Questions
1. In what ways do ethics risk and opportunity management, as described in this chapter, go beyond the scope of traditional risk management?
2. If a corporation's governance process does not involve ethics risk management, what unfortunate consequences might befall that corporation?
3. How will the U.S. external auditor's mindset change in order to discharge the duties contemplated by SAS 99 on finding fraud?
4. How could a corporation utilize stakeholder analysis to formulate strategies?
5. Descriptive commentary about corporate social responsibility performance is sometimes included in annual reports. Is this indicative of good performance, or is it just window dressing? How can the credibility of such commentary be enhanced?
6. Why should a corporation make use of a comprehensive framework for considering, managing, and reporting corporate social responsibility performance? How should they do so?
7. Do professional accountants have the expertise to audit corporate social performance reports?
8. What would you list as the five most important ethical guidelines for dealing with North American employees?
9. Is trust really important-can't employees work effectively for someone they are afraid of or at least where there is some "creative tension"?
10. Should a North American corporation operating abroad respect each foreign culture encountered or insist that all employees and agents follow only one corporate culture?
11. What should a North American company do in a foreign country where women are regarded as secondary to men and are not allowed to negotiate contracts or undertake senior corporate positions?
12. How would you advise your company's personnel to act with regard to expectations of guanxi in China?
13. What would you advise that corporations do to recognize the new worldwide reach of antibribery enforcement related to the FCPA and the U.K. Bribery Act?
14. Why should ethical decision making be incorporated into crisis management?