Jennings Hwk Assign Chap

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Washington University in St Louis *

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5012

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Management

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May 4, 2024

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docx

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Fill in Professor Jennings’ Blanks Each of the sentences below has been taken from the reading assignment for this Module:  The Seven Signs of Ethical Collapse , Chapter 3: "Fear and Silence" and Chapter 4: “Young ‘Uns and a Bigger-than- Life CEO.” Find the sentence within the text and fill in the blanks accordingly. Homework is due before the second live session. Chapter 3 1. ______ and _____ are the enemies of ethical culture. 2. Of those who would say ___________, nearly all of them (96%) indicated that the reason for their inaction was that they did not want to be called “____________________.” 3. Even when those who raise issues in cultures of fear and silence are not terminated, they are ________________. 4. Fear and silence also takes in ____________, thereby eliminating that potential for the checks and balances of corporate governance. 5. The less clever the fraud, the more ____________ the culture must be because executives are asking employees to go above and beyond the call of duty in ________________. 6. Richard Scrushy, former Healthsouth CEO, was the classic ___________ CEO, and he had succeeded in creating a culture of ___________ who responded to whatever demands he made. 7. Structure cannot be so rigid that those who are outside the lines of __________ do not have an opportunity to_________, _________, or ________________ and issues. 8. Being able to tell someone about ethical and legal problems and being guaranteed a response other than ______________ or a ___________ are the key antidotes to a culture of fear and silence. 9. In Tyco, employees kept quit because they had so much __________ financial risk tied up with the company. They dared not rock the boat because they had _____________ interests. 10. I have earned through my work that employees often take offense at ethics training and slip into silence-and-fear mode because they believe that it is the ___________ in their companies that is unethical, not _______.
Chapter 4 1. The structural component that fuels fear and silence and numbers pressure is the presence of an _____________ CEO who is adored by the community, media, and just about anyone at a distance. 2. “Internal control” takes on a new meaning for companies with an iconic CEO and ____________. The icon is surrounded by extraordinarily motivated ____________. 3. These men were so insulated from criticism, feedback, and ____________ that they remain defiant to the end, bizarrely detached from the ___________ and ____________ of their conduct. 4. But the downside of being a god is that one often behaves like one, in complete defiance of the principles of _____________ as well as the laws against ________________ . 5. The layer of executives just beneath the powerful Rigas family consisted of young ‘uns in the _________________ age bracket, the one that seems most ___________ in the companies of this era of scandals. 6. The HealthSouth executive team also had a tremendous level of turnover, particularly among those executives who were ___________ and older. 7. My work on companies that have paid dividends for a hundred years concludes that the non-glitzy CEO, mostly hired from _____________ , provides the steady hand and __________________ for a company. 8. A board cannot defer to the CEO in the selection of the ______________ because we now know from the companies’ histories that the lack of __________ and experience with business cycles in the executive ranks can contribute to an ____________________. 9. Behavior in personal lives is not a bad predictor of behavior in the _____________. 10. One antidote for an autocratic CEO is to have direct reports who have options. Those who can go elsewhere do not live in ________ and do whatever the iconic CEO asks. Their talent and experience give them __________.
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