Job Analysis And Evaluation - Testbanks

04 Key 1. (p. 149) FALSE 2. (p. 150) TRUE 3. (p. 152) FALSE 4. (p. 153) FALSE 5. (p. 155) TRUE 6. (p. 156) TRUE 7. (p. 157) TRUE 8. (p. 162) FALSE 9. (p. 162) TRUE 10. (p. 164) TRUE 11. (p. 166-167) FALSE 12. (p. 168) TRUE 13. (p. 169) FALSE 14. (p. 172) TRUE 15. (p. 173-174) TRUE 16. (p. 149) C 17. (p. 150) A 18. (p. 152) D 19. (p. 153) B 20. (p. 153) D 21. (p. 155) B 22. (p. 156) D 23. (p. 156) D 24. (p. 157) C 25. (p. 157) D 26. (p. 157) B 27. (p. 157) A 28. (p. 157) C 29. (p. 157-158) B 30. (p. 159) D 31. (p. 159) D 32. (p. 162) C 33. (p. 163) C 34. (p. 162) B 35. (p. 163) A 36. (p. 163) D 37. (p. 164) A 38. (p. 164) A 39. (p. 164) C 40. (p. 166) B 41. (p. 167) B 42. (p. 168) D 43. (p. 168) C 44. (p. 169) A 45. (p. 169) D 46. (p. 169) C 47. (p. 169-170) B 48. (p. 171) C 49. (p. 172) B 50. (p. 172) D 51. (p. 174) A 52. (p. 174) C 53. (p. 174) B 54. (p. 174) B 55. (p. 176) C 56. (p. 150) values conflict 57. (p. 152) perception 58. (p. 153) ethical 59. (p. 155) virtue ethics 60. (p. 156) integrity-based 61. (p. 157) compliance-based 62. (p. 160) ethics officer 63. (p. 164) values 64. (p. 169) Whistleblowing 65. (p. 174) Federal Sentencing Guidelines for Organizations 66. (p. 149-150) Every organization has a culture, fashioned by a shared pattern of beliefs, expectations, and meanings that influence and guide the thinking and behaviors of the members of that organization. While culture shapes the people who are members of the organization, it is also shaped by the people who comprise it. Even in this age of decentralized corporations and other institutions, there remains a sense of culture in organizations. This is especially true in small local firms, but it is just as true of major global corporations. Despite the fact that corporations have many locations, with diverse employee bases and management styles, an individual working for a large global firm in one country will share various aspects of her or his working culture with someone working for the same firm halfway around the world. This is not to say that their working environments cannot be wholly different in many regards; the corporate culture, however, survives the distance and differences. Businesses also have unspoken yet influential standards and expectations. If one joins a firm with a culture that supports other values than those with which one is comfortable, there will be values conflicts—for better or worse. 67. (p. 152) Defining the specific culture within an organization is not an easy task since it is partially based on each participant's perception of the culture. In fact, perception may actually impact the culture in a circular way—a culture exists, people perceive it to be a certain type of culture, people respond to the culture on the basis of their perception, and people thereby impact others' experience of the culture. 68. (p. 152-153) Several of the elements that are easiest to perceive, such as attitudes and behaviors, are only a small fraction of the elements that comprise the culture. In addition, culture is present in and can be determined by exploring any of the following, among others: tempo of work, the organization's approach to humor, methods of problem solving, the competitive environment, incentives, individual autonomy, and hierarchical structure. Even with this list of cultural elements, it can be difficult for individuals in a firm to identify the specific characteristics of the culture within which they work. Culture becomes so much a part of the environment that participants do not even notice its existence. 69. (p. 153) The law can be ambiguous in determining if a business should make a reasonable accommodation for an employee with allergies, arthritis, dyslexia, hearing loss, or high blood pressure. In situations where the law is an incomplete answer for ethical decision-making, the business culture is likely to be the determining factor in the decision. Ethical businesses must find ways to encourage, to shape, and to allow ethically responsible decisions. An ethical culture would be one in which employees are empowered and expected to act in ethically responsible ways even when the law does not require it. 70. (p. 155) The cultivation of habits, including the cultivation of ethical virtue, is greatly shaped by the culture in which one lives. When we talk about decision-making, it is easy to think in terms of a rational, deliberative process in which a person consciously deliberates about and weighs each alternative before acting. But the virtue ethics tradition reminds us that our decisions and our actions are very often less deliberate than that. We are as likely to act out of habit and based on character than we are to act after careful deliberations. It is also clear that people's habits are shaped and formed by education and training—by culture. It also takes place in the workplace, where individuals quickly learn appropriate and expected behaviors. Intentionally or not, business institutions provide an environment in which habits are formed and virtues, or vices, are created. 71. (p. 155) If attended to and supported, a strong ethical culture can serve as a deterrent to stakeholder damage and improve bottom line sustainability. If ignored, the culture could instead reinforce a perception that "anything goes," and "any way to a better bottom line is acceptable," destroying long-term sustainability. The argument in favor of a values-based culture is based on the fact that a compliance culture is only as strong and as precise as the rules with which workers are expected to comply. A firm can only have a certain number of rules and the rules can never unambiguously apply to every conceivable situation. A values-based culture recognizes that where a rule does not apply, the firm must rely on the personal integrity of its workforce when decisions need to be made. This is not to say that values-based organizations do not include a compliance structure. 72. (p. 157) A values-based culture is one that reinforces a particular set of values rather than a particular set of rules. Certainly, these firms may have codes of conduct; but those codes are predicated on a statement of values and it is presumed that the code includes mere examples of the values' application. Integrating these values into the firm's culture encourages a decision-making process that uses the values as underlying principles to guide employee decisions rather than as hard-and-fast rules. 73. (p. 157) A compliance-based culture emphasizes obedience to the rules as the primary responsibility of ethics. A compliance-based culture will empower legal and audits offices to mandate and monitor compliance with the law and with internal codes. 74. (p. 157) The argument in favor of a values-based culture is based on the fact that a compliance culture is only as strong and as precise as the rules with which workers are expected to comply. A values-based culture recognizes that where a rule does not apply, the firm must rely on the personal integrity of its workforce when decisions need to be made. Beyond personal behavior, leadership sets the tone through other mechanisms such as the dedication of resources. Ethical business leaders not only talk about ethics and act ethically on a personal level, but they also allocate corporate resources to support and promote ethical behavior. If a leader is perceived to be shirking her or his duties, misusing corporate assets, misrepresenting the firm's capabilities, or engaging in other inappropriate behavior, stakeholders receive the message that this type of behavior is not only acceptable, but perhaps expected and certainly the way to get ahead in that organization. Instead, if a leader is clearly placing her or his own ethical behavior above any other consideration, stakeholders are guided to follow that role model and to emulate that priority scheme. 75. (p. 158-159) If the goal of corporate culture is to cultivate values, expectations, beliefs, and patterns of behavior that best and most effectively support ethical decision-making, it becomes the primary responsibility of corporate leadership to steward this effort. Leaders are charged with this duty in part because stakeholders throughout the organization are guided to a large extent by the "tone at the top." 76. (p. 160-162) One study of the nature of ethical leadership emphasized the importance of being perceived as a people-oriented leader, as well as the importance of leaders engaging in visible ethical action. Traits that were also important included receptivity, listening, and openness, in addition to the more traditionally considered traits of integrity, honesty, and trustworthiness. Finally, being perceived as having a broad ethical awareness, showing concern for multiple stakeholders, and using ethical decision processes are also important. Those perceived as ethical leaders do many of the things "traditional leaders" do (e.g., reinforce the conduct they are looking for, create standards for behavior, and so on), but they do that within the context of an ethics agenda. People perceive that the ethical leader's goal is not simply job performance, but performance that is consistent with a set of ethical values and principles. Finally, ethical leaders demonstrate caring for people (employees and external stakeholders) in the process. Effective leaders might be able to achieve their goals through threats, intimidation, harassment, and coercion. One can also lead using more attractive means such as modeling ethical behavior, persuasion, or simply using one's institutional role. Certainly ethically appropriate methods of leadership are central to becoming an ethical leader. Creating a corporate culture in which employees are empowered and expected to make ethically responsible decisions is a necessary part of being an ethical business leader. But, while some means may be ethically better than others (e.g., persuasion rather than coercion), it is not the method alone that establishes a leader as ethical. While perhaps necessary, ethical means of leading others are not sufficient for establishing ethical leadership. The other element of ethical leadership involves the end or objective toward which the leader leads. One key difference lies with the means used to motivate others and achieve one's goals. 77. (p. 162-163) Leaders guide, direct, and escort others toward a destination, an effective leader is someone who does this successfully and, presumably, efficiently. Effective leaders are able to get followers to their common destination. But not every effective leader is an ethical leader. 78. (p. 164) A code of conduct is a set of statements or principles designed by an organization to aid in the process of decision making. The code has the potential to both enhance corporate reputation and provide concrete guidance for internal decision-making, thus creating a built-in risk management system. By establishing the core tenets on which a company is built, corporate leadership is effectively laying down the law with regard to the basis and objectives for all future decisions. 79. (p. 167) To have an effective code that will successfully impact culture, there must be a belief throughout the organization that this culture is actually possible, achievable. If conflicts remain that will prevent certain components from being realized, or if key leadership is not on board, no one will have faith in the changes articulated. Whistleblowing involves the disclosure of unethical or illegal activities to someone who is in a position to take action to prevent or punish the wrongdoing. Whistleblowing can expose and end unethical activities, but it can also seem disloyal; it can harm the business; and it can extract significant costs on the whistleblower. 80. (p. 168-169) Integrating an ethical culture throughout a firm and providing means for enforcement is vitally critical both to the success of any cultural shift and to the impact on all stakeholders. One of the most determinative elements of integration is communication because without it there is no clarity of purpose, priorities, or process. Communication of culture must be incorporated into the firm's vocabulary, habits, and attitudes to become an essential element in the corporate life, decision-making, and determination of success. 1. Due to diverse employee groups and management styles, the work culture of a large global firm in one country will differ significantly from the work culture of the same firm halfway around the world. True False 2. Corporate culture shapes, and is shaped, by the people who are members of the organization. True False 3. Differing individual perception of culture makes it easier to define the specific culture within an organization. True False 4. An ethical environment, or culture, would be one in which employees are expected to act by the rules in spite of unethical conditions. True False 5. Organizations with similar missions, rules, and legal regulations, can have significantly different cultures. True False 6. Organizations that have a traditional approach to culture can be classified as compliance-based cultures. True False 7. A values-based culture recognizes that where rules do not apply, the firm must rely on the personal integrity of its workforce during decision-making. True False 8. "Quietly ethical" executives within the confines of the top management team are likely to be perceived as ethical leaders because they have the support of the top management. True False 9. An effective leader is not always an ethical leader. True False 10. A firm must first determine its mission before impacting the culture through a code of conduct. True False 11. The first step in the construction of a code or mission is to articulate a clear vision regarding the firm's direction. True False 12. One of the most determinative elements of integration is communication. True False 13. Whistleblowing to external groups is usually preferred over internal mechanisms for reporting wrongdoing. True False 14. Lack of any generally accepted fundamental values for the organization is a clear sign of a "toxic" culture. True False 15. The United States Sentencing Commission is an independent agency that regulates sentencing policies in the federal court system. True False 16. Which of the following is true about corporate cultures? A. Corporate cultures are not influenced by the people comprising that organization. B. Corporate cultures are not subject to changes over time. C. Corporate cultures can hinder individuals in making the "right" decisions. D. Corporate cultures in a global firm differ significantly across different countries. 17. Corporate culture: A is fashioned by a shared pattern of beliefs, expectations, and meanings that influence and guide the . thinking and behaviors of the members of that organization. B. shapes the people who are members of the organization, but it is not shaped by the people who comprise that organization. C. is not influenced by unspoken standards and expectations. D. is generally easy to modify. 18. Which of the following is true about culture? A. The specific culture within an organization can be defined easily and objectively. B. The incentives an organization employs do not help in determining the organization's specific culture. C. Attitude and behavior are the biggest fraction of the elements that determine culture. D. Perception may actually impact the culture in a circular way. 19. Which of the following situations could result in the business culture becoming a determining factor in ethical decision making? A. Lack of competition B. Law providing incomplete answers C. Lack of strong leadership D. Stagnant or decreasing profits 20. Which of the following statements is true of ethical cultures? A. Workplace ethical cultures have no impact on decision making. B. Subordinates are expected not to act unless directed by superior authorities. C. Decisions are expected to be taken based on laws and not on ethical values. D. Employees are expected to act in responsible ways, even if the law does not require it. 21. According to the _____ ethics tradition, people act out of habit than out of deliberations. A. Kantian B. virtue C. utilitarian D. principle-based 22. Which of the following is a traditional approach to corporate culture? A. Values-based B. Integrity-based C. Customer-based D. Compliance-based 23. Which of the following is true about value-based cultures? A. They emphasize obedience to the rules as the primary responsibility of ethics. B. They are only as strong and as precise as the rules with which workers are expected to comply. C. They reflect the traditional approach of classifying corporate culture. D. These cultures are perceived to be more flexible and far-sighted corporate environments. 24. Which of the following is emphasized by a compliance-based culture? A. Reliance on personal integrity of employees for decision making B. Use of values as the principle for decision making C. Obedience to rules as the primary responsibility of ethics D. Reinforcement of a set of values rather than a set of rules 25. Which of the following cultures will empower legal counsel and audit offices to mandate and to monitor conformity with the law and with internal codes? A. Customer-based culture B. Integrity-based culture C. Values-based culture D. Compliance-based culture 26. Which of the following is true about an integrity-based culture? A. It reinforces a particular set of rules. B. It reinforces a particular set of values. C. It empowers legal bodies to monitor compliance. D. It emphasizes rules as the primary responsibility of ethics. 27. When would a values-based culture rely on the personal integrity of its workforce for making decisions? A. In situations where the rules of the organization do not apply B. When legal bodies are empowered to monitor compliance C. In situations where rules are applicable to make decisions D. In situations where a set of principles should be enforced 28. Which of the following is true about a compliance-based culture and/or a value-based culture? A A compliance-based culture recognizes that where a rule does not apply the firm must rely on the . personal integrity of its workforce when decisions need to be made. B. A values-based culture is one that reinforces a particular set of rules rather than a particular set of values. C. Values-based organizations include a compliance structure. D. Value-based organizations do not have codes of conduct. 29. As compared to a traditional compliance-oriented program, an evolved and inclusive ethics program: A. focuses on meeting regulatory requirements. B. entails helping to unify a firm's global operations. C. strives to minimize risks of litigation and indictment. D. works mainly toward improving accountability mechanisms. 30. What is the role of an ethical leader in corporate cultures? A. A leader should be ethical within the confines of the top management team. B. An ethical leader must shrink his or her duties in the corporate structure. C. An ethical leader should not place her or his own ethical behavior above any other consideration. D. A leader must clearly advocate and model ethical behavior. 31. Which of the following is true about ethical leaders? A. Ethical business leaders do not need to talk about ethics and act ethically on a personal level. B. They do not say "no" to conduct that would be inconsistent with their organization's and their own personal values. CIf an executive is "quietly ethical" within the confines of the top management team, but more distant . employees do not know about her or his ethical stance, they are more likely to be perceived as an ethical leader. D. They expect others to say no to them. 32. Identify the correct statement about ethical leaders. A. Individuals perceived as ethical leaders avoid doing things that "traditional leaders" do. B. A "quietly ethical" executive is likely to be perceived as an ethical leader. C. An ethical leader's traits and behaviors must be socially visible. D. Ethical leaders are not people-oriented leaders. 33. How is an ethical, effective leader different from an effective leader? A. An ethical leader will take decisions based only on a set of rules. B. An ethical leader will follow a set of rules regardless of consequences. C. An ethical leader will empower the employees in decision making. D. An ethical leader will achieve his or her goals through intimidation. 34. The means used to motivate others and achieve one's goals plays a key role in distinguishing between: A. silent leaders and visible leaders. B. effective leaders and ethical leaders. C. informal leaders and formal leaders. D. silent leaders and ethical leaders. 35. Which of the following is an essential element in establishing an ethical leadership? A. The end or objective toward which the leader leads B. The prevailing culture in the external environment C. The ethical nature of the team members D. The personality traits of the team members 36. If we judge a leader solely by the results produced, we are following the _____ ethical tradition. A. deontological B. virtual C. Kantian D. utilitarian 37. Which of the following is a value that will impact the culture of an organization in the absence of any other established values? A. Profit—at any cost B. Ethical behavior C. Legal compliance D. Customer satisfaction 38. A(n) _____ provides concrete guidance for internal decision making creating a built-in risk management system. A. code of conduct B. organization vision C. income statement D. ombudsman 39. The _____ serves as an articulation of the fundamental principles at the heart of the organization and should guide all decisions without abridgment. A. annual report B. vision statement C. mission statement D. income statement 40. The first step in constructing a personal code or mission for a firm is to: A. articulate a clear vision regarding the firm's direction. B. ask oneself what one stands for or what the firm stands for. C. believe that the culture is actually possible, achievable. D. identify clear steps as to how the cultural shift will occur. 41. The second step in the development of guiding principles for a firm is to: A. ask oneself what one stands for or what the company stands for. B. articulate a clear vision regarding the firm's direction. C. identify clear steps as to how the cultural shift will occur. D. believe that the culture is actually possible, achievable. 42. Identify the most determinative element in integration, without which, there is no clarity of purpose, priorities, or process. A. Ethics B. Leadership C. Tradition D. Communication 43. Which of the following is true about communicating unethical behavior in a corporate structure? A. Reporting ethically suspect behavior is a simple thing to do. B. Employees are always comfortable in raising questions against superiors. C. Reporting individuals can face retaliation from superiors. D. Whistleblowing is the most preferred mechanism for communicating ethical behavior. 44. Which of the following involves the disclosure of unethical or illegal activities to someone who is in a position to take action to prevent or punish the wrongdoing? A. Whistleblowing B. Redlining C. Gentrification D. Flyposting 45. An effective internal mechanism of Whistleblowing: A. occurs when employees report wrongdoing to legal authorities. B. must expose unethical behaviors to the press. C. should not protect the rights of the accused. D. must allow confidentiality, if not anonymity. 46. Which of the following statements is true about Whistleblowing? A. It involves the disclosure of ethical activities. B. It may seem disloyal, but it does not harm the business. C. It can occur both internally and externally. D. It does not cause any harm to the whistleblower. 47. Which of the following mechanisms allows employees to report wrongdoing and to create mechanisms for follow-up and enforcement? A. Accountability B. Ombudsman C. Appraisals D. Code of conduct 48. Which of the following is an effective way of creating clear and successful reporting schemes? A. Leaders empowering subordinates to take decisions without providing guidance B. Managers ignoring the risk and taking a wait-and-see attitude C. Consistent and continuous communication of the firm's values to all stakeholders D. Subordinates staying away from reporting unethical behaviors of superiors 49. Which of the following allows organizations to uncover silent vulnerabilities that could pose challenges later to the firm, serving as a vital element in risk assessment and prevention? A. Code of conduct B. Ongoing ethics audit C. Whistleblowing D. Ombudsman 50. What is the term used to describe a potentially damaging or ethically challenged corporate culture? A. "Caustic" culture B. "Pyrophoric" culture C. "Corrosive" culture D. "Toxic" culture 51. Which of the following statements is true about the Federal Sentencing Guidelines for Organizations? A. They provide uniformity and fairness to the judiciary system. B. They are used to provide arbitrary punishments. C. They are applicable only to organizations and not to individuals. D. They assign most federal crimes to one of 5 "offense levels." 52. The Supreme Court separated the "mandatory" element of the Federal Sentencing Guidelines for Organizations from their advisory role, holding that their mandatory nature: A. was only applicable to individuals and not to organizations. B. provided arbitrary punishments. C. violated the Sixth Amendment right to a jury trial. D. encouraged internal Whistleblowing. 53. Which of the following directed the USSC to consider and to review its guidelines for fraud relating to securities and accounting, as well as to obstruction of justice, and specifically asked for severe and aggressive deterrents in sentencing recommendations? A. Bank Secrecy Act B. Sarbanes-Oxley Act C. Gramm-Leach-Bliley Act D. Fair Credit Reporting Act. 54. Which of the following is true about the Sarbanes-Oxley Act? A. It specifically asked for lenient penalties in sentencing recommendations. B It required public companies to establish a code of conduct for top executives and, if they did not have . one, to explain why it did not exist. C. Its mandatory nature violated the Sixth Amendment right to a jury trial. D It did not support the United States Sentencing Commission's guidelines to create both a legal and an . ethical corporate environment. 55. Which of the following should an organization do in order to have an effective compliance and ethics program? A. It should do a public display of an employee's report on an unethical behavior. B. It should ensure that people who have previously engaged in unethical activities are placed in charge of programs. C. The organization should communicate its standards and procedures to all members. D. Low-level personnel must be assigned to have responsibility for the program. 56. If one joins a firm with a culture that supports values other than those with which one is comfortable, there will be a ____. ________________________________________ 57. Defining the specific culture within an organization is not an easy task since it is partially based on each participant's _____ of the culture. ________________________________________ 58. A(n) _____ environment is one in which employees act in responsible ways, even when the law does not require it. ________________________________________ 59. The _____ tradition reminds us that we are as likely to act out of habit and based on character as we are to act after careful deliberations. ________________________________________ 60. Values-based cultures are also known as _____ cultures. ________________________________________ 61. A _____ culture will empower legal and audits offices to mandate and to monitor compliance with the law and with internal codes. ________________________________________ 62. Ethics holds a higher position in the firm if a highly skilled individual is hired into an exclusive position as _____ and is given a staff and a budget to support the work required. ________________________________________ 63. One of the key manifestations of ethical leadership is the articulation of _____ for the organization. ________________________________________ 64. _____ involves the disclosure of unethical or illegal activities to someone who is in a position to take action to prevent or punish the wrongdoing. ________________________________________ 65. USSC prescribed mandatory _____ that apply to individual and organizational defendants in the federal system, bringing some amount of uniformity and fairness to the system. ________________________________________ 66. What is corporate culture? How does it shape an employee? 67. How does perception affect the culture within an organization? 68. In addition to attitudes and behaviors, list the other determinants of culture within an organization. 69. How are the corporate culture and ethics related in an organization? 70. Explain how corporate culture and virtue ethics are related. 71. How can an ethical culture have a direct effect on the bottom line of an organization? 72. Describe how a values-based culture works. 73. How does a compliance-based structure work? 74. Explain the reasoning behind the popularity of the values-based culture. 75. How are leaders responsible for supporting ethical decision-making? 76. Which traits should a leader possess so that he or she can be perceived as being ethical? 77. What are the differences between an effective leader and an ethical leader? 78. What is a code of conduct? What is its role within an organization? 79. What is the last step in the development of guiding principles for a firm? 80. How is communication important for the integration of an ethical culture? What is Whistleblowing?