Which of the following statements about manipulation would a strong believer of the principle-based ethical tradition most likely support?
A. The ethical consequence of manipulation depends on the personal characteristics of the manipulator.
B. Manipulation executed without deception is acceptable.
C. Even unsuccessful manipulations are guilty of ethical wrong.
D. Cases of paternalistic manipulation, in which someone is manipulated for their own good, are acceptable.
Answer: C
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José, the sales manager for a software development firm, is working on the problem of increasing sales by using the rational model of decision making. In the first step he identified the problem of his employees needing more training. In the second step he thought of alternative solutions; and in the third step he evaluated alternatives and selected a solution. José needs to _____ in the fourth and final step.
A. do more research to look at types of training B. select a contingency plan C. implement and evaluate the training program chosen D. determine how costly the solution will be E. set up a diversity and synergy training plan to increase the chances of success
The most popular way of empowering employees is by
A. paying bonuses to all employees regardless of contribution. B. designing work so that it is performed by teams. C. providing employees with simple, repetitive jobs. D. adopting a centralized decision-making approach. E. narrowing the scope of jobs.
When Martha of Martha's Homemade Pies Corp., gives a freshly baked apple-cinnamon double-crust pie to her sales clerk to put in the window case for display, the clerk:
A. is the owner of the pie. B. has possession of the pie. C. is a bailee to Martha. D. has custody of the pie.
Answer the following statements true (T) or false (F)
1. In LMX theory, the dyadic relationship is the focal point of the leadership process. 2. LMX challenged the assumption that leaders treated followers in a collective way, as a group, using an average leadership style. 3. In-group relationships are based on the formal employment contract (defined roles). 4. Subordinates in the out-group receive more information and concern from their leaders than do in-group members. 5. Later studies of LMX showed that high-quality relationships between leaders and subordinates produced less employee turnover.