ethics: [blank_start]Personal[blank_end] standards and values that determine how people view their [blank_start]responsibilities[blank_end] to other people and groups
- How they should act in situations when their own [blank_start]self[blank_end]-interests are at stake- APersonal
- Bresponsibilities
- Cself
62Define [blank_start]Organizational[blank_end] [blank_start]Ethics[blank_end]: Guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders
- Top managers play a crucial role in determining a company’s ethics- AOrganizational
- BEthics
63Define Organizational Ethics: [blank_start]Guiding[blank_end] practices and beliefs through which a particular [blank_start]company[blank_end] and its [blank_start]managers[blank_end] view their responsibility toward their [blank_start]stakeholders[blank_end]
- [blank_start]Top[blank_end] managers play a crucial role in determining a company’s [blank_start]ethics[blank_end]- AGuiding
- Bcompany
- Cmanagers
- Dstakeholders
- ETop
- Fethics
64Role of [blank_start]Organizational[blank_end] [blank_start]Culture[blank_end] | Ethical values and norms help organizational members:
- Resist self-interested action
- Realize they are part of something bigger than themselves- AOrganizational
- BCulture
65Role of Organizational Culture | Ethical values and [blank_start]norms[blank_end] help organizational members:
- Resist [blank_start]self[blank_end]-interested action
- Realize they are part of something [blank_start]bigger[blank_end] than themselves- Anorms
- Bself
- Cbigger
66Dealing with Ethical Issues
- There are [blank_start]no[blank_end] absolute or indisputable rules or [blank_start]principles[blank_end] that can be developed to decide if an action is ethical or unethical
- Neither [blank_start]laws[blank_end] nor [blank_start]ethics[blank_end] are fixed principles
- [blank_start]Managers[blank_end] must confront the need to decide what is appropriate and inappropriate as they use a company’s resources to produce goods and services
- Ethical beliefs lead to the development of [blank_start]laws[blank_end] and [blank_start]regulations[blank_end] to [blank_start]prevent[blank_end] certain behaviors or [blank_start]encourage[blank_end] others- Ano
- Bprinciples
- Claws
- Dethics
- EManagers
- Flaws
- Gregulations
- Hprevent
- Iencourage
67Ethical Decision Making:
- [blank_start]Utilitarian[blank_end] Rule: An ethical decision should produce the greatest good for the greatest number of people
- [blank_start]Justice[blank_end] Rule: An ethical decision should distribute benefits and harm among people in a fair, equitable, and impartial manner
- [blank_start]Practical[blank_end] Rule: An ethical decision should be one that a manager has no hesitation about communicating to people outside the company because a typical person in a society would think the decision is acceptable
- [blank_start]Moral[blank_end] [blank_start]Rights[blank_end] Rule: An ethical decision should maintain and protect the fundamental rights and privileges of people- AUtilitarian
- BJustice
- CPractical
- DMoral
- ERights
68Ethical Decision Making:
- [blank_start]Moral Rights[blank_end] Rule: An ethical decision should maintain and protect the fundamental rights and privileges of people- AMoral Rights
69Ethical Decision Making:
- [blank_start]Practical[blank_end] Rule: An ethical decision should be one that a manager has no hesitation about communicating to people outside the company because a typical person in a society would think the decision is acceptable- APractical
70Ethical Decision Making:
- Moral Rights Rule: An ethical decision should [blank_start]maintain[blank_end] and [blank_start]protect[blank_end] the fundamental [blank_start]rights[blank_end] and [blank_start]privileges[blank_end] of people- Amaintain
- Bprotect
- Crights
- Dprivileges
71Ethical Decision Making:
- Practical Rule: An ethical decision should be one that a [blank_start]manager[blank_end] has no [blank_start]hesitation[blank_end] about communicating to people [blank_start]outside[blank_end] the company because a [blank_start]typical[blank_end] person in a society would think the decision is [blank_start]acceptable[blank_end]- Amanager
- Bhesitation
- Coutside
- Dtypical
- Eacceptable
72Ethical Decision Making:
- [blank_start]Justice[blank_end] Rule: An ethical decision should distribute benefits and harm among people in a fair, equitable, and impartial manner- AJustice
73Ethical Decision Making:
- Justice Rule: An ethical decision should distribute [blank_start]benefits[blank_end] and [blank_start]harm[blank_end] among people in a [blank_start]fair[blank_end], equitable, and impartial manner- Abenefits
- Bharm
- Cfair
74Ethical Decision Making:
- [blank_start]Utilitarian[blank_end] Rule: An ethical decision should produce the greatest good for the greatest number of people- AUtilitarian
75Ethical Decision Making:
- Utilitarian Rule: An ethical decision should produce the [blank_start]greatest[blank_end] good for the [blank_start]greatest[blank_end] number of people- Agreatest
- Bgreatest
76Practical Decision Model
- Does my decision fall within the [blank_start]acceptable[blank_end] standards that apply in business today?
- Am I willing to see the decision [blank_start]communicated[blank_end] to all people and groups affected by it?
- Would the people with whom I have a significant [blank_start]personal[blank_end] relationship approve of the decision?- Aacceptable
- Bcommunicated
- Cpersonal
77[blank_start]Practical[blank_end] Decision Model
- Does my decision fall within the acceptable standards that apply in business today?
- Am I willing to see the decision communicated to all people and groups affected by it?
- Would the people with whom I have a significant personal relationship approve of the decision?- APractical
78How and why ethical standards impact the tasks of crafting and executing strategy
The [blank_start]Ethics[blank_end] [blank_start]Code[blank_end] [blank_start]Litmus[blank_end] Test:
- Is what we are proposing to do fully compliant with our code of ethics? Are there areas of ambiguity?
- Is this action in harmony with our core values? Are any conflicts or potential problems evident?
- Is this action ethically objectionable? Would our stakeholders, our competitors, the SEC under the Sarbanes-Oxley Act, or the news and social media view this action as ethically objectionable?- AEthics
- BCode
- CLitmus
79How and why ethical standards impact the tasks of crafting and executing strategy
The Ethics Code Litmus Test:
- Is what we are proposing to do [blank_start]fully[blank_end] compliant with our [blank_start]code[blank_end] of ethics? Are there areas of ambiguity?
- Is this action in harmony with our [blank_start]core[blank_end] values? Are any conflicts or potential problems evident?
- Is this action ethically [blank_start]objectionable[blank_end]? Would our stakeholders, our competitors, the SEC under the Sarbanes-Oxley Act, or the news and social media view this action as ethically objectionable?- Afully
- Bcode
- Ccore
- Dobjectionable
80Why should managers behave ethically?
The relentless pursuit of self-interest can lead to a [blank_start]Collective[blank_end] [blank_start]Disaster[blank_end] when one or more people start to profit from being unethical because this encourages other people to act in the same way- ACollective
- BDisaster
81Why should managers behave ethically?
The relentless pursuit of [blank_start]self[blank_end]-interest can lead to a Collective Disaster when one or [blank_start]more[blank_end] people start to profit from being [blank_start]unethical[blank_end] because this encourages other people to [blank_start]act[blank_end] in the same way- Aself
- Bmore
- Cunethical
- Dact
82Why Should Companies Behave Ethically?
The [blank_start]Moral[blank_end] Case for an Ethical Strategies:
Because a strategy that is unethical is morally wrong and reflects badly on the character of the firm’s personnel.
The [blank_start]Business[blank_end] Case for Ethical Strategies:
Because an ethical strategy can be both good business and serve the self-interest of shareholders.- AMoral
- BBusiness
83Why Should Companies Behave Ethically?
The Moral Case for an Ethical Strategies:
Because a strategy that is [blank_start]unethical[blank_end] is morally wrong and reflects badly on the [blank_start]character[blank_end] of the firm’s personnel.
The Business Case for Ethical Strategies:
Because an ethical [blank_start]strategy[blank_end] can be both [blank_start]good[blank_end] business and serve the [blank_start]self[blank_end]-interest of shareholders.- Acharacter
- Bunethical
- Cstrategy
- Dgood
- Eself
84[blank_start]Trust[blank_end] and [blank_start]Reputation[blank_end]
- [blank_start]Trust[blank_end]: willingness of one person or group to have faith or confidence in the goodwill of another person
- [blank_start]Reputation[blank_end] : esteem or high repute that individuals or organizations gain when they behave ethically- ATrust
- BReputation
- CTrust
- DReputation
85Trust and Reputation
- Trust: [blank_start]willingness[blank_end] of one person or group to have faith or confidence in the [blank_start]goodwill[blank_end] of another person
- Reputation : [blank_start]esteem[blank_end] or high repute that individuals or organizations [blank_start]gain[blank_end] when they behave [blank_start]ethically[blank_end]- Awillingness
- Bgoodwill
- Cgain
- Dethically
- Eesteem
86Management Roles - Ethics Ombudsman
- Responsible for communicating ethical [blank_start]standards[blank_end] to all employees
- Designing systems to monitor employees [blank_start]conformity[blank_end] to those standards
- Teaching managers and employees at all levels of the organization how to appropriately respond to ethical [blank_start]dilemmas[blank_end]- Astandards
- Bconformity
- Cdilemmas
87Management Roles - Ethics [blank_start]Ombudsman[blank_end]
- Responsible for communicating ethical standards to all employees
- Designing systems to monitor employees conformity to those standards
- Teaching managers and employees at all levels of the organization how to appropriately respond to ethical dilemmas- AOmbudsman
88Drivers of Unethical Business Behavior:
- Faulty [blank_start]internal[blank_end] oversight allows self-dealing in the pursuit of personal gain, wealth, and self-interest.
- [blank_start]Short[blank_end]-termism pressure to meet or beat short-term performance targets.
- A [blank_start]culture[blank_end] that puts profitability and business performance ahead of ethical behavior.- Ainternal
- BShort
- Cculture
89[blank_start]Drivers[blank_end] of Unethical Business Behavior:
- Faulty internal oversight allows self-dealing in the pursuit of personal gain, wealth, and self-interest.
- Short-termism pressure to meet or beat short-term performance targets.
- A culture that puts profitability and business performance ahead of ethical behavior.- ADrivers
90Why do Ethical [blank_start]Lapses[blank_end] Occur?
- Self-Dealing: Occurs when managers take advantage of their position to further their own private interests rather than those of the firm.
- Short-Termism: The tendency for managers to focus excessively on short-term performance objectives at the expense of longer-term strategic objectives. It has negative implications for the likelihood of ethical lapses as well as company performance in the longer run.- ALapses
91Why do Ethical Lapses Occur?
- [blank_start]Self[blank_end]-[blank_start]Dealing[blank_end]: Occurs when managers take advantage of their position to further their own private interests rather than those of the firm.
- [blank_start]Short[blank_end]-[blank_start]Termism[blank_end]: The tendency for managers to focus excessively on short-term performance objectives at the expense of longer-term strategic objectives. It has negative implications for the likelihood of ethical lapses as well as company performance in the longer run.- ASelf
- BDealing
- CShort
- DTermism
92Why do Ethical Lapses Occur?
- Self-Dealing: Occurs when managers take [blank_start]advantage[blank_end] of their [blank_start]position[blank_end] to further their [blank_start]own[blank_end] private interests rather than those of the firm.
- Short-Termism: The tendency for managers to focus excessively on [blank_start]short[blank_end]-term performance objectives at the expense of [blank_start]longer[blank_end]-term strategic objectives. It has negative implications for the likelihood of [blank_start]ethical[blank_end] lapses as well as company [blank_start]performance[blank_end] in the longer run.- Aadvantage
- Bposition
- Cown
- Dshort
- Elonger
- Fethical
- Gperformance
93[blank_start]Stakeholder[blank_end] Management & CSR
- Be able to identify and select accurate descriptions and/or definitions of various enterprise [blank_start]stakeholders[blank_end]
- Be able to identify/select accurate descriptions of Corporate Social Responsibility (CSR)
- Be able to identify/select accurate descriptions of the various approaches to CSR
- Be able to identify/select accurate descriptions of the rationale and benefits of CSR
- Apply the concepts and approaches to CSR to a business case- AStakeholder
- Bstakeholders
94Stakeholder Management & CSR
- Be able to identify and select accurate descriptions and/or definitions of various [blank_start]enterprise[blank_end] stakeholders
- Be able to identify/select accurate descriptions of [blank_start]Corporate[blank_end] [blank_start]Social[blank_end] [blank_start]Responsibility[blank_end] (CSR)
- Be able to identify/select accurate descriptions of the various [blank_start]approaches[blank_end] to CSR
- Be able to identify/select accurate descriptions of the [blank_start]rationale[blank_end] and [blank_start]benefits[blank_end] of CSR
- Apply the concepts and approaches to CSR to a business case- ACorporate
- BSocial
- CResponsibility
- Denterprise
- Eapproaches
- Frationale
- Gbenefits
95Define [blank_start]Stakeholders[blank_end]: The people and groups that supply a company with its productive resources and so have a claim on and stake in the company.
- When the law does not specify how companies should behave, managers must decide what is the right or ethical way to behave toward the people and groups affected by their actions- AStakeholders
96Define Stakeholders: The people and groups that [blank_start]supply[blank_end] a company with its productive [blank_start]resources[blank_end] and so have a [blank_start]claim[blank_end] on and [blank_start]stake[blank_end] in the company.
- When the [blank_start]law[blank_end] does not specify how companies should behave, [blank_start]managers[blank_end] must decide what is the right or [blank_start]ethical[blank_end] way to behave toward the people and groups affected by their actions- Aresources
- Bsupply
- Cclaim
- Dstake
- Elaw
- Fmanagers
- Gethical
97- [blank_start]Stockholders[blank_end] Want to ensure that managers are behaving ethically and not risking investors’ capital by engaging in actions that could hurt the company’s reputation
- [blank_start]Stockholders[blank_end] Want to maximize their return on investment- AStockholders
- BStockholders
98- Stockholders Want to ensure that [blank_start]managers[blank_end] are behaving ethically and not [blank_start]risking[blank_end] investors’ capital by engaging in actions that could hurt the company’s [blank_start]reputation[blank_end]
- Stockholders Want to [blank_start]maximize[blank_end] their [blank_start]return[blank_end] on investment- Amanagers
- Brisking
- Creputation
- Dmaximize
- Ereturn
99- [blank_start]Managers[blank_end] are Responsible for using a company’s financial capital and human resources to increase its performance
- [blank_start]Managers[blank_end] Have the right to expect a good return or reward by investing their human capital to improve a company’s performance
- [blank_start]Managers[blank_end] Frequently juggle multiple interests
- Problem has been that in many companies corrupt managers focus not on building the company’s capital and stockholder’s wealth but on maximizing their own personal capital and wealth- AManagers
- BManagers
- CManagers
100- Managers are Responsible for using a company’s financial [blank_start]capital[blank_end] and human [blank_start]resources[blank_end] to increase its [blank_start]performance[blank_end]
- Managers Have the right to expect a good [blank_start]return[blank_end] or [blank_start]reward[blank_end] by investing their human capital to improve a company’s performance
- Managers Frequently juggle multiple [blank_start]interests[blank_end]
- Problem has been that in many companies [blank_start]corrupt[blank_end] managers focus not on building the company’s capital and stockholder’s wealth but on maximizing their [blank_start]own[blank_end] personal capital and wealth- Acapital
- Bresources
- Cperformance
- Dreturn
- Ereward
- Finterests
- Gcorrupt
- Hown
101- [blank_start]Employees[blank_end] Expect to receive rewards consistent with their performance
- Companies can act ethically toward [blank_start]employees[blank_end] by creating an occupational structure that fairly and equitably rewards [blank_start]employees[blank_end] for their contributions- AEmployees
- Bemployees
- Cemployees
102- Employees Expect to receive [blank_start]rewards[blank_end] consistent with their [blank_start]performance[blank_end]
- Companies can act ethically toward employees by creating an occupational structure that [blank_start]fairly[blank_end] and equitably [blank_start]rewards[blank_end] employees for their [blank_start]contributions[blank_end]- Arewards
- Bperformance
- Cfairly
- Drewards
- Econtributions
103[blank_start]Suppliers[blank_end] Expect to be paid fairly and promptly for their inputs
- ASuppliers
104Suppliers Expect to be paid [blank_start]fairly[blank_end] and promptly for their [blank_start]inputs[blank_end]
- Afairly
- Binputs
105[blank_start]Distributors[blank_end] Expect to receive quality products at agreed-upon prices
- ADistributors
106Distributors Expect to [blank_start]receive[blank_end] quality products at agreed-upon [blank_start]prices[blank_end]
- Areceive
- Bprices
107- [blank_start]Customers[blank_end] are the most critical stakeholder
- Company must work to increase efficiency and effectiveness in order to create loyal [blank_start]customers[blank_end] and attract new ones- ACustomers
- Bcustomers
108- Customers are the most critical [blank_start]stakeholder[blank_end]
- Company must work to increase efficiency and effectiveness in order to create [blank_start]loyal[blank_end] customers and [blank_start]attract[blank_end] new ones- Astakeholder
- Bloyal
- Cattract
109Define [blank_start]Community[blank_end]: Physical locations like towns or cities in which companies are located
- A [blank_start]community[blank_end] provides a company with the physical and social infrastructure that allows it to operate
- A company contributes to the economy of the town or region through salaries, wages, and taxes- ACommunity
- Bcommunity
110Define Community: Physical [blank_start]locations[blank_end] like towns or cities in which [blank_start]companies[blank_end] are located
- A community provides a company with the physical and social infrastructure that allows it to [blank_start]operate[blank_end]
- A company contributes to the [blank_start]economy[blank_end] of the town or region through salaries, wages, and taxes- Alocations
- Bcompanies
- Coperate
- Deconomy
111Define [blank_start]Corporate[blank_end] [blank_start]Social[blank_end] [blank_start]Responsibility[blank_end]: The way a company’s managers and employees view their duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole
- ACorporate
- BSocial
- CResponsibility
112Define Corporate Social Responsibility: The way a company’s [blank_start]managers[blank_end] and [blank_start]employees[blank_end] view their duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of [blank_start]stakeholders[blank_end] and [blank_start]society[blank_end] as a whole
- Amanagers
- Bemployees
- Cstakeholders
- Dsociety
113Define Corporate Social Responsibility: The way a company’s managers and employees view their [blank_start]duty[blank_end] or [blank_start]obligation[blank_end] to make decisions that [blank_start]protect[blank_end], [blank_start]enhance[blank_end], and promote the [blank_start]welfare[blank_end] and [blank_start]well-being[blank_end] of stakeholders and society as a whole
- Aduty
- Bobligation
- Cprotect
- Denhance
- Ewelfare
- Fwell-being
114[blank_start]Corporate[blank_end] [blank_start]Social[blank_end] [blank_start]Responsibility[blank_end]: Is a firm’s duty to operate in an honorable manner, provide good working conditions for employees, encourage workforce diversity, be a good steward of the environment, and actively work to better the quality of life in the local communities where it operates and in society at large.
- ACorporate
- BSocial
- CResponsibility
115Corporate Social Responsibility: Is a firm’s duty to [blank_start]operate[blank_end] in an honorable manner, provide good working [blank_start]conditions[blank_end] for employees, encourage workforce [blank_start]diversity[blank_end], be a good steward of the [blank_start]environment[blank_end], and actively work to better the quality of [blank_start]life[blank_end] in the [blank_start]local[blank_end] communities where it operates and in [blank_start]society[blank_end] at large.
- Aoperate
- Bconditions
- Cdiversity
- Denvironment
- Elife
- Flocal
- Gsociety
116Approaches to Social Responsibility
- Aobstructionist approach
- Bdefensive approach
- Caccomodative approach
- Dproactive approach
117Define [blank_start]Obstructionist[blank_end] [blank_start]Approach[blank_end]: Companies choose not to behave in a socially responsible way and behave unethically and illegally
- AObstructionist
- BApproach
118Define Obstructionist Approach: Companies choose not to behave in a socially responsible way and behave [blank_start]unethically[blank_end] and [blank_start]illegally[blank_end]
- Aunethically
- Billegally
119Define [blank_start]Defensive[blank_end] [blank_start]Approach[blank_end]: Companies and managers stay within the law and abide strictly with legal requirements but make no attempt to exercise social responsibility
- ADefensive
- BApproach
120Define Defensive Approach: Companies and managers stay within the [blank_start]law[blank_end] and abide [blank_start]strictly[blank_end] with legal [blank_start]requirements[blank_end] but make [blank_start]no[blank_end] attempt to exercise [blank_start]social[blank_end] responsibility
- Alaw
- Bstrictly
- Crequirements
- Dno
- Esocial
121Define [blank_start]Accomodative[blank_end] [blank_start]Approach[blank_end]: Companies behave legally and ethically and try to balance the interests of different stakeholders against one another so that the claims of stockholders are seen in relation to the claims of other stakeholders
- AAccomodative
- BApproach
122Define Accomodative Approach: Companies behave [blank_start]legally[blank_end] and ethically and try to [blank_start]balance[blank_end] the interests of different [blank_start]stakeholders[blank_end] against one another so that the claims of stockholders are seen in relation to the claims of [blank_start]other[blank_end] stakeholders
- Alegally
- Bbalance
- Cstakeholders
- Dother
123Define [blank_start]Proactive[blank_end] [blank_start]Approach[blank_end]: Companies actively embrace socially responsible behavior, going out of their way to learn about the needs of different stakeholder groups and utilizing organizational resources to promote the interests of all stakeholders
- AProactive
- BApproach
124Define Proactive Approach: Companies actively embrace socially [blank_start]responsible[blank_end] behavior, going [blank_start]out[blank_end] of their way to learn about the needs of different stakeholder groups and utilizing organizational resources to [blank_start]promote[blank_end] the [blank_start]interests[blank_end] of all stakeholders
- Aresponsible
- Bout
- Cpromote
- Dinterests
125Why Be [blank_start]Socially[blank_end] [blank_start]Responsible[blank_end]?
- Demonstrating its social responsibility helps a company build a good reputation
- If all companies in a society act socially, the quality of life as a whole increases- ASocially
- BResponsible
126Why Be Socially Responsible?
- Demonstrating its social responsibility helps a company build a good [blank_start]reputation[blank_end]
- If all companies in a society act socially, the quality of [blank_start]life[blank_end] as a whole increases- Areputation
- Blife
127The Triple Bottom Line: Excelling on Three Measures of Company Performance (Inside)
- AEconomic
- BSocial
- CEnvironmental
128The Triple Bottom Line: Excelling on Three Measures of Company Performance (Outside)
- AProfit
- BPeople
- CPlanet
129- [blank_start]Sustainability[blank_end]: Is the relationship of a firm to its environment and its use of natural resources.
- [blank_start]Sustainable[blank_end] Business Practices: Are those practices of a firm that meet the needs of the present without compromising the ability to meet the needs of the future.- ASustainability
- BSustainable
130- Sustainability: Is the relationship of a firm to its [blank_start]environment[blank_end] and its use of [blank_start]natural[blank_end] resources.
- Sustainable [blank_start]Business[blank_end] [blank_start]Practices[blank_end]: Are those [blank_start]practices[blank_end] of a firm that meet the needs of the [blank_start]present[blank_end] without [blank_start]compromising[blank_end] the ability to meet the needs of the [blank_start]future[blank_end].- Aenvironment
- Bnatural
- CBusiness
- DPractices
- Epractices
- Fcompromising
- Gpresent
- Hfuture
131[blank_start]Environmental[blank_end] [blank_start]Sustainability[blank_end] Strategy | Consists of the firm’s deliberate actions to:
- Protect the [blank_start]environment[blank_end].
- Provide for the longevity of natural resources.
- Maintain ecological support systems for future generations.
- Guard against ultimate endangerment of the planet.- AEnvironmental
- BSustainability
- Cenvironment
132Environmental Sustainability Strategy | Consists of the firm’s deliberate actions to:
- Protect the [blank_start]environment[blank_end].
- Provide for the [blank_start]longevity[blank_end] of natural resources.
- Maintain [blank_start]ecological[blank_end] support systems for future generations.
- Guard against ultimate [blank_start]endangerment[blank_end] of the planet.- Aenvironment
- Blongevity
- Cecological
- Dendangerment
133The [blank_start]Business[blank_end] Case for CSR and Environmentally Sustainable Business Practices:
- Increased reputation and buyer patronage
- Reduced risk of reputation-damaging incidents
- Lower turnover costs and enhanced employee recruiting and workforce retention
- Increased revenue enhancement opportunities due to support of CSR and sustainability
- CSR and sustainability best serve long-term interests of shareholders- ABusiness
134The Business Case for CSR and Environmentally Sustainable Business Practices:
- Increased [blank_start]reputation[blank_end] and [blank_start]buyer[blank_end] patronage
- Reduced risk of [blank_start]reputation[blank_end]-damaging incidents
- Lower [blank_start]turnover[blank_end] costs and enhanced employee [blank_start]recruiting[blank_end] and workforce [blank_start]retention[blank_end]
- Increased [blank_start]revenue[blank_end] enhancement opportunities due to support of CSR and sustainability
- CSR and sustainability best serve [blank_start]long[blank_end]-term interests of shareholders- Areputation
- Bbuyer
- Creputation
- Dturnover
- Erecruiting
- Fretention
- Grevenue
- Hlong
135[blank_start]Harmful[blank_end] and [blank_start]Unethical[blank_end] Business Actions and Behaviors:
- Increased public awareness of misdeeds of bad behavior by firms
- Increased legislation and regulation to correct and punish firms
- Refusal to do business with irresponsible firms- AHarmful
- BUnethical
136Harmful and Unethical Business Actions and Behaviors:
- Increased public awareness of [blank_start]misdeeds[blank_end] of [blank_start]bad[blank_end] behavior by firms
- Increased [blank_start]legislation[blank_end] and regulation to [blank_start]correct[blank_end] and [blank_start]punish[blank_end] firms
- [blank_start]Refusal[blank_end] to do business with [blank_start]irresponsible[blank_end] firms- Amisdeeds
- Bbad
- Clegislation
- Dpunish
- Ecorrect
- FRefusal
- Girresponsible
Informações
- Descrição
- management (Intro) Quiz sobre Midterm 3 Study, criado por Tiffhanie Ramos em 02-05-2017.
- Autor
- Tiffhanie Ramos
- Idioma
- English
- Visualizações
- 1
- Etiquetas
- Avaliação
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