Archive for year: 2023

Answer the following questions about the careers of medical billing and coding, occupational therapy, pharmacy, and physical therapy to help you pinpoint the fields that might be best suited to your skills and interests.

What distinctions do you see among each of these fields?

Which fields appeal to you? Why do they appeal to you?

Which fields don’t interest you? Why do you dislike about the field?

Which fields would require the least patient interaction, and which would require the most?

Next, think about you impressions of these fields before you started this course. Has your opinion changed now that you’ve learned about each field in greater detail in Lesson Seven?

 

Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

Chapter 7 Small Businesses and International Entrepreneurship

 

C H A P T E R C A S E

Aregak Micro-Credit Organization in Armenia

281

Mariam Yesayan, executive director of Aregak Micro-Credit, crossed Yerevan’s . Republic Square, walked a few steps down Abovyan Street, and turned in at Arami Street, heading

toward her office next to the Georgian Embassy. She reviewed in her mind the events of the last nine years since she had launched Aregak to provide small loans to low-income women in several small villages in Arme­ nia The loans were designed to assist them in starting up small entrepreneurial ventures. The nongovernmen­ tal organization (or NGO, the term often used to describe nonprofit organizations internationally) had met all of her expectations, but it was now 2006 and she knew she must decide whether to remain an NGO or apply to the Armenian government to be a licensed and regulated for-profit organization.

Background on Mariam Yesayan

Mariam Yesayan was a native Armenian who grew up in Yerevan, the capital of Armenia. Mariam was well­ educated, having received her education in the Arme­ nian public school system as well as attending Yerevan State University where she got a degree in education. She also·studied at the Gorki Institute of World Litera­ ture in Moscow, and received a degree in journalism. As was required during Soviet times, Mariam started working immediately. At the age of 21, she was well on her way-touching lives in Armenia. That year she began teaching at the Yerevan State University.

It was not until the collapse of the Soviet Union that NGOs started arriving in Armenia. The first two that Mariam worked for were ASDINOCA (Agency for Promoting Sustainable Development Initiatives) and the Save the Children organization. The main purpose of ASDI was to educate and train individuals so that they could make a living for themselves. Save the Children was worldwide, and Mariam worked for them in many different areas of Armenia. The organi­ zation strived to create short-term employment for families with the help of community involvement.

After ten years of working for’ the same NGO, Mariam felt she needed a radical change in her career. She yearned for more practical work and

 

more benefits for her family, so she began the search for a position that would help her meet those needs. Her quest ultimately led to her changing jobs every two years until she found one to her satisfaction. The jobs she had all dealt with U.S./AID programs and community development. Along the way, Mariam worked with companies like the World Bank and UMCOR (United Methodist Committee on Relief), which was the parent of the organization that she would later initiate.

 

Aregak Micro-Credit Organization

In 1996, Mariam Yesayan began working for UMCOR in Armenia. By the fall of 1997, she had established the Aregak Micro-Credit Organization to provide small loans to economically challenged women in three small villages north of Yerevan.

Her rationale in beginning this program was to supplant the aid programs that came into Armenia after the collapse of communism, which had become permanent t-1-andouts. Many of these pro­ grams, Mariam believed, made the people depen­ dent in the long term, and psychologically vulnerable . She believed that it was important to the self-worth of individual women to be empowered to become self-sustaining.

Armenians at this time were very depressed because of the earthquake of 1988 that killed 28,000 people and left many more homeless; by the embargo by Turkey and Azerbaijan, which stopped the flow of all oil and gas supplies into the country; and by the unemployment rate, which had reached 80 percent shortly after the fall of commu­ nism.1 After the earthquake, there was no electricity throughout the country for a long period of time, leav­ ing the people in darkness and heightening their sense of being cut off from the rest of the world.

In her earlier work with the United Nations, Mar­ iam had done research on sustainable projects to support vulnerable population groups, and this was her first acquaintance with microfinance programs. Bank loans at this time were neither accessible nor affordable.

 

282 Part 2 Strategy Content and Formulation for Multinational Companies

 

The Process for Developing Clients Mariam began the organization by applying for loans from UMCOR to fund small loans to prospect ive women entrepreneurs. She got three people to help her, and they all drove up to three small villages north of Yerevan. To make the women feel comfortable, they wore some of their oldest clothes and began conversations with the women to try to change their attitude about being dependent on other people or aid agencies.

They found that the best way to meet large groups of women in these villages was to show·up at some­ one’s business or home who had a television set and had women crowded around it, watching Brazilian or American soap operas such as Santa Barbara. In these places, they knew they had a captive audience. The psychological work with clients at this stage of development was important because the people faced depression about the high unemploym nt rate in the country, and they believed there was no longer light at the end of the tunnel-unless it was a train barreling toward them. The large Armenian eyes all looked vacant and without hope. Mariam and her coworkers began to talk to the women about developing small, sustainable businesses with the money Aregak would lend them. They were attempting to promote self-confidence and a belief in personalsuccess among the women. Mariam would say to the women, “We can create opportunities together.” Soon the women began to believe and filled

out the papers to apply for a loan.

When the women began to ask about what they would have to put up as collateral for the loan, Mariam replied that they would not need collateral; their own good name and character would be the only collateral they needed. One client said to Mariam, “If I use my car as collateral for a bank loan and I can’t pay the loan back, Imay lose my car, but I can do without it for a while and finally get another one. But if I lose my good character by not paying back the Aregak loan, I can never get that back.” The loans were negotiated at an interest rate between 20 and 25 percent, which was consistent with bank loan rates at the time.

Outcome of the Program Mariam could hardly wait for a month to pass until the time arrived for her and her coworkers to return to the villages where they had given loans to the women to collect the portion of the principal and interest that was due. She wondered

how many would be there to pay on their loans, so she arrived two hours early and waited. To her great joy, all of the women who had received loans came on time to repay that month’s portion. Mariam would later

discover that the default on the Aregak loans was only 2 percent over the entire nine years of operation. This

was encouraging because the people to whom Are­ gak had made loans did not have to pledge any col­ lateral for their credit.

Soon Aregak began offering assistance with business planning and credit consulting, which were programs that Armenian banks could not offer at that time. By 2006, the number of employees at Aregak had increased to 180; there were 27 service centers in Armenia and Nagorno Karabakh (a piece of Armenia cut off in Ajerbai­ jan); Aregak had developed over 21,000 clients (mostly but not exclusively women), they had over $9 million in their outstanding portfolio of loans, over 450 communi­ ties were being served, and approximately 35 scholar­ ships of $350 each were being offered to talented children of the entrepreneurs they had funded.

 

Alternative Sources of Financing in Armenia

In the early 1990s in Armenia, there was a crisis in the banking sector. Tuis was shortly after the time that the state bank had been abolished and private commercial banks were being established. The newly privatized banking sector was still underdeveloped and fragile. Because many citizens had been financially hurt by the failure of the Soviet banking system and a later currency collapse, they were mistrustful of all lending institutions. In addition, many of the private citizens who established commercial banks did not know how to give loans, and the people did not know how to apply for them.

Only in the late 1990s did banks start to operate independently and give loans, but they were still charging very high interest rates. In the late 1990s, banks were charging 40 percent interest per year. By early 2003, the rate had dropped to 24 percent, and then by October of 2003 it had finally dropped to 20 percent per year.

In addition to high interest rates, individuals and companies who applied for bank loans were required to secure the loans with collateral. They might have to pledge their house or car to secure the financing for their business. This meant that they could lose these valuable assets if they defaulted on their loans. It was very difficult for an Armenian man to get a bank loan at this time, and it was almost impos­ sible for a woman who possessed few assets.

By 2003, more than half of the private capital of Armenian banks belonged to foreign investors, and this percentage continued to increase. This trend indi­ cated that the Union of Armenian Banks was becom­ ing a regional financial center. Armenian financial legislation also assisted in the process by no longer

 

Chapter 7 Small Businesses and International Entrepreneurship

 

283

 

hindering CJ.mency circulation inside and outside the country, and there was no limitation on the free sale of currency. The downside was that domestic as well as foreign money was going abroad because it was diffi­ cult to make investments in such a risky country as Armenia had become.

 

The Microfinance Industry

Microfinance is said to have evolved as an economic development approach intended to benefit low­ income women and men. Included in microfinance are both financial and social improvements. Many industries provide education in financial literacy to their clients, training and investing in client confidence development, and teaching on entrepreneurship and management techniques. Thus “microfinance is not simply banking, it is a development tool.” 2

Although the exact number of microfinance institu­ tions remains a mystery, researchers are able to conclude that the number of such institutions in the early years of the twenty-first century was in the thousands, if not mil­ lions. In 2005, there were more than 600,000 institutions in Indonesia alone.3 The Microcredit Summit Campaign (MCS) annually published a collection of data, providing an analysis on the current position of the microfinance fight against poverty. According to the Microcredit Sum­ mit Campaign Report of 2005, 3,164 microcredit institu­ tions were reported to be serving over 92 million clients, the majority of which lived in Asia. Of those 92 million, nearly 67 million were among the world’s poorest popu­ lations when they took their first loan. The poorest popu­ lation was defined by the MCS as “those who are in the bottom half of those living below their nation’s poverty line, or any of the 1.2 billion [people] who live on less than US$1 a day adjusted for purchasing power parity (PpP).”4 As of 2004, it was estimated that approximately 333 million people were indirectly affected by the micro­ finance loans made to some of the world’s poorest popu­ lations, a number equivalent to the combined populations of Norway, the United Kingdom, Switzerland, the Nether­

lands, Spain, France, Germany, and ltaly.5 Some of the

largest and most developed microfinance programs included the Grameen Bank, ACCION, FINCA, Oppor­ tunity International, and PreCredit.6

The Consultative Group to Assist the Poor (CGAP), a donor consortium connected with the World Bank, said that in 2004 large development aid agencies promised about $1 billion to the micro­ finance industry. Additionally, many large amounts were provided by private donors. Other costs, such as technical support, were generally sought after at

 

low or even zero cost ( The Economist, November 2005).7 Typically, donors focused their support on microfinance institutions with goals to achieve finan­

cial sustainability and strong outreach. The industry began in the 1980s and has grown significantly in revenue, market share, and client population.

Remaining steady amid industry changes, however, clients continued to invest newly acquired funds and previously established talents into new trades. Clients could be found in both rural and urban areas, in both developed and developing countries. Generally, clients were self-employed, with work ranging from farming to cutting hair, repairing shoes to sewing handbags, street vending to craft making. Seeking to avoid gov­ ernment regulations and stipulations, many microfi nance institutions have remained self-regulated, nonprofit organizations in an effort to remain versatile. Their mission has been to show seemingly hopeless people that someone believed in them. For Mariam Yesayan and Aregak, this mission had been the source of motivation for service to their clients-far beyond profit or recognition. Often it was this simple confi­ dence lenders received that made them successful in doing something for which they had great talent. How­ ever, many struggling institutions have been forced to seek funding from the government, despite the fact that this put them at risk of being regulated. This was one of the difficult decisions Aregak faced.

Industry Servic: Women and Men More than

66 million people among the world’s poorest have been served by a microfinance institution. Of those, nearly 56 million were women-a total of 83.5 percent. Microcredit programs have generally marketed their services to female entrepreneurs. One reason for this has been that men in developing countries, or even developed countries, have been more likely to find employment without third-party assistance. Some

organizations, such as Pro Mujer, are solely “dedicated to women’s development through provision of credit.” 8 However, many institutions have also offered loans and

financial assistance to men, even in developed nations such as the United States.

NGOs and For-Profit Operations Many nongov­ ernmental organizations (NGO) specializing in micro­ finance have been faced with a major decision: to seek government funding and be subject to its regulations or to forego state assistance and remain self­ regulating. Some organizations have remained non­ profit, while others have chosen to become for-profit entities. In some cases, a nation’s government has required all microfinance institutions in that country to become regulated for-profit entities. In nations

 

i 284 Part 2 Strategy Content and Formulation for Multinational Companies

! !

where this is not a requirement (such as Armenia), organizations have still chosen to exchange their non­ governmental status for any or several reasons. The first such reason was the opportunity to mobilize sav­ ings. Most unregulated nongovernmental micro­ finance institutions around the world and in the United States have been unable to collect savings in order to prevent consumers from fraudulent activity. Second, most regulated microcredit programs have been able to tap into formal capital markets, including commer­ cial banks and global investment funds, which nor­ mally would not contribute to unregulated or · nongovernmental microcredit institutions. Finally,sub­ mitting to the government’s operational regulations supported governmental efforts to prevent scamming and poorly practiced programs from developing.

Government restrictions against NGOs typically included, but were not limited to, laws against non­

profits conducting financial transactions or a require­ ment for all money lending 1agencies to be state

owned. The controlling officials have indirectly cho­ sen to change ‘the mission of the organization from a service-oriented enterprise into a for-profit firm. Whether an organization became government regu­ lated or not determined the path of the organization. Microfinance in Developed Countries versus Developing Countries Microfinance institutions’ mar­ ket in developed nations has been fairly substantial. The Microcredit Summit Report 2005 stated that 3,044 microcredit programs reported doing work in the developing world, serving a total of more than 92 million clients. The 120 institutions that reported work in the ind!Jstrialized, developed world claimed to reach almost 233,000 people. Armenia fell into the “Europe and NIS (Newly Independent States)” cate­ gory, which was said to have 72 programs at work. According to Microcredit Summit Campaign Report 2005 statistics, approximately 3.5 million of the world’s poorest families lived within Europe and the Newly Independent States, yet only 60,000 of these families were reached by microcredit projects. In other words, as of 2005, only 1.7 percent of the poorest families living in Europe and the Newly Independent States, including Armenia, had been reached by established

microfinance institutions.9 According to Mariam

Yesayan, Aregak controlled about half of Armenia’s microfinance market, reaching about 10,000 clients.

The Decision

Mariam Yesayan walked past the Georgian Embassy next to her office and entered Aregak’s headquarters

 

at 42 Arami Street. She waved to the person sitting at the reception desk on the right and then began climb­ ing the stairs on the left to the third floor. After reaching her office, she put the materials she had worked on at home down on her desk and sat in her desk chair. She immediately continued the thoughts she had begun while walking across Republic Square. She knew she must decide soon whether to let Aregak retain the sta­ tus it had held as a nonprofit organization for the past nine years, or file papers to let it become a for-profit organization regulated by the government. She knew the decision was important because it would shape the strategy of the organization in the future.

 

C A S E D I S C U S S I O N Q U E S T I O N S

1. Summarize the process Mariam Yesayan used in approaching women about loan opportunities through Aregak.

2. Compare opportunities for funding for women entrepreneurs through the commercial banking system in Armenia with funding opportunities avail­ able to them through the Aregak program in the late 1990s.

3. Explain the reason for a default rate on loans of only 2 percent with Aregak in spite of the fact that the loans were not collaterized.

4. Discuss the importance of microfinance programs in the progress of developing nations.

5. In what way might Mariam Yesayan be considered a “social entrepreneur”?

6. Debate the issue of whether Mariam Yesayan should take steps to license Aregak as a nonprofit organization in Armenia, which would bring with it regulation by the government, or remain an NGO (nongovernmental organization) as it had been originally structured.

 

C A S E N O T E S

1 Benedetto, Joe. 2002. “Where will the jobs be?’ Design Engineer­ ing, April, 48(3): 14.

2Ledgerwood, J. 1999. Microfinance Handbook: An Institutional and Financial Perspective. Washington, D.C.: World Bank.

3Daley-Harris, S. (2005). Microcredit Summit Campaign Report 2005. http://www.microcreditsummit.org.

41bid. 51bid.

6Economist. 2005. ‘The hidden wealth of the poor: A survey of microfinance,’ and ‘From Charity to Business.’

71bid.

8Pro Mujer. http://www.promujer.org.

9Daley-Harris.

 

Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

HRM 522 Week 5 Midterm Exam Part 1

Question 1
Principles are
Answer
laws and regulations that guide behavior in the world of business.
mores, values, and customs that guide behavior in general.
specific and pervasive boundaries for behavior that are universal and absolute.
the obligations businesses assume to maximize their positive impact and minimize their negative impact on stakeholders.
the mores, values, and customs that parents teach their children.
Question 2
Ethics is a part of decision making
Answer
at all levels of work and management.
primarily at the upper management levels of an organization.
mostly for policy makers.
that is less important than other decision making processes.
only at that lower levels of organizational management
Question 3
Which of the following is not something a firm might do to encourage organizational ethics and compliance?
Answer
Employee ethics training
Hiring a compliance officer
Ignoring potential ethical issues
Writing a code of ethics
Conducting an ethics and compliance audit
Question 4
During the 1990s the institutionalization of business ethics was largely driven by which piece of legislation?
Answer
Sarbanes-Oxley Act
Federal Sentencing Guidelines for Organizations
Dodd-Frank Wall Street Reform and Consumer Protection Act
Foreign Corrupt Practices Act
Global Sullivan Principles
Question 5
Having acceptable personal ethics is probably not going to be sufficient to handle complex business ethical issues when an individual has
Answer
family concerns.
an unethical boss.
limited business experience.
financial training.
a marketing background
Question 6
Which of the following is generally not considered a business ethics issue?
Answer
Harassment
Accounting fraud
Employee theft
Misuse of organizational resources
Corporate hierarchy
Question 7
Social responsibility is
Answer
an organization’s obligation to maximize its positive effects and minimize its negative effects on stakeholders.
principles and standards that guide behavior in the world of business.
a business’s responsibility not to pollute the environment.
a business’s responsibility to manufacture products that function properly.
charitable contributions made by a business to enhance its image
Question 8
Investors are concerned about business ethics because they know that misconduct can
Answer
foster stability.
improve employee commitment.
improve customer loyalty.
lower stock value and prices.
complicate business financial reporting
Question 9
Which of the following industries tends to generate a high level of trust from consumers and stakeholders?
Answer
Insurance
Technology
Banks
Mortgage lenders
Financial services
Question 10
Stakeholders’ power over businesses stems from their
Answer
ability to withdraw or withhold resources.
ability to generate profits.
media impact.
political influence.
stock ownership
Question 11
Why do critics argue that high compensation for boards of directors is a bad thing?
Answer
It is too expensive for the organization.
It could cause conflicts of interest between the directors and the organization.
It is not fair to poorly compensated employees.
High pay will render the board less complacent.
Board of director compensation is not a major issue
Question 12
Which of the following is not a method typically employed by firms when researching relevant stakeholder groups?
Answer
Surveys
Focus groups
Internet searches
Press reviews
Guessing
Question 13
The degree to which a firm understands and addresses stakeholder demands can be referred to as
Answer
a stakeholder orientation.
a shareholder orientation.
the stakeholder interaction model. d. a two-way street.
e. a continuum.
Question 14
One policy to address the issue of executive pay was implemented by J.P. Morgan, it stated that _______.
Answer
there should be no limit on what top executives can earn.
managers should earn no more than twenty times the pay of other employees.
top managers should make the same amount as other employees.
employees can determine how much managers make.
the government should determine the worth of each manager’s service
Question 15
Public health and safety and support of local organizations are issues most relevant to which stakeholder group?
Answer
Investors
Community
Suppliers
Customers
Employees
Question 16
The originator of the idea of the invisible hand, which is a fundamental concept in free market capitalism, was
Answer
Adam Smith.
Theodore Levitt.
Norman Bowie.
Herman Miller
Milton Friedman
Question 17
________ is defined as any purposeful communication that deceives, manipulates, or conceals facts in order to create a false impression.
Answer
Stealing
Lying
Fraud
Misappropriation
Accounting fraud
Question 18
Among retail stores, ________ is a larger problem than customer shoplifting.
Answer
poor stock performance
weak leadership
internal employee theft
misuse of merchandise
employee dissatisfaction
Question 19
________ are used to obtain or retain business and are not generally considered illegal in the U.S.
Answer
Facilitation payments
Bribes
Gifts
Coercive techniques
Threats
Question 20
What type of fraudulent activity could involve a consumer staging an accident to seek damages?
Answer
Whacking
Duplicity
Guile
Defamation
Collusion
Question 21
Abusive or intimidating behavior is the most common ethical problem for employees. Which of the following is not related to this concept?
Answer
Physical threats
False accusations
Being annoying
Profanity
Performance probation
Question 22
Which of the following is not a consequence of ethical misconduct?
Answer
Decreased reputation
Shaken customer loyalty
Reduced investor confidence
Increased sales
Legal actions by wronged parties
Question 23
Optimization is defined as
Answer
the quality of being just, equitable, and impartial.
a trade-off between equity and efficiency.
an interchange of giving and receiving in social relationships.
how wealth or income is distributed between employees within a company.
a lack of integrity, incomplete disclosure, and an unwillingness to tell the truth
Question 24
Which of the following is not a side-effect of being the victim of workplace bullying?
Answer
Increased productivity
Sleep disturbance
Depression
Increased sick days
Stomach problems
Question 25
Concerns involving copyright infringement on books, movies and music, and other illegally produced goods relate to which type of ethical issue?
Answer
Conflict of interest
Honesty
Communications
Discrimination
Intellectual property rights

HRM 522 Week 5 Midterm Exam Part 2
Question 1
The ________ was called “a sweeping overhaul of the financial regulatory system…on a scale not seen since the reforms that followed the Great Depression.”
Answer
Equal Pay Act
Americans with Disabilities Act
Dodd-Frank Wall Street Reform and Consumer Protection Act
Age Discrimination in Employment Act
VII of the Civil Rights Act
Question 2
________ law not only prohibits specific actions in business such as fraud, theft, or securities trading violations, but also imposes fines or imprisonment as punishment for breaking the law.
Answer
Civil
Criminal
Competitive
Administrative
Regulatory
Question 3
________ is the synergistic and mutually beneficial use of an organization’s core competencies and resources to deal with key stakeholders so as to bring about organizational and societal benefits.
Answer
Social responsibility
Business ethics
Corporate philanthropy
Strategic philanthropy
Cause-related marketing
Question 4
The ________ of ethics involves embedding values, norms, and artifacts in organizations, industries, and society.
Answer
institutionalization
rationalization
commercialization
mobilization
enforcement
Question 5
The ________ regulates tobacco, dietary supplements, vaccines, veterinary drugs, medical devices, cosmetics, products that give off radiation, and biological products.
Answer
World Trade Organization
Consumer Financial Protection Agency
Department of Justice
Environmental Protection Agency
The Food and Drug Administration
Question 6
Which is not one of the four sources of criminal and civil laws?
Answer
Judicial law
Common law
Constitutional law
Administrative law
Statutory law
Question 7
Title VII of the Civil Rights Act of 1964
Answer
prohibits discrimination on the basis of race, color, sex, religion, or national origin.
penalizes the top executives in an organization for misconduct.
is basically the same as the Sarbanes-Oxley Act.
discourages whistle-blowers from reporting misconduct.
prohibits pay discrimination on the basis of gender
Question 8
Companies that ________ will most likely be found in violation of procompetitive legislation.
Answer
pollute waterways
knowingly harm consumers
contract with sweatshops
establish monopolies
help consumers
Question 9
The ________can be defined as a set of values, norms, and artifacts, including ways of solving problems shared by members of an organization.
Answer
corporate culture
intentions of a corporate
ethical issue awareness
determination of a corporation
individual factors
Question 10
Which of the following is not considered a significant other group in the workplace?
Answer
Peers
Managers
Spouses
Coworkers
Subordinates
Question 11
______ have been found to decrease unethical practices and increase positive work behavior.
Answer
High educational attainment levels
High levels of community involvement
Charismatic leaders
Strong religious beliefs
Good personal values
Question 12
For people who begin the value shift that leads to unethical decisions, which of the following is not a usual justification to reduce and eliminate guilt?
Answer
I need a paycheck and can’t afford to quit right now.
Those around me are doing it so why shouldn’t I?
If I don’t do this, I might not be able to get a good reference from my boss when I leave.
If I don’t do this, I might never be promoted.
This is in keeping with my personal morals and the code of conduct, so it is okay.
Question 13
Which of the following is the first step in the ethical decision making process?
Answer
Being socialized into the firm’s corporate culture
Applying a personal moral philosophy in order to individualize the ethical decision making process
Recognizing that an issue requires an individual or work group to make a choice that ultimately will be judged by stakeholders as right or wrong
Soliciting the opinions of others in a work group or in the overall business in order to gain feedback
Enforcing the firm’s ethical standards with rewards and punishment
Question 14
The ________ includes the motivational “carrots and sticks” superiors use to influence employee behavior.
Answer
Obedience to authority
Immediate job context
Locus of control
Normative approach
Descriptive approach
Question 15
Employees that see themselves as going with the flow because that’s all they can do have a(n)
Answer
external locus of control.
moral intensity
obedience to authority
opportunity
internal locus of control
Question 16
________ is the ability to perceive whether a situation or decision has an ethical dimension.
Answer
Ethical issue intensity
Locus of control
Ethical awareness
Moral intensity
Opportunity
Question 17
________ have lower ethical issue sensitivity, meaning they are less likely to detect ethical issues. They may be more committed to completing projects and more dedicated to group values and objectives.
Answer
Relativists
Hedonists
Pragmatists
Deontologists
Teleologists
Question 18
Enlightened egoism
Answer
is when an individual puts spiritual feelings above all others.
centers completely on the short-term well-being of others.
centers on one’s short-term self-interest.
centers on one’s long-term self-interest but takes others’ well-being into account.
centers on the long-term well-being of others
Question 19
________ believe that no one thing is intrinsically good.
Answer
Hedonists
Pluralists
Relativists
Deontologists
Teleologists
Question 20
An individual who emphasizes others rather than himself or herself in making decisions is in which of the following of Kohlberg’s stages of development?
Answer
Universal ethical principles (6th stage)
Mutual interpersonal expectations, relationships, and conformity (3rd stage)
Social system and conscience maintenance (4th stage)
Punishment and obedience (1st stage)
Prior rights, social contract, or utility (5th stage
Question 21
Which moral philosophy evaluates the morality of an action on the basis of its conformity to general moral principles and respect for individual rights?
Answer
The relativist perspective
Act utilitarianism
Rule utilitarianism
Act deontology
Rule deontology
Question 22
Which is the last of Kohlberg’s stages of cognitive moral development?
Answer
Individual instrumental purpose and exchange
Need achievement
Social system and conscience maintenance
Punishment and obedience
Universal ethical principles
Question 23
An individual who believes that an action is ethical because others within his or her company and industry regularly engage in the activity is probably a(n)
Answer
utilitarian.
relativist.
teleologist.
deontologist.
egoist.
Question 24
________ justice considers the processes and activities that produce the outcome or results.
Answer
Disruptive
Procedural
Interactional
Communications
Evaluative
Question 25
According to Kohlberg’s model, as a person progresses through the stages of moral development, and with time, education, and experience, he/she
Answer
is unlikely to change his/her values and ethical behavior.
may change his/her values and ethical behavior.
will likely be promoted.
will depend more on the input of significant others in ethical decision making.
will experience less opportunity to behave unethically.

 

Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

In this assignment, you will analyze a strategic management case. This practice is a great way to understand and remember many strategic management concepts. You will read how others have applied strategic management and share your analysis of these decisions in a written report.

Choose a Comprehensive Case from your textbook THE CASE TO ANALYZE IS ATTACHED, and complete the following:

·        Summarize the case in no more than 3 paragraphs.

·        Analyze and evaluate the company’s actions.

·        What kind of specific global strategies are illustrated in this case?

·        What did you learn from reading about the company’s initiatives and expansion strategy?

Please submit your assignment.

Your assignment will be graded in accordance with the following criteria. Click here to view the grading rubric.

 

For assistance with your assignment, please use your text, Web resources, and all course materials.

 

Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!

submit a thread of 400-500 words in response to the provided prompt for each forum. The thread must include a Scripture reference and at least 2 scholarly sources, plus the text—all in current APA format.

Topic: You are the senior Human Resources representative in a large organization with locations throughout the United States. The company has a long history of taking conservative views or positions on social issues. However, as economic compression strengthens, the senior leadership in the company recognizes that the conservative reputation of the organization is limiting entry in to various markets. The decision has been made to make changes throughout the organization’s approach to these issues, starting with its people programs. Specifically, the organization has selected to approve the offering of health benefits to domestic partners. You’ve been tasked with preparing the roll-out of this new initiative to the employees at all locations. Discuss how this will impact the organizations diversity training – what will need to change? Provide specific elements of how you will handle the concerns of current employees, over this new direction the leadership is taking. Finally, how will you personally balance this shift in the organizations’ direction, with your biblical worldview?

���{

 

Do you need a similar assignment done for you from scratch? Order now!
Use Discount Code "Newclient" for a 15% Discount!