Answer & Question : Self-regulated people are unable to create an environment of trust and fairness, where political behavior and infighting are sharply reduced and productivity tends to be high.

21.

Self-regulated people are unable to create an environment of trust and fairness, where political behavior and infighting are sharply reduced and productivity tends to be high.

FALSE

Self-regulated people are able to create an environment of trust and fairness where political behavior and infighting are sharply reduced and productivity tends to be high. People who have mastered their emotions are better able to bring about and implement change in an organization. When a new initiative is announced, they are less likely to panic; they are able to suspend judgment, seek out information, and listen to executives explain the new program.

AACSB: Analytic
Blooms: Understand
Learning Objective: 11-03 The crucial role of emotional intelligence (EI) in successful leadership as well as its potential drawbacks.
Level of Difficulty: 2 Medium
Topic: Emotional Intelligence: A Key Leadership Trait

22.

Socially skilled people tend to have a wide circle of acquaintances as well as a knack for finding common ground and building support. This means that they are less likely to be effective in leading change or in having expertise in building and leading teams.

FALSE

Socially skilled people tend to have a wide circle of acquaintances as well as a knack for finding common ground and building rapport. They recognize that nothing gets done alone, and they have a network in place when the time for action comes.

23.

Organizational learning works best when an organization leader gathers information and teaches it to employees who are like their students.

FALSE

According to leading expert on learning organizations, Peter Senge, the days when Henry Ford, Alfred Sloan, and Tom Watson learned for the organization are gone. In an increasingly dynamic, interdependent, and unpredictable world, it is simply no longer possible for anyone to figure it all out at the top. The old model, in which the top thinks and the local acts, must now give way to integrating thinking and acting at all levels.

AACSB: Analytic
Blooms: Understand
Learning Objective: 11-04 The importance of developing competency companions and creating a learning organization.
Level of Difficulty: 2 Medium
Topic: Developing Competency Companions and Creating a Learning Organization

24.

Successful learning organizations have a proactive, creative approach to the unknown.

TRUE

Successful learning organizations create a proactive, creative approach to the unknown. They actively solicit the involvement of employees at all levels. They enable all employees to use their intelligence and apply their imagination. Higher-level skills are required of everyone, not just those at the top.

25.

A key function of the leaders in a learning organization is to generate an organization-wide commitment to the status quo.

FALSE

A learning environment involves organization-wide commitment to change, an action orientation, and applicable tools and methods. It must be viewed by everyone as a guiding philosophy and not simply as another change program.

26.

Inspiring and motivating people with a mission or purpose is a necessary and sufficient condition for developing a learning organization.

FALSE

Inspiring and motivating people with a mission or purpose is a necessary but not sufficient condition for developing an organization that can learn and adapt to a rapidly changing, complex, and interconnected environment.

27.

To successfully empower employees to achieve organizational goals, leaders must perform the tasks of resource allocation and power brokering.

FALSE

To empower employees at all levels, the manager role becomes one of creating an environment where employees can achieve their potential as they help move the organization toward its goals. Instead of viewing themselves as resource controllers and power brokers, leaders must envision themselves as flexible resources willing to assume numerous roles as coaches, information providers, teachers, decision makers, facilitators, supporters, or listeners, depending on the needs of their employees.

28.

Internal benchmarking is discouraged in most organizations, because it creates competition and internal rivalries that are counterproductive.

FALSE

An important benefit of the sharing of internal information at Whole Foods becomes the active process of internal benchmarking. Competition is intense at Whole Foods. Teams compete against their own goals for sales, growth, and productivity; they compete against different teams in their stores; and they compete against similar teams at different stores and regions. There is an elaborate system of peer reviews through which teams benchmark each other.

29.

In order to gather information from informal sources, successful executives must be good listeners.

TRUE

Leaders have to develop means to tap into some of the more informal sources of internal information. In a recent survey, respondents were asked what differentiated the successful candidates for promotion. The consensus was that the executive was seen as a person who listens. According to Peter Meyer, the author of the study, the value of listening is clear. He states that you cannot succeed in running a company if you do not hear what your people, customers, and suppliers are telling you. Listening and understanding well are key to making good decisions.

30.

Competitive benchmarking is a method of seeking the best examples of practices or processes that have essentially the same function regardless of industry.

FALSE

Benchmarking is used to seek out the best examples of a particular practice as part of an ongoing effort to improve the corresponding practice in their own organization. Competitive benchmarking restricts the search for best practices to competitors, while functional benchmarking endeavors to determine best practices regardless of industry.

AACSB: Analytic
Blooms: Remember
Learning Objective: 11-04 The importance of developing competency companions and creating a learning organization.
Level of Difficulty: 1 Easy
Topic: Developing Competency Companions and Creating a Learning Organization

31.

Establishing a culture of dissent can be an effective means of questioning the status quo.

TRUE

Establishing a culture of dissent can be an effective means of questioning the status quo and serving as a spur toward creativity. Here norms are established whereby dissenters can openly question the perspective of a superior without fear of retaliation or retribution.

32.

Although many organizations encourage creativity and risk taking, few successful companies tolerate failure.

FALSE

Companies that cultivate cultures of experimentation and curiosity make sure that failure is not, in essence, an obscene word. They encourage mistakes as a key part of their competitive advantage.

33.

Leaders who fail to institute proper systems and controls that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds.

TRUE

Ethics is as much an organizational as a personal issue. Leaders who fail to provide proper leadership to institute proper systems and controls that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds.

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-05 The leader's role in establishing an ethical organization.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

34.

Ethics is a question of personal scruples, a confidential matter between employees and their consciences and therefore for a leader it is acceptable to assume the company should not bear any responsibility for individual misdeeds.

FALSE

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-05 The leader's role in establishing an ethical organization.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

35.

Ethical crises are bad for organization reputation, but they rarely have any financial consequences.

FALSE

Ethical crises can be very expensive, both in terms of financial costs and in the erosion of human capital and overall firm reputation. Merely adhering to the minimum regulatory standards may not be enough to remain competitive in a world that is becoming more socially conscious.

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-05 The leader's role in establishing an ethical organization.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

36.

There are many advantages of an ethical organization, but it generally has little to do with employee commitment and motivation to excel.

FALSE

The advantages of a strong ethical orientation can have a positive effect on employee commitment and motivation to excel. This is particularly important today in knowledge-intensive organizations, where human capital is critical in creating value and competitive advantages.

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-05 The leader's role in establishing an ethical organization.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

37.

A compliance-based approach to ethics management combines a concern for law with an emphasis on managerial responsibility for ethical behavior.

FALSE

Integrity-based ethics programs combine a concern for law with an emphasis on managerial responsibility for ethical behavior. It is broader, deeper, and more demanding than a legal compliance initiative.

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-06 The difference between integrity-based and compliance-based approaches to organizational ethics.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

38.	There can be a high-integrity organization, without high-integrity individuals. FALSE There cannot be high-integrity organizations without high-integrity individuals; however, individual integrity is rarely self-sustaining.

39.	In integrity-based ethics programs, organizational ethics is seen as the responsibility of the employees. FALSE In integrity-based ethics programs, organizational ethics is seen as the responsibility of management.

40.	In an integrity-based approach to ethics management, ethos is concerned with conformity with externally imposed standards. FALSE Ethos, in an integrity-based approach to ethics management, is concerned with conformity with externally imposed standards.

41.	In a compliance-based approach to ethics management, the objective is to enable responsible conduct. FALSE In a compliance-based approach to ethics management, the objective is to prevent criminal misconduct.

42.

Methods used for ethics management in a compliance-based approach include education, reduced discretion, auditing and controls, and penalties.

TRUE

Methods used for ethics management in a compliance-based approach include education, reduced discretion, auditing and controls, and penalties. These are based on the fear of punishment for doing something unlawful.

43.

In the integrity-based approach to ethics management, behavioral assumptions include that social beings are guided by material self-interest, values, ideals, and peers.

TRUE

Integrity-based approaches to ethics management are driven by a personal and organizational commitment to ethical behavior.

44.

If leaders do not believe in the ethical standards that they are trying to inspire, they will not be effective as good role models.

TRUE

When leaders do not believe in the ethical standards that they are trying to inspire, they will not be effective as good role models. Being an effective leader often includes taking responsibility for ethical lapses within the organization, even though the executives themselves are not directly involved.

45.

The example of Dennis Bakke, CEO of AES, in which he and his team took responsibility for employees who lied to the EPA about water quality at the plant, suggests that for an ethical organization, it is not necessary to do more than just take strong punitive action against those who act contrary to the company-established expected behavior.

FALSE

Many would believe that it would have been much easier and personally less expensive for Bakke and his management team to merely take strong punitive action against the nine individuals who were acting contrary to the behavior expected in the AES ethical culture. By sharing responsibility, however, for the misdeeds, the top executives made it clear that responsibility and penalties for ethical lapses go well beyond the guilty parties. Such courageous behavior by leaders helps to strengthen the organizational ethical environment.

46.

Corporate codes of conduct provide norms and expectations for employees to not commit unethical acts.

TRUE

Corporate credos and codes of conduct are mechanisms that provide statements of norms and beliefs, as well as guidelines for decision making. They provide employees with a clear understanding of the organization policies and ethical position. Such guidelines also provide the basis for employees to refuse to commit unethical acts and help to make them aware of issues before they are faced with the situation.

47.

Codes of conduct help employees from diverse backgrounds to work more effectively across cultural backgrounds.

TRUE

48.

Codes of conduct have no role in attracting individuals who might want to work for a business that embraces high standards.

FALSE

49.

Many of the scandals on Wall Street might have been eliminated if corporate codes of conduct had outlined more clearly the consequences of unethical behavior.

TRUE

With recent scandals on Wall Street, many corporations are trying to put more teeth into their codes of conduct. NASDAQ now requires that listed companies distribute a code to all employees. German software giant, SAP, has a code statement that informs employees that violations of the code can result in consequences that affect employment, and could possibly lead to external investigation, civil law proceedings, or criminal charges. Clearly, codes of conduct are an important part of maintaining an ethical organization.

50.

An effective way to instill ethical behavior in an organization is to distribute rewards strictly on the basis of outcomes.

FALSE

A flaw in an organization reward structure may inadvertently cause individuals to act in an inappropriate manner, if rewards are seen as being distributed on the basis of outcomes, rather than the means by which goals and objectives are achieved.

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-07 Several key elements that organizations must have to become an ethical organization.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

51.

Inappropriate reward systems seldom cause individuals at all levels throughout an organization to commit unethical acts, since people are either unethical or ethical in their behavior.

FALSE

Inappropriate reward systems may cause individuals at all levels throughout an organization to commit unethical acts that they might not otherwise commit.

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-07 Several key elements that organizations must have to become an ethical organization.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

52.

Policies and procedures guide employee behavior, but are effective only if they are reinforced with specific corporation action such as enforcement and monitoring.

TRUE

Carefully developed policies and procedures guide behavior so that all employees will be encouraged to behave in an ethical manner. They must be reinforced, however, with effective communication, enforcement, and monitoring, as well as sound corporate governance practices.

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-07 Several key elements that organizations must have to become an ethical organization.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

53.

The Sarbanes-Oxley Act of 2002 does not provide legal protection to employee whistleblowers of publicly traded companies.

FALSE

The Sarbanes-Oxley Act of 2002 provides considerable legal protection to employees of publicly traded companies who report unethical or illegal practices.

AACSB: Ethics
Blooms: Understand
Learning Objective: 11-07 Several key elements that organizations must have to become an ethical organization.
Level of Difficulty: 2 Medium
Topic: Creating an Ethical Organization

Answer & Question

Tuesday, 4 June 2019

Self-regulated people are unable to create an environment of trust and fairness, where political behavior and infighting are sharply reduced and productivity tends to be high.

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