Ethics In Business Flashcards, test questions and answers

1. (p. 317) Business ethics concerns A. Developing a consensus among companies worldwide as to what ethical principles that businesses should be expected to observe in the course of conducting their operations B. What ethical behaviors should be expected of company personnel in the course of doing their jobs C. The application of general ethical principles and standards to the actions and decisions of companies and the behavior of company personnel D. Developing a special set of ethical standards for businesses to observe in conducting their affairs E. Picking and choosing among the consensus ethical standards of society to arrive at a set of ethical standards that apply directly to operating a business

2. (p. 317) Ethical principles in business A. Deal chiefly with the actions and behaviors required to operate companies in a socially responsible manner B. Deal chiefly with the rules each company's top management and board of directors make about "what is right" and "what is wrong." C. Are not materially different from ethical principles in general D. Are generally less stringent than the ethical principles for society at large E. Are generally more stringent than the ethical principles for society at large

3. (p. 317) Ethical principles as they apply to business conduct and business decisions A. Deal chiefly with standards a company has (and that are elaborated in its code of ethics) about what is right and wrong insofar as the conduct of its business is concerned and about what behaviors are expected of company personnel B. Deal chiefly with the behaviors that a company's board of directors expects of all company personnel in both their conduct on-the-job and their conduct off-the-job C. Involve the rules a company's top management and board of directors make about "what is right" and "what is wrong." D. Are not materially different from ethical principles in general E. Are generally less stringent than the ethical principles for society at large because it is well understood that businesses should not be expected to operate any differently than what the law requires of them

4. (p. 318) Notions of right and wrong, fair and unfair, moral and immoral, ethical and unethical A. Vary enormously from religion to religion and country to country across the world B. Are present in all societies, organizations and individuals; some of the most important concepts of what is right and what is wrong (being truthful, integrity of character, not cheating or stealing, treating people with dignity and respect) resonate with people of most cultures and religions and are thus universal C. Ultimately depend on the circumstances—nothing is really black or white when it comes to ethical standards D. Are governed mainly by the thinking and writings of religious clerics at the School of Morally Correct Thinking and Behavior in Geneva, Switzerland E. Ultimately depend on a person's own values and beliefs

5. (p. 318) The contentions that (1) many of the same standards of what's ethical and what's unethical resonate with peoples of most societies regardless of local traditions and cultural norms and (2) to the extent there is common moral agreement about right and wrong actions, common ethical standards can be used to judge the conduct of personnel at companies operating in a variety of country markets and cultural circumstances are defining beliefs of A. The school of ethical relativism B. The school of ethical universalism C. Integrated social contracts theory D. The School of Morally Correct Thinking and Behavior in Paris, France E. The Global Code of Ethical and Social Morality developed in 1925 at a worldwide convention of distinguished religious clerics

6. (p. 319) The contention that since different societies and cultures have divergent values and standards of right and wrong it is appropriate to judge behavior as ethical/unethical in the light of local customs and social mores rather than according to a single set of ethical standards A. Defines what is meant by "ethical relativism." B. Defines what is meant by "ethical universalism." C. Is the foundation of integrated social contracts theory D. Is the basis for the theory of ethical variation E. Is the guiding principle of the Global Code of Ethical and Social Morality created by the United Nations

7. (p. 322) The contention that ethical standards should be governed both by (1) a limited number of universal ethical principles that are widely recognized as putting legitimate ethical boundaries on actions and behavior in all situations and (2) the circumstances of local cultures, traditions and shared values that further prescribe what constitutes ethically permissible behavior and what does not are the basic principles of A. The school of ethical relativism B. The school of ethical universalism C. Integrated social contracts theory D. The School of Morally Correct Thinking and Behavior based in Rome, Italy E. The Global Code of Ethical and Social Morality developed by the United Nations

8. (p. 318) The school of ethical universalism holds that A. Concepts of right and wrong are absolute and leave no room for deviation from country to country or circumstance to circumstance B. Concepts of right and wrong are universal within countries but not across countries and cultures C. Concepts of right and wrong are governed by the Global Code of Ethical and Social Morality D. Some concepts of what is right and what is wrong resonate with peoples of most societies regardless of local traditions and cultural norms—hence common ethical standards can be used to judge the conduct of personnel at companies operating in a variety of country markets and cultural circumstances E. All societies and countries apply essentially the very same set of universally-defined ethical principles of right and wrong in judging individual behavior

9. (p. 318) According to the school of ethical universalism, A. Concepts of what constitutes ethical behavior and unethical behavior are dictated by subjectively-provable moral principles but not by objectively-provable moral principles B. Concepts of right and wrong are universal within countries/societies but not across countries or cultures C. Concepts of what is ethical and what is unethical are universal and absolute, leaving no room for deviation from country to country or circumstance to circumstance D. To the extent there is common moral agreement about right and wrong actions and behaviors across multiple cultures and countries, there exists a set of universal ethical standards to which all societies, all companies and all individuals can be held accountable E. All societies and countries are obligated to apply universally-defined ethical principles of right and wrong as set forth in the Global Code of Ethical Behavior adopted by 150 nations of the world

10. (p. 318) According to the school of ethical universalism, A. Universal ethical principles or norms put limits on what actions and behaviors fall inside the boundaries of what is right and which ones fall outside—such universal norms include honesty or trustworthiness, respecting the rights of others, practicing the Golden Rule, avoiding unnecessary harm to workers or to the users of the company's product or service and respect for the environment B. All societies and countries are obligated to apply universally-defined ethical principles of right and wrong as set forth in the Global Code of Ethical and Social Morality (which is subscribed to by 150 nations of the world) C. All societies and countries apply essentially the very same set of universally-defined ethical principles of right and wrong in judging the ethical correctness of business behavior D. It is only fair that the standards of what's ethical and what's unethical be applied universally to all businesses in all countries irrespective of local business traditions and local business norms E. The standards of what constitutes ethical and unethical behavior in business situations are partly universal, but in the main are governed by local business norms

11. (p. 318) If one concurs with the school of ethical universalism, then one believes that A. Many basic moral standards travel well across cultures and countries and really do not vary significantly according to local cultural beliefs, social mores, religious convictions and/or the circumstances of the situation B. Since ethical standards are subjectively-determined rather than objectively-determined, each company has a window within which it can define and implement its own ethical principles of right and wrong C. What is deemed right or wrong, fair or unfair, moral or immoral, ethical or unethical in business situations should be judged in light of local customs and social mores and can legitimately vary from one culture or nation to another D. Each country should have some degree of latitude in setting its own ethical standards for judging the ethical correctness of business actions/behaviors within its borders E. Concepts of right and wrong as they apply to business behavior are always varying shades of gray, never absolute (i.e. black or white)

12. (p. 318) The strength of the beliefs underlying ethical universalism is that A. Ethical universalism recognizes the obvious—basic moral standards vary significantly according to local cultural beliefs, local religious beliefs and social mores B. Ethical standards are objectively-determined by religious and moral experts C. What is deemed right or wrong, fair or unfair, moral or immoral, ethical or unethical is (or should be) grounded in religious doctrine and applied strictly to all business situations D. It draws upon the collective views of multiple societies and cultures to put some clear boundaries on what constitutes ethical business behavior and what constitutes unethical business behavior no matter what country market or culture a company or its personnel are operating in E. It leaves no room for thinking that concepts of right and wrong can be varying shades of gray— they are always absolute and unambiguous

13. (p. 319) The school of ethical relativism holds that A. What constitutes ethical or unethical conduct varies according to the religious convictions of each society or each culture within a country B. When there are cross-country or cross-cultural differences in what is deemed fair or unfair, what constitutes proper regard for human rights and what is considered ethical or unethical in business situations, it is appropriate for local moral standards to take precedence over what the ethical standards may be elsewhere C. Concepts of right and wrong are always governed by business norms in each country, culture or society D. Concepts of right and wrong are always a function of each individual's own set of values, beliefs and ethical convictions E. Concepts of right and wrong as they apply to business behavior are always varying shades of gray, never absolute (i.e. black or white)

14. (p. 319) According to the school of ethical relativism, A. Concepts of ethically right and ethically wrong are relative across countries and cultures but are universal within countries or cultures B. Individuals and businesses have a basic right to "moral free space" and that it is inappropriate to specify ethically permissible and ethically impermissible actions and behaviors C. There are important occasions when local cultural norms and the circumstances of the situation determine whether certain behaviors are right or wrong D. Concepts of right and wrong as applied to business situations are always a function of each company's own set of values, beliefs and ethical convictions (as stated in the company's code of ethical conduct) E. Standards of what is ethically right and ethically wrong as applied to business behavior are determined solely by whatever business norms prevail in a particular country/culture/society and these business norms are certain to vary across countries/cultures/societies

15. (p. 319) According to the advocates of ethical relativism, A. If the use of underage labor and/or the payment of bribes/kickbacks are acceptable in a particular culture/society/country, then a case can be made that it is morally correct and ethical for a company to use underage labor or pay bribes/kickbacks in conducting its business activities in that culture/society/country B. Each company should have the flexibility to set its own standards for deciding whether the use of underage labor and/or the payment of bribes/kickbacks are ethically acceptable or not C. If the use of underage labor and/or the payment of bribes/kickbacks are legal in a particular country, then it is morally correct and ethical for a company to use underage labor in conducting its business activities in that country, no matter what the legality of using underage labor or paying bribes/kickbacks happens to be in other countries D. Each industry should have the flexibility to set its own standards for deciding whether the use of underage labor and/or the payment of bribes/kickbacks are ethically acceptable or not E. It is very clear that the use of underage labor or the payment of bribes and kickbacks are ethically impermissible—local customs, behavioral norms and traditions absolutely cannot be taken into account

16. (p. 319) A belief in ethical relativism leads to the conclusion that A. Since ethical standards are subjective, it is perfectly appropriate for each company to define and implement its own ethical principles of right and wrong as concerns the use of underage labor and the payment of bribes and kickbacks B. Ethical standards are determined objectively (rather than subjectively) C. Whether the use of underage labor and the payment of bribes/kickbacks should be deemed ethical or unethical depends on the moral standards, values, beliefs, convictions and business norms that prevail in particular cultures, societies, countries or circumstances D. Ethical standards are objective and universal—thus whether the use of underage labor and the payment of bribes and kickbacks should be deemed ethical or unethical definitely is not dependent on the moral standards, values, beliefs, convictions and business norms that prevail in particular cultures, societies, countries or circumstances E. Standards of right and wrong are governed by what is legal in a given country—thus whether the use of underage labor and the payment of bribes and kickbacks is ethical or unethical is governed by local law

17. (p. 319 - 321) If one accepts the tenets of the school of ethical relativism, then it follows that A. There are multiple sets of ethical standards rather than a single universal set B. At least some ethical standards are governed by local norms, religious doctrines and social customs rather than by absolute standards of right and wrong C. What constitutes ethical or unethical behavior on the part of businesses must in some cases be judged in the light of local customs and social mores D. It is inappropriate to hold businesses accountable for observing a universal set of ethical standards E. All of the above

18. (p. 321) Companies that adopt the principle of ethical relativism in providing ethical guidance to company personnel A. Base their standards of what is ethical and what is unethical on the Global Code of Ethical Conduct first developed in 1935 and since subscribed to by the governments of 180 countries B. Quickly find themselves on a slippery slope with no higher order moral compass if they operate in countries where ethical standards vary considerably from country to country C. Have no fair way to judge the ethical correctness of the conduct of company personnel D. Have a one-size-fits-all set of ethical standards E. End up allowing each company employee to determine what set of ethical standards to observe

19. (p. 319) According to the ethical relativism school of thinking, A. There can be no one-size-fits-all set of authentic ethical norms against which to gauge the conduct of company personnel B. A company should have a different set of ethical standards for each country in which it operates C. Only respected religious experts can provide companies with a higher order moral compass D. The best source of ethical standards in each country where the company operates is that country's adopted Code of Required Ethical Conduct E. Since there can be no one-size-fits-all set of authentic ethical norms it is appropriate for each company to hold company personnel to observing the company's code of ethical conduct

20. (p. 319) Paying bribes and kickbacks to grease business transactions A. Violates ethical principles of right and wrong in all countries B. Is ethically acceptable according to the principle of ethical universalism and ethically unacceptable according to the principle of ethical relativism C. Is acceptable to immoral managers but not to amoral managers D. Is one of the thorniest ethical problems that multinational companies face because paying bribes is normal and customary in some countries and ethically or legally forbidden in others E. Is more acceptable in dealing with a company's suppliers than in dealing with a company's customers

21. (p. 319 - 320) Multinational companies that forbid the payment of bribes and kickbacks in their codes of ethical conduct and that are serious about enforcing this prohibition A. Are generally advocates of the ethical relativism school of thought B. Are misguided in their efforts because bribes and kickbacks are really no different from tipping for service at restaurants—whether you tip for service at dinner or make payments to government officials to get goods through customs or give kickbacks to customers to retain their business, you pay for a service rendered C. Still have considerable difficulty in preventing the payments of bribes and kickbacks when such payments are entrenched as normal and customary in locations where they do business D. Are out-of-step with business reality given that the preponderance of company managers are immoral E. Are in a distinct minority compared to companies that view the payment of bribes and kickbacks as a legitimate or permissible practice

22. (p. 319 - 322) Which one of the following statements about the ethical relativism school of thinking is false? A. In a multinational company, application of ethical relativism equates to multiple sets of ethical standards B. There are few absolutes when it comes to business ethics and thus few ethical absolutes for consistently judging a company's conduct in various countries and markets C. The best and fairest way for a multinational company to approach the enforcement of ethical standards companywide is to reject ethical universalism and pursue ethical relativism D. A company that adopts the principle of ethical relativism and holds company personnel to local ethical standards necessarily assumes that what prevails as local morality is an adequate guide to ethical behavior—this assumption is ethically dangerous E. According to the ethical relativism school of thinking, a "one-size-fits-all" template for judging the ethical appropriateness of business actions and the behaviors of company personnel does not exist

23. (p. 322) According to integrated social contracts theory, the ethical standards a company should try to uphold A. Are governed by the school of ethical universalism B. Are governed both by (1) a limited number of universal ethical principles that are widely recognized as putting legitimate ethical boundaries on actions and behavior in all situations and (2) the circumstances of local cultures, traditions and shared values that further prescribe what constitutes ethically permissible behavior and what does not—but universal norms always take precedence over local ethical norms C. Are governed by each country's Code of Required Ethical Conduct—which sets forth that each individual/group/business/organization has a "social contract" to observe the ethical and moral standards that the country has adopted D. Should be determined by the company's moral managers E. Should never be absolute but rather always provide some wiggle room according to the circumstances of the situation

24. (p. 322 - 323) According to integrated social contracts theory, A. Universal ethical principles apply in those situations where most all societies—endowed with rationality and moral knowledge—have common moral agreement on what is wrong and thereby put limits on what actions and behaviors fall inside the boundaries of what is right and which ones fall outside B. Commonly held views about what is morally right and wrong form a "social contract" (or "contract with society") that is binding on all individuals, groups, organizations and businesses in terms of establishing right and wrong and in drawing the line between ethical and unethical behaviors C. Universal ethical principles or norms leave some "moral free space" for the people in a particular country (or local culture or even a company) to make specific interpretations of what other actions may or may not be permissible within the bounds defined by universal ethical principles D. Universal ethical norms always take precedence over local ethical norms E. All of the above

25. (p. 322 - 323) Which one of the following is not a key element of integrated social contracts theory? A. Universal ethical principles apply in those situations where most all societies—endowed with rationality and moral knowledge—have common moral agreement on what is wrong and thereby put limits on what actions and behaviors fall inside the boundaries of what is right and which ones fall outside B. Commonly held views about what is morally right and wrong form a "social contract" (contract with society) that is binding on all individuals, groups, organizations and businesses in terms of establishing right and wrong and in drawing the line between ethical and unethical behaviors C. Universal ethical principles or norms leave some "moral free space" for the people in a particular country (or local culture or even a company) to make specific interpretations of what other actions may or may not be permissible within the bounds defined by universal ethical principles D. Universal ethical norms always take precedence over local ethical norms E. Integrated social contracts theory rejects the slippery slope of ethical relativism and embraces ethical universalism

26. (p. 322) Integrated social contracts theory maintains that A. There is no such thing as "moral free space"—all ethical standards are determined by societal norms and individuals have an implied social contract to live up to these standards B. Few nations or cultures have common moral agreement on what is ethically right and wrong C. There should be no absolute limits put on what actions and behaviors fall inside the boundaries of what is ethically or morally right and which actions/behaviors fall outside D. Universal ethical norms always take precedence over local ethical norms E. Each country/culture/society has commonly held views about what constitutes ethically appropriate actions/behaviors; these common standards of what is ethical and what is not combine to form a "social contract" that all individuals in that country/culture/society are obligated to observe

27. (p. 322) The strength of integrated social contracts theory is that it A. Correctly recognizes all soundly-reasoned ethical standards are universal B. Accommodates the best parts of ethical universalism and ethical relativism C. Puts no absolute limits on what actions and behaviors fall inside the boundaries of what is ethically or morally right and which actions/behaviors fall outside D. Recognizes the importance of allowing local ethical norms to always take precedence over universal ethical norms E. Recognizes that individuals and businesses have a basic right to "moral free space" and that it is inappropriate to specify ethically permissible and ethically impermissible actions and behaviors

28. (p. 323 - 324) The three categories of managers that stand out with regard to the beliefs and commitments they have to ethical and moral principles in business affairs are: A. Ethical managers, socially responsible managers and crooked managers B. Mostly ethical managers, somewhat unethical managers and ethically corrupt managers C. Ethically-principled managers, ethically-unprincipled managers and ethically-neutral managers D. Moral managers, amoral managers and immoral managers E. Ethically responsible managers, ethically irresponsible managers and ethically unconcerned managers

29. (p. 323 - 324) The categories of managerial morality include: A. Honorable managers, dishonorable managers and totally corrupt managers B. Mostly ethical managers, somewhat ethical managers and totally unethical managers C. Ethically-principled managers, ethically-unprincipled managers and if-it-is-legal-then-it-is- ethical managers ( the latter type of manager believes that ethics don't really apply to business— their view is that anything that is legal is also ethical) D. Managers with lots of integrity, managers with some integrity and managers with no integrity E. Moral managers, immoral managers and amoral managers

30. (p. 323) Moral managers A. Are ethically principled B. See themselves as stewards of ethical behavior and believe it is important to exercise ethical leadership C. Pursue success within the letter and spirit of what is considered ethical and legal D. View what is legal as the ethical minimum and have a habit of operating at well above what the law requires E. All of the above

32. (p. 324) An immoral manager is one who A. Is ethically-principled most of the time but who might stoop to unethical behavior if there's low risk of discovery and the action or decision has a sizable positive effect on company profitability B. Has no regard for so-called ethical standards in business and pays no attention to ethical principles in making decisions and conducting the company's business—an immoral manager is driven by greed and self-gain and won't hesitate to violate ethical principles if it is in his/her best interest to do so C. Is ethically unprincipled but nonetheless usually observes ethical standards for fear of get caught and fired D. Believes that ethical standards violate the principle of moral free space and therefore are illegitimate E. Strongly believes that it is ethical to do whatever is legal

33. (p. 324) An intentionally amoral manager is one who A. Is ethically-principled most of the time but who knowingly and willingly stoops to unethical behavior if there's low risk of discovery and the action or decision has a sizable positive effect on company profitability B. Deliberately and maliciously violates ethical principles on a regular basis C. Believes business and ethics are not to be mixed because different rules apply in business as compared to other realms of life D. Views the observance of high ethical standards (doing more than what is required by law) as too Sunday-schoolish for the tough competitive world of business, even though observing some higher ethical considerations may be appropriate in life outside of business E. Strongly believes that whatever is legal is also ethical

34. (p. 324) An unintentionally amoral manager is one who A. Is ethically-principled most of the time but who is also prone to being unethical when there's low risk of being discovered and/or it is in their best interests B. Holds firmly to the view that anything goes, so long as actions and behaviors are not clearly ruled out by prevailing legal and regulatory requirements C. Strongly believes in the integrated social contract theory approach to ethics in business D. Strongly believes in ethical relativism E. Strongly believes in ethical universalism

35. (p. 325) The best available evidence indicates that the average manager in the whole population of managers is A. Ethically corrupt B. Ethically amoral most of the time but may slip into a moral or immoral mode based on a variety of impinging factors and circumstances C. Mostly ethical D. Ethically moral and is fairly steadfast in taking ethically correct positions E. Ethically immoral and unprincipled, especially when the chances of being discovered are slim; however, in public, the average manager is prone to give every appearance of being ethically principled and to profess support for ethically correct behavior

36. (p. 324 - 325) By some accounts, the population of managers is said to be A. Distributed among moral, immoral and amoral managers in a bell-shaped curve, with immoral managers and moral managers occupying the two tails of the curve and amoral managers, especially the intentionally amoral managers, occupying the broad middle ground B. Composed of mostly ethically moral managers but perhaps a third of all managers slip into an immoral or unethical mode in certain circumstances C. About 15% highly ethical, 50% mostly ethical and 35% ethically corrupt D. About 20% highly ethical, 60% mostly ethical and 20% mostly unethical E. About one-third highly ethical, one-third mostly ethical and one-third mostly unethical

37. (p. 325) Based on data from the Global Corruption Report sponsored by Transparency International, A. Corruption in emerging country markets is relatively low compared to the rest of the world B. Business managers are more corrupt on average than government officials C. Corruption among public officials and in business transactions is widespread across the world D. Bribery occurs most often in the automotive industry, the drug and pharmaceutical industry and in the apparel industry E. The ethically "cleanest" industries are public works contracts and construction, the arms and defense industry and the oil and gas industry

38. (p. 328) The consequences of pursuing a strategy which has unethical or shady components include A. Sharp drops in the stock prices of companies found to be engaging in unethical behavior B. Frequently devastating hits to the company's reputation C. Incurring potentially large fines for companies found to have engaged in unethical behavior D. A potential of criminal indictments and jail sentences for company executives E. All of the above

39. (p. 328) One of the biggest reasons for company managers to craft ethical strategies is A. The importance of not embarrassing company shareholders B. The scandals, fines, hits to a company's reputation and consequences for executives that come from C. Being put in the public limelight for unethical behavior C. The imperative of having a strategy that fully complies with the company's code of ethics D. The requirement for every company's strategy to pass the moral scrutiny of the company's board of directors E. So that they can escape the anguish of feeling guilty should their company be called on the carpet for engaging in actions/behaviors that some parts of society believe are "out of bounds."

40. (p. 328) The major drivers of unethical managerial behavior include A. Greed, atheism, pervasive managerial immorality and a general lack of scruples on the part of top executives regarding how customers and suppliers should be treated B. Ethically corrupt corporate cultures and overzealous or obsessive pursuit of wealth accumulation, power, status and other selfish interests C. Widespread managerial belief in the ethical relativism school of thinking D. An aversion to ethical correctness on the part of top executives and a belief that unethical behavior is unimportant and probably won't be discovered E. Intense competitive pressures

41. (p. 328) Unethical managerial behavior tends to be driven by such factors as A. The pervasiveness of immoral and amoral businesspeople B. Overzealous pursuit of personal gain, wealth and other selfish interests C. A company culture that puts the profitability and good business performance ahead of ethical behavior D. Heavy pressures on company managers to meet or beat earnings targets E. All of these

42. (p. 328) Which one of the following is not one of the major drivers of unethical managerial behavior? A. Intense competitive pressures B. Overzealous pursuit of personal gain, wealth and other selfish interests C. A company culture that puts the profitability and good business performance ahead of ethical behavior D. Heavy pressures on company managers to meet or beat earnings targets E. The pervasiveness of immoral and amoral businesspeople

43. (p. 333) The stance a company takes in dealing with or managing ethical conduct at any given point in time can take such basic forms as A. The unconcerned or non-issue approach, the damage control approach, the compliance approach and the ethical culture approach B. The amoral approach, the immoral approach and the ethically-principled approach C. The ethically incorrect approach, the ethically correct approach and the socially responsible approach D. The noncompliance approach, the compliance approach, the public interest approach and the cultural norm approach E. The empowered employee approach, the cultural values approach and the authoritarian approach

44. (p. 333) Which of the following is not a stance a company can take in dealing with or managing ethical conduct at any given point in time? A. The unconcerned or non-issue approach B. The damage control approach C. The socially responsible approach D. The ethical culture approach E. The compliance approach

45. (p. 334 - 336) The unconcerned or non-issue approach to dealing with or managing ethical conduct A. Is prevalent at companies whose executives ascribe to the view that trying to enforce ethical standards above and beyond what is legally required is a non-issue because businesses are entitled to conduct their affairs in whatever manner they wish so long as they comply with the letter of what is legally required B. Is perfectly suited for ethically-principled companies where company personnel are highly accustomed to behaving in an ethical fashion (because at such companies, ethical behavior is mostly a non-issue) C. Is favored at companies whose managers fear scandal and are desirous of containing any adverse fallout from claims of unethical actions by company personnel D. Is favored at companies whose managers are moral and have ethically upstanding reputations E. Is appropriate for companies who have a deeply-planted ethical culture

46. (p. 336) The damage control approach to dealing with or managing ethical conduct A. Is prevalent at companies whose executives are moral and want to put on a public face of being ethically-principled B. Is perfectly suited for ethically-principled companies where company personnel are highly accustomed to behaving in an ethical fashion (because at such companies any ethical lapses are easily subject to damage control) C. Is favored at companies whose managers are wary of scandal and adverse public relations fallout that could cost them their jobs or tarnish their careers D. Is appropriate for companies whose managers are highly concerned about having ethically upstanding reputations E. Is well-suited for companies with no history of ethical problems

47. (p. 336) Which of the following is not accurate as concerns the damage control approach to dealing with or managing ethical conduct? A. The damage control approach is well-suited for companies with no history of ethical problems B. Pany executives that practice the damage control approach are prone to look the other way when ady or borderline behavior occurs—adopting a kind of "See no evil, hear no evil, speak no evil" stance (except when exposure of the company's actions put executives under great pressure to redress any wrongs that have been done) C. Damage control approach is favored at companies whose managers are wary of scandal and adverse public relations fallout that could cost them their jobs or tarnish their careers D. Panies that practice the damage control approach often have a code of ethics that exists mainly as nice words on paper, but company personnel do not operate within a strong ethical context— there's a notable gap between talking ethics and walking ethics E. Executives at companies that practice the damage control approach are prone to making token gestures to police compliance with codes of ethics; they also rely heavily on all sort of "spin" to help extricate the company or themselves from claims that the company's strategy has unethical components or that company personnel have engaged in unethical practices

48. (p. 336 - 337) The compliance approach to dealing with or managing ethical conduct A. Is perfectly suited for ethically-unprincipled companies where company personnel must be spurred into complying with the company's ethical standards B. Is favored at companies whose managers (1) lean toward being somewhat amoral but recognize the value of having ethically upstanding reputations or (2) are moral and see strong compliance methods as the best way to impose and enforce ethical rules and high ethical standards C. Is favored at companies whose managers fear scandal and want to put on a public face of being ethical; they like having some compliance methods in place so they can give the appearance of trying to be ethical (although they are deliberately lax in pushing compliance and punishing unethical conduct) D. Is favored at companies whose managers are immoral but who see having cosmetic compliance methods in place as a safeguard against scandal E. Is perfectly suited for companies that have had a code of ethics for 10 years or more and that want to spend little top management time exhorting company personnel to be ethical in the actions and behavior

49. (p. 337) The ethical culture approach to dealing with or managing ethical conduct A. Is favored at companies where top managers are very concerned about gaining employee buy-in to the company's ethical standards, business principles and corporate values and see the company's code of ethics and/or its statement of corporate values as integral to the company's identity and ways of operating B. Works well in companies desirous of pursuing light ethics compliance C. Is favored at companies whose managers want to maintain the appearance of an ethical culture to help shield the company from scandal, adverse publicity and possible unethical conduct on the part of company personnel D. Is favored at companies whose managers are amoral yet highly concerned about maintaining the appearance of being ethically upstanding E. Is perfectly suited for companies that have had a code of ethics for 10 years or more and that want to spend little top management time exhorting company personnel to be ethical in the actions and behavior

50. (p. 337) Which one of the following is not a key trait of the ethical culture approach to dealing with or managing ethical conduct? A. The ethical culture approach is favored at companies where top managers are very concerned about gaining employee buy-in to the company's ethical standards, business principles and corporate values and see the company's code of ethics and/or its statement of corporate values as integral to the company's identity and ways of operating B. The ethical culture approach makes little use of either a code of ethics or ethics compliance procedures C. There are strong peer pressures from coworkers to observe ethical norms D. Compliance procedures need to be an integral part of the ethical culture approach to help send the message that management takes the observance of ethical norms seriously and that behavior that fall outside ethical boundaries will have negative consequences E. The integrity of the ethical culture approach depends heavily on the ethical integrity of the executives who create and nurture the culture

51. (p. 334 - 337) Which of the following statements is false as concerns the various approaches company managers can take in dealing with or managing ethical conduct? A. Companies that adopt a compliance mode usually do such things as making the company's code of ethics a visible and regular part of communications with employees, having ethics training programs, appointing a chief ethics officer or ethics ombudsperson, giving guidance to employees on ethics matters, instituting formal procedures for investigating alleged ethics violations, conducting ethics audits to measure and document compliance and giving ethics awards to employees for outstanding efforts to create an ethical climate and improve ethical performance B. Companies using the damage control approach usually make some concession to window- dressing ethics, going so far as to adopt a code of ethics (so their executives can point to it as evidence of their ethical commitment should any ethical lapses on the company's part be exposed) C. One of the weaknesses of the compliance approach is that moral control resides in the company's code of ethics and in the ethics compliance system rather than in an individual's own moral responsibility for ethical behavior and in strong peer pressures for ethical behavior D. The main objective of the compliance approach is to protect against adverse publicity and any damaging consequences brought on by headlines in the media, outside investigation, threats of litigation, punitive government action or angry or vocal shareholders E. Companies using the unconcerned or non-issue approach ascribe to the view that ethics has no place in the conduct of business and that companies should not be morally accountable for their actions

52. (p. 336) One of the big difficulties and challenges that a company encounters in using the "damage control" approach to dealing with or managing ethics-related issues and ethics conduct is A. Writing a code of ethics that looks strong but is really pretty weak in terms of ethical principles B. Credibility problems with stakeholders and susceptibility to ethical scandal C. A proliferation of ethical rules and guidelines to avoid public scandal D. That the locus of moral control is shifted to individual employees E. How to discreetly signal employees that the company's code of ethics will be lightly enforced if at all

53. (p. 336 - 337) One of the big difficulties and challenges that a company encounters in using the "compliance" approach to dealing with or managing ethics-related issues and ethics conduct is A. Writing compliance procedures that look strong but really are pretty weak in terms of pushing people to observe the espoused ethical standards B. Inability to deter inherently immoral company personnel from breaking the rules C. A proliferation of ethical rules and guidelines and an environment where employees come to rely on the existing rules for moral guidance—a condition that fosters a mentality of what is not forbidden is allowed D. That the locus of moral control is shifted to individual employees and away from top management E. Being clever in signaling employees that the company's code of ethics is mere window-dressing and that employees should not expect that top executives will "walk the talk" and actually practice what they preach

54. (p. 337) One of the big difficulties or challenges that a company encounters in using the "ethical culture" approach to dealing with or managing ethics-related issues and ethics conduct is A. Relying too heavily on peer pressures and cultural norms to enforce the espoused ethical standards and underutilizing compliance enforcement procedures B. The lack of strong compliance procedures to deter morally corrupt company personnel from deliberately flaunting cultural norms and engaging in unethical behavior C. Overemphasizing the creation of a work climate where everyone is an ethics watchdog and whistle-blowing is required D. That the locus of moral control is the company's code of ethics E. Greater susceptibility to ethical scandal

55. (p. 338) A company that is concerned about the recent raft of corporate scandals and aggressive enforcement of anticorruption legislation (such as the Sarbanes-Oxley Act of 2002) might well be inclined to shift it's a approach to dealing with or managing ethics-related issues and ethics conduct A. From an "ethical culture" approach to a "damage control" approach B. From an "unconcerned/nonissue" approach to a "damage control" approach C. From an "compliance" approach to a "damage control" approach D. From a "damage control" or an "unconcerned/nonissue" approach to a "compliance" approach E. From an "damage control" approach to a "ethical culture" approach

56. (p. 338) A company's strategy needs to be ethical because A. Of the dangers that top management will get embarrassed if the company's unethical behavior is publicly exposed B. A strategy that is unethical in whole or in part is morally wrong and reflects badly on the character of the company personnel involved C. Everyone is an ethics watchdog and somebody is sure to blow the whistle on the company's unethical behavior D. Of the risks of getting caught and prosecuted by governmental authorities if an unethical strategy is used E. Unethical strategies are inconsistent with or else weaken the corporate culture

57. (p. 338) Which of the following represents a justifiable reason for why a company's strategy should be ethical? A. .An unethical strategy reflects badly on the character of the company personnel involved B. A strategy that is unethical in whole or in part is morally wrong C. Pursuing an unethical strategy damages a company's reputation and can have costly consequences D. An ethical strategy is good business and is in the best interest of shareholders E. All of these

John is sales manager for Kleen 'N Brite Products, Inc. Compared to John's personal activities, his business activities most likely involve a. more complex ethical issues. b. no ethical issues. c. simpler ethical issues. d. the same ethical issues.

In studying the legal environment of business, Professor Dooley's students also review ethics in a business context. Ethics includes the study of what constitutes a. fair or just behavior. b. financially rewarding behavior. c. legal behavior. d. religious behavior.

Mariah works in the public relations department of New Trends Sales Company. Her job includes portraying New Trends's activities in their best light. In this context, ethics consist of a. a different set of principles from those that apply to other activities. b. the same moral principles that apply to non-business activities. c. those principles that produce the most favorable financial outcome. d. whatever saves New Trends's "face."

Lia works for Media Marketing Company. Her job includes putting "spin" on the firm's successes and failures. In this context, ethics consist of a. "bad" versus "good" publicity. b. questions of rightness and wrongness. c. the firm's quarterly revenue. d. whatever is legal.

Any decision by the management of Fast-Food Franchise Corporation may significantly affect its a. operators only. b. operators, owners, suppliers, the community, or society as a whole. c. owners only. d. suppliers, the community, or society as a whole only.

Bess runs Creditors Asset Recovery. She recruits clients by misrepresenting the facts and pretending to be licensed in various occupations in Michigan. Bess's conduct most likely warrants a. an ethical admonishment but no other sanctions. b. an injunction plus other sanctions. c. no sanctions but no praise. d. praise for her aggression in recovering the assets of "deadbeat" debtors.

Peak & Vale Accountants provides other firms with accounting services. Questions of what is ethical involve the extent to which Peak & Vale has a. a legal duty beyond those duties mandated by ethics. b. an ethical duty beyond those duties mandated by law. c. any duty beyond those mandated by both ethics and the law. d. any duty when it is uncertain whether a legal duty exists.

DeLouse Plastics Corporation pays its executives an excessive amount relative to other employees and to what executives at competitive companies are paid. This is most likely to be challenged as a. illegal and unethical. b. illegal only. c. neither illegal nor unethical. d. unethical only.

Housemate, Inc., makes and sells a variety of household products. With a fair amount of certainty, Housemate's decision makers can predict whether a given business action would be legal in a. all situations. b. many situations. c. no situations. d. practically no situations

Sharon, the human resources director for Tempo Corporation, at¬tempts to comply with the law in dealing with applicants and employ¬ees. One of the challenges Sharon faces is that the legality of an action is a. always clear. b. never clear. c. sometimes clear. d. usually clear.

Kennedy Capital Corporation provides other firms with funds to expand op¬erations. If Kenney strictly complies with existing laws, the firm will a. fulfill all business ethics obligations. b. fulfill no business ethics obligations. c. fulfill some business ethics obligations. d. not need to fulfill any business ethics obligations.

Eden, the chief executive officer of Flo-Thru Piping Corporation, wants to en¬sure that Flo-Thru's activities are legal and ethical. The best course for Eden and Flo-Thru is to act in a. good faith. b. ignorance of the law. c. regard for the firm's shareholders only. d. their own self interest.

In business deals, Felipe, the chief executive officer of Glazed Donuts, Inc., follows duty-based ethical standards. These are most likely derived from a. a corporate ethics code. b. a cost-benefit analysis. c. philosophical reasoning. d. the law.

Flexo Trucking Company transports hazard¬ous waste. Garn is a Flexo driver, whom the company knows drives longer hours than federal regulations permit. One night, Garn exceeds the limit and has an accident. Spilled chemicals contaminate Hill City's water source, forcing the residents to move away. Flexo acted unethically because a. Flexo showed reckless disregard for Hill City's residents and others. b. Garn exceeded the federal time limit. c. harm was caused by an unfortunate accident. d. Hill City should have better protected its water source.

Tilly, the chief financial officer for USA Products Corporation, at¬tempts to apply Christian precepts in making ethical decisions and in do¬ing business. In applying duty-based ethical standards that are derived from a religious source, Tilly would consider the motive behind an act to be a. irrelevant. b. the least important consideration. c. the most important consideration. d. the only consideration.

Global Distribution Corporation suggests that its employees apply the "categorical imperative" to ethical issues that arise at work. This re¬quires that the employees a. categorize the issues according to legality, morality, and profitability. b. consider only the benefits that would accrue to them personally. c. look only at the result, regardless of the means to attain it. d. weigh the consequences that would follow if everyone acted the same.

Lyle, vice-president of sales for Mi-T Electric, Inc., adheres to Judeo-Christian relig¬ious ethical standards. With respect to their application, these standards are a. absolute. b. analytical. c. discretionary. d. utilitarian.

Dion, an accountant for Entertainment Sports, Inc., attempts to apply a duty-based approach to ethical reasoning in conflicts that occur on the job. This approach is based on the idea that a person must a. achieve the greatest good for the most people. b. avoid unethical behavior regardless of the consequences. c. conform to society's ethical standards. d. place his or her employer's interest first.

In making business decisions, Glenda, personnel manager for HVAC Maintenance, Inc., applies his belief that all persons have fundamental rights. This is a. a religious rule. b. the categorical imperative. c. the principle of rights. d. utilitarianism.

Ryan, the owner of SuperMart Stores, Inc., adheres to the "principle of rights" theory. Under this theory, a key factor in determining whether a business decision is ethical is how that decision affects a. the right determination under a cost-benefit analysis. b. the rights of others. c. the "right" thing to do. d. the right to make a profit.

Made4U Goods, Inc., asks its employees, many of whom are mem¬bers of the National Machinists Union, to apply the utilitarian theory of ethics. This theory does not require a. a choice among alternatives to produce the maximum so¬cietal utility. b. a determination of whom an action will affect. c. an assessment of the effects of alternatives on those affected. d. the acquiring of the means of production by workers.

Solid Tool Company's decision makers view a particular risk in the use of Solid's product as open and obvious. Continuing to market the product without telling consumers of the risk could be justified from a perspective of a. duty-based ethics. b. Kantian ethics. c. rights-based ethics. d. utilitarian ethics.

Halley, a lawyer on the staff of International Group, applies the utilitarian theory of ethics in business contexts. Utilitarianism focuses on a. moral values. b. religious beliefs. c. the consequences of an action. d. the nature of an action.

Bob, research manager for CornAgri Products, Inc., ap¬plies utilitarian ethics to determine that an action is morally cor¬rect when it produces the greatest good for a. Bob. b. CornAgri. c. the fewest people. d. the most people.

In making decisions for United Merchandising Company, Vance uses a cost-benefit analysis. This is part of a. duty-based ethics. b. Kantian ethics. c. the principle of rights. d. utilitarianism.

In deciding questions of corporate social responsibility, Valley Disposal & Recycling, Inc., is concerned with a. how the corporation can best fulfill any ethical duty to society. b. the effect on corporate profits of ignoring any ethical duty to society. c. whether the corporation owes any ethical duty to society. d. all of the choices.

Chuckie, president of DrinkUp Fresh Beverages, Inc., does not ap¬ply utilitarianism to business ethical issues. One problem with utilitari¬an¬ism is that it a. gives business profits priority over production costs. b. ignores the practical costs of a given set of circumstances. c. requires complex cost-benefit analyses of simple situations. d. tends to justify human costs that many find unacceptable.

Applied Business Corporation makes and markets its products nationwide. Under the stakeholder approach, to be considered socially responsible when making a business decision, Applied must take into account the needs of a. its consumers, the community, and society only. b. its employees and owners only. c. its employees, owners, consumers, the community, and society. d. no one.

A common ethical dilemma faced by the management of General Holdings Corporation involves the effect that its decision will have on a. one group as opposed to another. b. the firm's competitors. c. the government. d. the U.S. Chamber of Commerce.

Superior Energy Corporation engages in ethical behavior solely for the purpose of get¬ting good publicity and thereby increasing profits. Superior is a. acting unethically in its pursuit of publicity. b. acting unethically in its pursuit of profits. c. acting unethically in its setting of priorities. d. not acting unethically.

Fealty Credit Corporation asks its employees to evaluate their actions and get on the ethical business decision-making "bandwagon." Guidelines for judging individual actions include all of the following except a. an individual's conscience. b. business rules and procedures. c. loopholes in the law or company policies. d. promises to others.

Spencer Hydraulics Corporation's ethics committee is asked a business ethics question—should the firm bid low to obtain a contract that it knows it can fulfill only at a higher price? A practical method to investigate and solve this question involves all of the following steps except a. absolution. b. decision. c. inquiry. d. justification.

Ethical standards would most likely be considered violated if Retail Mart Corporation deals with a company in a developing nation that a. agrees to produce goods at Retail Mart's desired price. b. goes unnoticed by "corporate watch" groups. c. exploits its workers. d. pays its workers less than the U.S. minimum wage.

Bilt-Well Construction Corporation makes a side payment to a govern¬ment official in Nigeria to obtain a contract. In the United States, this is a. illegal and unethical. b. illegal but not unethical. c. unethical but not illegal. d. legal and ethical.

To assist in detecting illegal bribes, Cut Rite Contractors, Inc., and all U.S. companies, must a. conceal financial records that reveal past bribes. b. keep records that "accurately and fairly" reflect financial activities. c. make bribes through third parties rather than directly to officials. d. permit payments to foreign officials that are unlawful in that country.

Which statement about ease of navigation is true? You should avoid using headings in information-rich and complex messages. Visual appeal should be the first consideration for all written business communications. Documents with too much text and not enough white space look daunting or cluttered. Readers are likely to be distracted by bullets and numberings in a document. In general, you should use special formatting as much as you can so your ideas stand out.

Glen is writing a memo to suggest that his company hire someone to act on its behalf in a foreign market. If he wants to improve the ease of reading of his message, which term should he use to describe that person? fiduciary executor agent procurator envoy

People reading a business message are most likely to be confused by a sentence that uses action verbs rather than passive verbs. uses active voice rather than passive voice. has parallel structure. contains redundancies to drive home the point. does not mention the subject.

Which statement about active voice and passive voice is true? The active voice diverts attention from the doer. People tend to think in a doer-action-object pattern. The active voice is best when you do not want to attribute blame. People tend to sound bossy when using the passive voice. The passive voice places the object first.

In order to ensure the completeness of a business message, one should be specific. avoid empty phrases. avoid redundancies. control paragraph length. use action verbs.

As a rule of thumb, for routine messages, the sentence length should be no more than 8 words. 15 words. 20 words. 25 words. 30 words.

People are most likely to process information quickly when writers use prepositional phrases. action verbs. the passive voice. complex words. long sentences.

Which task are you most likely to do during the first pass of proofreading? Check for grammatical errors. Look for typographical mistakes. Imagine how the audience will respond. Check for problems with the writing style. Look for issues with language mechanics.

Which of the following is most likely to improve the ease of navigation in information-rich and complex messages? using headings to convey the contents of sections avoiding the use of numbered or bulleted lists using several different font styles in the document using a new style of formatting for each section avoiding the use of too much white space

Your readers will form an immediate impression about your document based on how much

To keep your writing natural and engaging

readers may become confused.

Accuracy

People tend to think in a doer-action-object pattern

You can achieve completeness with three basic strategies

Most sentences that begin with "it is" or "there are" fail to provide a specific subject and generally contain more words than necessary.

The reviewing process includes three interrelated components

Proofreading involves

Typically, accurate information is concise. exact. wordy. redundant. general.

Which task are you most likely to do during the final pass of proofreading? Check for grammatical errors. Look for typographical mistakes. Imagine how the audience will respond. Ask yourself if you are confident in your facts. See if you have made logical errors.

Typically, the maximum length for a paragraph in a business message is 75 words. 100 words. 150 words. 200 words. 300 words.

stages of proofreading

what are buzzwords

Accuracy is the process of

Be Specific

Typically, paragraphs should contain

One primary cause of overly lengthy paragraph

One way to reduce word count and make your messages easier to read is to avoid redundancies,

Eliminating extra words allows you to get your ideas across as efficiently as possible

You will often find that you can reduce word count by 30 to 40 percent simply by converting many of your prepositional phrases into single-word verbs. Like other elements of style we have discussed already, prepositional phrases are not bad in themselves. In many cases, they are perfectly appropriate.

First, people can generally process information more quickly when writers use

Use Action Verbs When Possible

One way to immediately improve your writing is use active rather than passive voice in most sentences.

In active voice, this sentence immediately identifies the doer (Sunrise). It then uses a strong verb (provides) and proceeds to the object (free training). In passive voice, this sentence begins with the object of the action (free training), proceeds to a weak verb (is), then employs a strong verb (provided), and leaves out the doer, thus lacking the clarity of active voice

when to use active and passive

Use Parallel Language

Avoid Buzzwords and Figures of Speech

Avoid It Is/There Are

Use Headings

Ethics

Ethical Behavior

Moral Behavior

Legal Behavior

False Financial Statement

Embezzlement

Ethical Dilemma

Code of Ethics

Business Social Responsibility

Stakeholders

Companies can establish a competitive advantage by

An organization's mission

Andy is a member of high-level group within a large hospitality organization that develops and coordinates corporate strategy. Andy is likely part of a(n)

____ strategy involves the actions taken by firms to better operate in a relevant industry or market.

When organizations are downsizing the number of employees in the hierarchy, this usually involves a ____ strategy.

When a company decides to own and operate several separate companies, which strategy is being employed?

An organization made up of various businesses similar in the products or services they provide is pursuing which type of strategy?

Which adaptation model of business strategy is best used when the situation is highly stable with low uncertainty?

Which adaptation model of business strategy is characterized by ignoring the environment?

A new, medium-size hotel chain groups its personnel into different departments on the basis of individual expertise, which is called the ____ design.

Rolex, a maker of expensive, high-quality watches that convey status and luxury, follows a differentiation strategy. Therefore, an important goal of its human resource strategy will likely be to

Which of the following organizational designs is MOST likely to have few managerial levels?

Yum Brands began with three businesses: Pizza Hut, Taco Bell, and Kentucky Fried Chicken. Since its founding, the company has acquired other fast-food firms, including Long John Silver's and A&W. Which type of organization design would be most appropriate for Yum's strategy?

Which of the following was NOT identified as an organizational component affecting the formulation and implementation of human resource strategy?

The process of handling union issues and challenges is called

The principles and beliefs that shape what employees think about a company is called

The set of factors that prompt people to perform work at high levels is called

An individual's reactions to environmental factors that present excessive demands is called

The Home Depot is following an overall strategy of growth. It's the fastest-growing retailer in history, opening a new store every 43 hours. Which of the following actions is Home Depot NOT likely to use as it implements its strategy?

What is a psychological contract?

Adrienne believes that it is fine to spend one or more hours each workday talking on the phone with personal friends. Adrienne's employer disagrees. This disagreement involves which part of the psychological contract?

When Hershey family interests considered selling their Hershey Foods stock in 2001, employees were outraged. They felt betrayed and were angry and pessimistic. Which individual or interpersonal process was interfering with implementation of Hershey's strategy?

In the past, evaluations of the effectiveness of the human resource function concentrated mainly on

Companies that view their human resource function as a strategic asset should NOT evaluate HR effectiveness by investigating

Pierre would like to increase the effectiveness of human resources at his firm. What advice would you give him?

The organization's ____ is the basic reason for existence.

The top management team includes the:

____ strategies deal with how the firm manages each of its major functions such as marketing or human resources.

General Electric owns and operates are number of different businesses, which is primarily an example of a ____ strategy.

A ____ strategy occurs when a company targets a particular facet of the market.

LMNO Corporation is a U.S.-based company with four distinct businesses, including a national music and video store chain, a rap music production company, a talent agency that represents several famous rap stars, and a digital video disc (DVD) production facility that makes and records music videos on DVDs. LMNO is in the process of acquiring another company, its major music store rival BeBop Records. Because its rap stars are so famous, LMNO charges crazed fans a higher price for its music compact discs and DVD videos. The fans don't mind, as they often have the opportunity to meet the rap stars in person at various LMNO music stores throughout the year. LMNO has a policy of promotion from within as well as a no-layoff policy, and all managers are required to rotate through each business before they can be promoted.

The top management team in a company usually includes all the shareholders.

An agency problem occurs when there is a conflict between the interests of managers and the interests of shareholders.

The functional strategies help determine what businesses the firm will operate.

The stability strategy essentially maintains the status quo.

Unrelated diversity occurs when an organization expand into products that are similar to its current ones.

The adaptation model assumes that the firm should change its strategies to meet environmental characteristics.

A defender strategy works well in an environment where there is little change or uncertainty.

A cost leadership strategy is one that focuses on increasing costs and charging high prestige prices.

The three components of human resource strategy formulation are staffing, development, and compensation strategies.

The U-form, M-form, and H-form are known to be different organizational designs.