Ethics, CSR & Organizational Culture

A German employee in a U.S. firm undergoes training on conflict resolution, aligning with the company's ethics and mission, to ensure personal values match corporate values; this is an example of learning about organizational culture

Omitting key data from a financial report violates ethics.

A CSR program primarily benefits community members.

A code of ethics endorsing a green workplace is exemplified by starting an office recycling program.

An appropriate CSR initiative to show community dedication is to initiate a community technology recycling program for old computers.

Greenwashing is demonstrated when a company advertises environmentally safe practices, but the CFO blocks their adoption due to costs

Closing a local factory to shift manufacturing overseas is legal-ethical.

Authors who wrote about the negative environmental impacts of some industries drew public attention to the targeted issue.

Asking an accountant to manipulate quarterly sales results directly impacts shareholders.

Cutting costs via sub-standard materials leads to a decrease in the customer base.

The Market organizational culture focuses on accountability to shareholders, competitiveness, and productivity (Competing Values Framework).

An adhocracy culture features adjustable and entrepreneurial attributes

A hierarchy culture emphasizes process-orientation and a highly structured environment (Competing Values Framework).

A nonprofit should prioritize dedication to community service when hiring an executive director.

A person who values a team-oriented workplace and relationships with peers would fit a position that offers a friendly workplace.

An issue that has emerged for this employees is person-job fit.

A high degree of sociability and friendliness in sales job candidates indicates that Extraversion is the ideal personality component.

The Hierarchy organizational culture best suits individuals high in conscientiousness.

Companies should search for individuals that are recommended by current employees to avoid potential person-culture mismatch.

Department subcultures varying is a reality when an employee transfers between them.

Attrition occurs when there is a person-culture misalignment.

Hiring employees who fit the company culture may help Kretsmart address attrition.

Accounting and finance manages receivables and payables.

Computer installation is performed by the information technology department.

Human Resources maintains compliance with labor laws.

An employee with the ideal skill set assigned to a project related to the corporate goal would be given an individual designation.

A newly hired manager experienced at evaluating team performance possesses abilities in analysis.

A manager creating an internal newsletter to update employees on marketing activities exemplifies the informational role.

A production manager reacting to a key supplier declaring bankruptcy demonstrates the decisional role.

An advantage of verbal communication is that it allows for instant feedback.

A manager ensuring their message is interpreted as intended is ensuring effective communication.

An organization's newsletter is a leanest form of communication channel.

Appearing agreeable in a workplace but then making snide comments characterizes a passive-aggressive communication style.

Dismissing feedback and dominating business decisions suggests an aggressive communication style.

Paraphrasing the phrases a speaker shares promotes active listening.

Speakers can overcome semantic issues by being direct and clear in their intent.

An assertive communication style is characterized by a calm and relaxed posture.

Managers can exhibit supportive communication by using descriptive language.

A manager who agrees with a picnic location but suggests others may disagree is using a passive-aggressive communication style.

A team member responding with, "Well, that's fine with me, but don't be surprised if other people are upset by your opinion" is using passive-aggressive communication.

Supervisors should encourage new employees to display motivation during their 90-day evaluations.

Employees keeping a record of daily actions and reflecting on their decision making process can expect improvements in emotional intelligence.

Journaling is a self-improvement strategy that is being encouraged.

Mindfulness is the strategy that a staff member needs to work on if their concern of the potential future impacts of tasks is hindering their progress.

Preserving positive relationships while addressing problems requires supportive communication.

The ultimate goal for leaders is to encourage employees to regularly think about issues relating to emotional intelligence when supporting employees' emotional intelligence development.

When trying to improve staff emotion intelligence, leaders decided to provide the use of incident debriefs to provide feedback to employees.

Emotional intelligence is the base for developing trust, empathy and effective business relationships.

A leader with high emotional intelligence can use social media as a tool to connect multiple stakeholders.

People with a strong moral identity are more considerate of others' feelings and viewpoints.

Individuals displaying Machiavellian nature demonstrate sabotaging others' work for personal gain.

A Machiavellian person is has characteristics such as lower emotional intelligence and higher emotional detachment.

The importance of emotional intelligence varies by situation and job position in the workplace.

A leader who can guide others with knowledge and attracts admiration exhibits a leader profile.

An individual that has the ability to get work successfully accomplished by understanding a project's goal, selecting employees who can work on the project and encourages the team to begin working toward the desired result exhibits leadership.

Gathering support by engaging values, emotions, and beliefs refers to inspirational appeal.

A manager gaining respect over time acquires referent power.

Supervisors use coercive power when they tell an employee to do things to avoid impending consequences.

An employee that has worked at a company for 15 years was recently appointed as chief executive officer (CEO) has gained legitimate power.

A CEO threatening to replace a director who does not meet the sales quota is using coercive power.

Defining the needs and problems of employees is to Define during design processing.

When managers meets with direct reports to learn how to streamline a sales process, they are performing Empathize during the design stage.

The design thinking stage the team is experiencing is the Ideate stage when team members are struggling to find success and are trying to determine and challenge certain assumptions.

A sales director rewarding those who exceed expectations exemplifies transactional leadership.

Laissez-faire leadership contributed to a lack of cohesion and productivity.

A manager who encourages innovation displays participative leadership

High competence but low commitment requires participating leadership

Autocratic leadership clarifies role expectations and sets schedules.

Employees working under a participative manager have high levels of motivation.

Laissez faire leadership carries a risk of non-cooperation among team members.

Participative leadership solicits team input to achieve organizational goals.