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Business Ethics

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AMRITA SCHOOL OF BUSINESS

AMRITA VISHWA VIDYAPEETHAM

MBA Degree Mid-Term Examinations

November 201 I

Managerial Values and Business Ethics

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Maximum: 50 Marks

I)cllrre tlrutsactional & transformational leadership styles along with an example for each? llLlsirress success & Ethics are contradictorv? Comment. | )cJine u'lristle blowing. \4crrtion llvc unethical scenarios in marketine? lr.rplairr tlrc objectives of social audit? [)iscrrss ll,c role & importance of leadership in business ethics? lrrrrlrirr I .'principle obligations of a business firm? l)ir iuss i r clctail about workplace discrimination? \\rlrrrt is r' ,.: ;tsychological egoism?

r ,'n lly pleased with his current assignment as a relief branch manager at Commerce ' rl it was a means to an end. Employed by the bank for almost two years as a branch
ruitree.

Chris desperately wanted to escape the training program and begin a career

Ir']'illger. I-le had earned strong praise from his superiors throughout the training ()lrris hoped this last phase of training would pass quickly and uneventfully. As a ,. Chris took over all management functions in various Commgrce Trust retail 'cvcr the regular office managers were called out of town for more than one day. urger's position was particularly challenging, because Chris was called upon
,rlic quick decisions regarding check cashing, small loan approval, and employee c'tt lte knew few of the regular branch customers and little about the daily office

. Chris often relied on the judgment and

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staffed by branch employees. At the end of his first full day in the office, Chris 'clicnced ril u,lten one of tlre branch's young tellers, Carole Baker. reported to him that her , rt'ittdow was $900 short. While Chris was accustomed to out-of-balance teller ' i.lc rv,as not.

experience of the seriior tellers and cc t'epresentatives within each office he managed. One recent assignment was 'llcult because Chris was called to work in a small suburban office

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