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Best of luck!!  GED Practice Test - Language Arts Reading - Workplace and Community Documents Facts  Average Score for this quiz: 41.5%  No of times this quiz has been taken: 6  No of people passing this quiz: 3  No of people failing this quiz: 3  Maximum score for this quiz: 87% Coverage : The GED Practice Test - Language Arts Reading - Workplace and Community Documents has been designed to test important aspects of Language Arts Reading. The aim of the test is to assess the knowledge of the test taker about various communities and the work place that include managing ethics and following disciplinary policies.   This Question is based on the following passage:   The University of Tennessee at Chattanooga will serve as a national model of an engaged metropolitan university whose faculty, staff, and students, in collaboration with external partners, employ the intellectual resources of the liberal arts and professional programs to enrich the lives of those we serve. Guiding Principles The University of Tennessee at Chattanooga interprets the land-grant spirit of service for the 21st century through people, partnerships, and performance: People 1.We are committed to preparing educated men and women for meaningful and productive lives. 2.We educate students for life in a global society. 3.We promote and celebrate the diversity of people and ideas. 4.We provide reasonable and affordable access to higher education. Partnerships 1.We embrace active and collaborative learning through partnerships among students, faculty, staff, and the community. 2.We encourage frequent, respectful, and collegial interaction among students, faculty, staff, and community. 3.We provide opportunities for our students to augment intellectual development through participation in artistic, cultural, social, and athletic activities. 4.We develop partnerships that strengthen the university and our community. Performance 1. We prepare our students and alumni to apply knowledge to the challenges of a changing society. 2.We use the interconnected activities of teaching, research, and service to promote learning, problem solving, and innovation. 3.We use technology to enhance teaching, research, operations, and community outreach. 4.We use our resources in a prudent manner to accomplish our mission. 5.We use multiple measures to evaluate the performance of our students, faculty, staff, and programs. 1.  Which one of the following principle is promoted by The University of Tennessee at Chattanooga? a. To help the poor and downtrodden b. Participation of different people and recognizing suggestions c. To provide better housing facilities d. To generate business and trade among various countries     This Question is based on the following passage:   The University of Tennessee at Chattanooga will serve as a national model of an engaged metropolitan university whose faculty, staff, and students, in collaboration with external partners, employ the intellectual resources of the liberal arts and professional programs to enrich the lives of those we serve. Guiding Principles The University of Tennessee at Chattanooga interprets the land-grant spirit of service for the 21st century through people, partnerships, and performance: People 1.We are committed to preparing educated men and women for meaningful and productive lives. 2.We educate students for life in a global society. 3.We promote and celebrate the diversity of people and ideas. 4.We provide reasonable and affordable access to higher education. Partnerships 1.We embrace active and collaborative learning through partnerships among students, faculty, staff, and the community. 2.We encourage frequent, respectful, and collegial interaction among students, faculty, staff, and community. 3.We provide opportunities for our students to augment intellectual development through participation in artistic, cultural, social, and athletic activities. 4.We develop partnerships that strengthen the university and our community. Performance 1. We prepare our students and alumni to apply knowledge to the challenges of a changing society. 2.We use the interconnected activities of teaching, research, and service to promote learning, problem solving, and innovation. 3.We use technology to enhance teaching, research, operations, and community outreach. 4.We use our resources in a prudent manner to accomplish our mission. 5.We use multiple measures to evaluate the performance of our students, faculty, staff, and programs. 2.  How can students face rigors of society successfully? a. By initiating community health care programs b. By opening more colleges and universities c. By applying intellectual capital learned in their student life in day to day working d. None of the Above     This Question is based on the following passage:   The University of Tennessee at Chattanooga will serve as a national model of an engaged metropolitan university whose faculty, staff, and students, in collaboration with external partners, employ the intellectual resources of the liberal arts and professional programs to enrich the lives of those we serve. Guiding Principles The University of Tennessee at Chattanooga interprets the land-grant spirit of service for the 21st century through people, partnerships, and performance: People 1.We are committed to preparing educated men and women for meaningful and productive lives. 2.We educate students for life in a global society. 3.We promote and celebrate the diversity of people and ideas. 4.We provide reasonable and affordable access to higher education. Partnerships 1.We embrace active and collaborative learning through partnerships among students, faculty, staff, and the community. 2.We encourage frequent, respectful, and collegial interaction among students, faculty, staff, and community. 3.We provide opportunities for our students to augment intellectual development through participation in artistic, cultural, social, and athletic activities. 4.We develop partnerships that strengthen the university and our community. Performance 1. We prepare our students and alumni to apply knowledge to the challenges of a changing society. 2.We use the interconnected activities of teaching, research, and service to promote learning, problem solving, and innovation. 3.We use technology to enhance teaching, research, operations, and community outreach. 4.We use our resources in a prudent manner to accomplish our mission. 5.We use multiple measures to evaluate the performance of our students, faculty, staff, and programs. 3.  How does the University measure the quality of education provided to its students? a. By participation of students in cultural and sports activities b. By sponsoring music and dance programs c. By conducting interactive sessions between students, teachers and professors d. None of the Above     This Question is based on the following passage:   The University of Tennessee at Chattanooga will serve as a national model of an engaged metropolitan university whose faculty, staff, and students, in collaboration with external partners, employ the intellectual resources of the liberal arts and professional programs to enrich the lives of those we serve. Guiding Principles The University of Tennessee at Chattanooga interprets the land-grant spirit of service for the 21st century through people, partnerships, and performance: People 1.We are committed to preparing educated men and women for meaningful and productive lives. 2.We educate students for life in a global society. 3.We promote and celebrate the diversity of people and ideas. 4.We provide reasonable and affordable access to higher education. Partnerships 1.We embrace active and collaborative learning through partnerships among students, faculty, staff, and the community. 2.We encourage frequent, respectful, and collegial interaction among students, faculty, staff, and community. 3.We provide opportunities for our students to augment intellectual development through participation in artistic, cultural, social, and athletic activities. 4.We develop partnerships that strengthen the university and our community. Performance 1. We prepare our students and alumni to apply knowledge to the challenges of a changing society. 2.We use the interconnected activities of teaching, research, and service to promote learning, problem solving, and innovation. 3.We use technology to enhance teaching, research, operations, and community outreach. 4.We use our resources in a prudent manner to accomplish our mission. 5.We use multiple measures to evaluate the performance of our students, faculty, staff, and programs. 4.  What do words external partners imply in the sentence "The University of Tennessee at Chattanooga will serve as a national model of an engaged metropolitan university whose faculty, staff, and students, in collaboration with external partners, employ the intellectual resources of the liberal arts and professional programs to enrich the lives of those we serve". a. Alumni b. Government c. Community d. None of the Above     This Question is based on the following passage:   The University of Tennessee at Chattanooga will serve as a national model of an engaged metropolitan university whose faculty, staff, and students, in collaboration with external partners, employ the intellectual resources of the liberal arts and professional programs to enrich the lives of those we serve. Guiding Principles The University of Tennessee at Chattanooga interprets the land-grant spirit of service for the 21st century through people, partnerships, and performance: People 1.We are committed to preparing educated men and women for meaningful and productive lives. 2.We educate students for life in a global society. 3.We promote and celebrate the diversity of people and ideas. 4.We provide reasonable and affordable access to higher education. Partnerships 1.We embrace active and collaborative learning through partnerships among students, faculty, staff, and the community. 2.We encourage frequent, respectful, and collegial interaction among students, faculty, staff, and community. 3.We provide opportunities for our students to augment intellectual development through participation in artistic, cultural, social, and athletic activities. 4.We develop partnerships that strengthen the university and our community. Performance 1. We prepare our students and alumni to apply knowledge to the challenges of a changing society. 2.We use the interconnected activities of teaching, research, and service to promote learning, problem solving, and innovation. 3.We use technology to enhance teaching, research, operations, and community outreach. 4.We use our resources in a prudent manner to accomplish our mission. 5.We use multiple measures to evaluate the performance of our students, faculty, staff, and programs. 5.  Students learn how best to solve problems in business and industry by: a. Using modern technology b. Giving scholarships and awards to high performing students c. By employing the best talent in the education field d. None of the Above     This Question is based on the following passage:   Benefits of Managing Ethics in the Workplace: Many people are used to reading or hearing of the moral benefits of attention to business ethics. However, there are other types of benefits, as well. The following list describes various types of benefits from managing ethics in the workplace. A matter of decades ago, children in our country worked 16-hour days. Workers' limbs were torn off and disabled workers were condemned to poverty and often to starvation. Trusts controlled some markets to the extent that prices were fixed and small businesses choked out. Price fixing crippled normal market forces. Employees were terminated based on personalities. Influence was applied through intimidation and harassment. Then society reacted and demanded that businesses place high value on fairness and equal rights. Anti-trust laws were instituted. Government agencies were established. Unions were organized. Laws and regulations were established. As noted earlier in this document, Wallace and Pekel explain that attention to business ethics is critical during times of fundamental change -- times much like those faced now by businesses, both nonprofit or for-profit. During times of change, there is often no clear moral compass to guide leaders through complex conflicts about what is right or wrong. Continuing attention to ethics in the workplace sensitizes leaders and staff to how they want to act -- consistently. Ethics programs align employee behaviors with those top priority ethical values preferred by leaders of the organization. Usually, an organization finds surprising disparity between its preferred values and the values actually reflected by behaviors in the workplace. Ongoing attention and dialogue regarding values in the workplace builds openness, integrity and community -- critical ingredients of strong teams in the workplace. Employees feel strong alignment between their values and those of the organization. They react with strong motivation and performance. Attention to ethics in the workplace helps employees face reality, both good and bad -- in the organization and themselves. Employees feel full confidence they can admit and deal with whatever comes their way. Bennett, in his article "Unethical Behavior, Stress Appear Linked" (Wall Street Journal, April 11, 1991, p. B1), explained that a consulting company tested a range of executives and managers. Their most striking finding: the more emotionally healthy executives, as measured on a battery of tests, the more likely they were to score high on ethics tests. There are an increasing number of lawsuits in regard to personnel matters and to effects of an organization's services or products on stakeholders. As mentioned earlier in this document, ethical principles are often state-of-the-art legal matters. These principles are often applied to current, major ethical issues to become legislation. Attention to ethics ensures highly ethical policies and procedures in the workplace. It's far better to incur the cost of mechanisms to ensure ethical practices now than to incur costs of litigation later. A major intent of well-designed personnel policies is to ensure ethical treatment of employees, e.g., in matters of hiring, evaluating, disciplining, firing, etc. Drake and Drake (California Management Review, V16, pp. 107-123) note that "an employer can be subject to suit for breach of contract for failure to comply with any promise it made, so the gap between stated corporate culture and actual practice has significant legal, as well as ethical implications." Ethics programs tend to detect ethical issues and violations early on so they can be reported or addressed. In some cases, when an organization is aware of an actual or potential violation and does not report it to the appropriate authorities, this can be considered a criminal act, e.g., in business dealings with certain government agencies, such as the Defense Department. The recent Federal Sentencing Guidelines specify major penalties for various types of major ethics violations. However, the guidelines potentially lower fines if an organization has clearly made an effort to operate ethically. Ethics programs identify preferred values and ensuring organizational behaviors are aligned with those values. This effort includes recording the values, developing policies and procedures to align behaviors with preferred values, and then training all personnel about the policies and procedures. This overall effort is very useful for several other programs in the workplace that require behaviors to be aligned with values, including quality management, strategic planning and diversity management. Total Quality Management includes high priority on certain operating values, e.g., trust among stakeholders, performance, reliability, measurement, and feedback. Eastman and Polaroid use ethics tools in their quality programs to ensure integrity in their relationships with stakeholders. Ethics management techniques are highly useful for managing strategic values, e.g., expand marketshare, reduce costs, etc. McDonnell Douglas integrates their ethics programs into their strategic planning process. Ethics management programs are also useful in managing diversity. Diversity is much more than the color of people's skin -- it's acknowledging different values and perspectives. Diversity programs require recognizing and applying diverse values and perspectives -- these activities are the basis of a sound ethics management program. Attention to ethics is also strong public relations -- admittedly, managing ethics should not be done primarily for reasons of public relations. But, frankly, the fact that an organization regularly gives attention to its ethics can portray a strong positive to the public. People see those organizations as valuing people more than profit, as striving to operate with the utmost of integrity and honor. Aligning behavior with values is critical to effective marketing and public relations programs. Consider how Johnson and Johnson handled the Tylenol crisis versus how Exxon handled the oil spill in Alaska. Bob Dunn, President and CEO of San Francisco-based Business for Social Responsibility, puts it best: "Ethical values, consistently applied, are the cornerstones in building a commercially successful and socially responsible business." Donaldson and Davis, in "Business Ethics? Yes, But What Can it Do for the Bottom Line?" (Management Decision, V28, N6, 1990) explain that managing ethical values in the workplace legitimizes managerial actions, strengthens the coherence and balance of the organization's culture, improves trust in relationships between individuals and groups, supports greater consistency in standards and qualities of products, and cultivates greater sensitivity to the impact of the enterprise's values and messages. 6.  Which of the following is not a benefit of ethics programs in the workplace? a. Enhances the quality of products b. Creates faithfulness amongst management and employees c. Is a very useful sales promotion tool   d. None of the Above     This Question is based on the following passage:   Benefits of Managing Ethics in the Workplace: Many people are used to reading or hearing of the moral benefits of attention to business ethics. However, there are other types of benefits, as well. The following list describes various types of benefits from managing ethics in the workplace. A matter of decades ago, children in our country worked 16-hour days. Workers' limbs were torn off and disabled workers were condemned to poverty and often to starvation. Trusts controlled some markets to the extent that prices were fixed and small businesses choked out. Price fixing crippled normal market forces. Employees were terminated based on personalities. Influence was applied through intimidation and harassment. Then society reacted and demanded that businesses place high value on fairness and equal rights. Anti-trust laws were instituted. Government agencies were established. Unions were organized. Laws and regulations were established. As noted earlier in this document, Wallace and Pekel explain that attention to business ethics is critical during times of fundamental change -- times much like those faced now by businesses, both nonprofit or for-profit. During times of change, there is often no clear moral compass to guide leaders through complex conflicts about what is right or wrong. Continuing attention to ethics in the workplace sensitizes leaders and staff to how they want to act -- consistently. Ethics programs align employee behaviors with those top priority ethical values preferred by leaders of the organization. Usually, an organization finds surprising disparity between its preferred values and the values actually reflected by behaviors in the workplace. Ongoing attention and dialogue regarding values in the workplace builds openness, integrity and community -- critical ingredients of strong teams in the workplace. Employees feel strong alignment between their values and those of the organization. They react with strong motivation and performance. Attention to ethics in the workplace helps employees face reality, both good and bad -- in the organization and themselves. Employees feel full confidence they can admit and deal with whatever comes their way. Bennett, in his article "Unethical Behavior, Stress Appear Linked" (Wall Street Journal, April 11, 1991, p. B1), explained that a consulting company tested a range of executives and managers. Their most striking finding: the more emotionally healthy executives, as measured on a battery of tests, the more likely they were to score high on ethics tests. There are an increasing number of lawsuits in regard to personnel matters and to effects of an organization's services or products on stakeholders. As mentioned earlier in this document, ethical principles are often state-of-the-art legal matters. These principles are often applied to current, major ethical issues to become legislation. Attention to ethics ensures highly ethical policies and procedures in the workplace. It's far better to incur the cost of mechanisms to ensure ethical practices now than to incur costs of litigation later. A major intent of well-designed personnel policies is to ensure ethical treatment of employees, e.g., in matters of hiring, evaluating, disciplining, firing, etc. Drake and Drake (California Management Review, V16, pp. 107-123) note that "an employer can be subject to suit for breach of contract for failure to comply with any promise it made, so the gap between stated corporate culture and actual practice has significant legal, as well as ethical implications." Ethics programs tend to detect ethical issues and violations early on so they can be reported or addressed. In some cases, when an organization is aware of an actual or potential violation and does not report it to the appropriate authorities, this can be considered a criminal act, e.g., in business dealings with certain government agencies, such as the Defense Department. The recent Federal Sentencing Guidelines specify major penalties for various types of major ethics violations. However, the guidelines potentially lower fines if an organization has clearly made an effort to operate ethically. Ethics programs identify preferred values and ensuring organizational behaviors are aligned with those values. This effort includes recording the values, developing policies and procedures to align behaviors with preferred values, and then training all personnel about the policies and procedures. This overall effort is very useful for several other programs in the workplace that require behaviors to be aligned with values, including quality management, strategic planning and diversity management. Total Quality Management includes high priority on certain operating values, e.g., trust among stakeholders, performance, reliability, measurement, and feedback. Eastman and Polaroid use ethics tools in their quality programs to ensure integrity in their relationships with stakeholders. Ethics management techniques are highly useful for managing strategic values, e.g., expand marketshare, reduce costs, etc. McDonnell Douglas integrates their ethics programs into their strategic planning process. Ethics management programs are also useful in managing diversity. Diversity is much more than the color of people's skin -- it's acknowledging different values and perspectives. Diversity programs require recognizing and applying diverse values and perspectives -- these activities are the basis of a sound ethics management program. Attention to ethics is also strong public relations -- admittedly, managing ethics should not be done primarily for reasons of public relations. But, frankly, the fact that an organization regularly gives attention to its ethics can portray a strong positive to the public. People see those organizations as valuing people more than profit, as striving to operate with the utmost of integrity and honor. Aligning behavior with values is critical to effective marketing and public relations programs. Consider how Johnson and Johnson handled the Tylenol crisis versus how Exxon handled the oil spill in Alaska. Bob Dunn, President and CEO of San Francisco-based Business for Social Responsibility, puts it best: "Ethical values, consistently applied, are the cornerstones in building a commercially successful and socially responsible business." Donaldson and Davis, in "Business Ethics? Yes, But What Can it Do for the Bottom Line?" (Management Decision, V28, N6, 1990) explain that managing ethical values in the workplace legitimizes managerial actions, strengthens the coherence and balance of the organization's culture, improves trust in relationships between individuals and groups, supports greater consistency in standards and qualities of products, and cultivates greater sensitivity to the impact of the enterprise's values and messages. 7.  What type of writing does this document sound like? a. Story b. Article c. Legal Document d. None of the Above     This Question is based on the following passage:   Benefits of Managing Ethics in the Workplace: Many people are used to reading or hearing of the moral benefits of attention to business ethics. However, there are other types of benefits, as well. The following list describes various types of benefits from managing ethics in the workplace. A matter of decades ago, children in our country worked 16-hour days. Workers' limbs were torn off and disabled workers were condemned to poverty and often to starvation. Trusts controlled some markets to the extent that prices were fixed and small businesses choked out. Price fixing crippled normal market forces. Employees were terminated based on personalities. Influence was applied through intimidation and harassment. Then society reacted and demanded that businesses place high value on fairness and equal rights. Anti-trust laws were instituted. Government agencies were established. Unions were organized. Laws and regulations were established. As noted earlier in this document, Wallace and Pekel explain that attention to business ethics is critical during times of fundamental change -- times much like those faced now by businesses, both nonprofit or for-profit. During times of change, there is often no clear moral compass to guide leaders through complex conflicts about what is right or wrong. Continuing attention to ethics in the workplace sensitizes leaders and staff to how they want to act -- consistently. Ethics programs align employee behaviors with those top priority ethical values preferred by leaders of the organization. Usually, an organization finds surprising disparity between its preferred values and the values actually reflected by behaviors in the workplace. Ongoing attention and dialogue regarding values in the workplace builds openness, integrity and community -- critical ingredients of strong teams in the workplace. Employees feel strong alignment between their values and those of the organization. They react with strong motivation and performance. Attention to ethics in the workplace helps employees face reality, both good and bad -- in the organization and themselves. Employees feel full confidence they can admit and deal with whatever comes their way. Bennett, in his article "Unethical Behavior, Stress Appear Linked" (Wall Street Journal, April 11, 1991, p. B1), explained that a consulting company tested a range of executives and managers. Their most striking finding: the more emotionally healthy executives, as measured on a battery of tests, the more likely they were to score high on ethics tests. There are an increasing number of lawsuits in regard to personnel matters and to effects of an organization's services or products on stakeholders. As mentioned earlier in this document, ethical principles are often state-of-the-art legal matters. These principles are often applied to current, major ethical issues to become legislation. Attention to ethics ensures highly ethical policies and procedures in the workplace. It's far better to incur the cost of mechanisms to ensure ethical practices now than to incur costs of litigation later. A major intent of well-designed personnel policies is to ensure ethical treatment of employees, e.g., in matters of hiring, evaluating, disciplining, firing, etc. Drake and Drake (California Management Review, V16, pp. 107-123) note that "an employer can be subject to suit for breach of contract for failure to comply with any promise it made, so the gap between stated corporate culture and actual practice has significant legal, as well as ethical implications." Ethics programs tend to detect ethical issues and violations early on so they can be reported or addressed. In some cases, when an organization is aware of an actual or potential violation and does not report it to the appropriate authorities, this can be considered a criminal act, e.g., in business dealings with certain government agencies, such as the Defense Department. The recent Federal Sentencing Guidelines specify major penalties for various types of major ethics violations. However, the guidelines potentially lower fines if an organization has clearly made an effort to operate ethically. Ethics programs identify preferred values and ensuring organizational behaviors are aligned with those values. This effort includes recording the values, developing policies and procedures to align behaviors with preferred values, and then training all personnel about the policies and procedures. This overall effort is very useful for several other programs in the workplace that require behaviors to be aligned with values, including quality management, strategic planning and diversity management. Total Quality Management includes high priority on certain operating values, e.g., trust among stakeholders, performance, reliability, measurement, and feedback. Eastman and Polaroid use ethics tools in their quality programs to ensure integrity in their relationships with stakeholders. Ethics management techniques are highly useful for managing strategic values, e.g., expand marketshare, reduce costs, etc. McDonnell Douglas integrates their ethics programs into their strategic planning process. Ethics management programs are also useful in managing diversity. Diversity is much more than the color of people's skin -- it's acknowledging different values and perspectives. Diversity programs require recognizing and applying diverse values and perspectives -- these activities are the basis of a sound ethics management program. Attention to ethics is also strong public relations -- admittedly, managing ethics should not be done primarily for reasons of public relations. But, frankly, the fact that an organization regularly gives attention to its ethics can portray a strong positive to the public. People see those organizations as valuing people more than profit, as striving to operate with the utmost of integrity and honor. Aligning behavior with values is critical to effective marketing and public relations programs. Consider how Johnson and Johnson handled the Tylenol crisis versus how Exxon handled the oil spill in Alaska. Bob Dunn, President and CEO of San Francisco-based Business for Social Responsibility, puts it best: "Ethical values, consistently applied, are the cornerstones in building a commercially successful and socially responsible business." Donaldson and Davis, in "Business Ethics? Yes, But What Can it Do for the Bottom Line?" (Management Decision, V28, N6, 1990) explain that managing ethical values in the workplace legitimizes managerial actions, strengthens the coherence and balance of the organization's culture, improves trust in relationships between individuals and groups, supports greater consistency in standards and qualities of products, and cultivates greater sensitivity to the impact of the enterprise's values and messages. 8.  Which of the following conclusions can you draw from the information in the passage? a. Attention to business ethics has substantially improved society b. Ethics program is a useful tool in managing diversity c. Ethics programs promote a strong public image d. None of the Above e. All of the Above     This Question is based on the following passage:   Benefits of Managing Ethics in the Workplace: Many people are used to reading or hearing of the moral benefits of attention to business ethics. However, there are other types of benefits, as well. The following list describes various types of benefits from managing ethics in the workplace. A matter of decades ago, children in our country worked 16-hour days. Workers' limbs were torn off and disabled workers were condemned to poverty and often to starvation. Trusts controlled some markets to the extent that prices were fixed and small businesses choked out. Price fixing crippled normal market forces. Employees were terminated based on personalities. Influence was applied through intimidation and harassment. Then society reacted and demanded that businesses place high value on fairness and equal rights. Anti-trust laws were instituted. Government agencies were established. Unions were organized. Laws and regulations were established. As noted earlier in this document, Wallace and Pekel explain that attention to business ethics is critical during times of fundamental change -- times much like those faced now by businesses, both nonprofit or for-profit. During times of change, there is often no clear moral compass to guide leaders through complex conflicts about what is right or wrong. Continuing attention to ethics in the workplace sensitizes leaders and staff to how they want to act -- consistently. Ethics programs align employee behaviors with those top priority ethical values preferred by leaders of the organization. Usually, an organization finds surprising disparity between its preferred values and the values actually reflected by behaviors in the workplace. Ongoing attention and dialogue regarding values in the workplace builds openness, integrity and community -- critical ingredients of strong teams in the workplace. Employees feel strong alignment between their values and those of the organization. They react with strong motivation and performance. Attention to ethics in the workplace helps employees face reality, both good and bad -- in the organization and themselves. Employees feel full confidence they can admit and deal with whatever comes their way. Bennett, in his article "Unethical Behavior, Stress Appear Linked" (Wall Street Journal, April 11, 1991, p. B1), explained that a consulting company tested a range of executives and managers. Their most striking finding: the more emotionally healthy executives, as measured on a battery of tests, the more likely they were to score high on ethics tests. There are an increasing number of lawsuits in regard to personnel matters and to effects of an organization's services or products on stakeholders. As mentioned earlier in this document, ethical principles are often state-of-the-art legal matters. These principles are often applied to current, major ethical issues to become legislation. Attention to ethics ensures highly ethical policies and procedures in the workplace. It's far better to incur the cost of mechanisms to ensure ethical practices now than to incur costs of litigation later. A major intent of well-designed personnel policies is to ensure ethical treatment of employees, e.g., in matters of hiring, evaluating, disciplining, firing, etc. Drake and Drake (California Management Review, V16, pp. 107-123) note that "an employer can be subject to suit for breach of contract for failure to comply with any promise it made, so the gap between stated corporate culture and actual practice has significant legal, as well as ethical implications." Ethics programs tend to detect ethical issues and violations early on so they can be reported or addressed. In some cases, when an organization is aware of an actual or potential violation and does not report it to the appropriate authorities, this can be considered a criminal act, e.g., in business dealings with certain government agencies, such as the Defense Department. The recent Federal Sentencing Guidelines specify major penalties for various types of major ethics violations. However, the guidelines potentially lower fines if an organization has clearly made an effort to operate ethically. Ethics programs identify preferred values and ensuring organizational behaviors are aligned with those values. This effort includes recording the values, developing policies and procedures to align behaviors with preferred values, and then training all personnel about the policies and procedures. This overall effort is very useful for several other programs in the workplace that require behaviors to be aligned with values, including quality management, strategic planning and diversity management. Total Quality Management includes high priority on certain operating values, e.g., trust among stakeholders, performance, reliability, measurement, and feedback. Eastman and Polaroid use ethics tools in their quality programs to ensure integrity in their relationships with stakeholders. Ethics management techniques are highly useful for managing strategic values, e.g., expand marketshare, reduce costs, etc. McDonnell Douglas integrates their ethics programs into their strategic planning process. Ethics management programs are also useful in managing diversity. Diversity is much more than the color of people's skin -- it's acknowledging different values and perspectives. Diversity programs require recognizing and applying diverse values and perspectives -- these activities are the basis of a sound ethics management program. Attention to ethics is also strong public relations -- admittedly, managing ethics should not be done primarily for reasons of public relations. But, frankly, the fact that an organization regularly gives attention to its ethics can portray a strong positive to the public. People see those organizations as valuing people more than profit, as striving to operate with the utmost of integrity and honor. Aligning behavior with values is critical to effective marketing and public relations programs. Consider how Johnson and Johnson handled the Tylenol crisis versus how Exxon handled the oil spill in Alaska. Bob Dunn, President and CEO of San Francisco-based Business for Social Responsibility, puts it best: "Ethical values, consistently applied, are the cornerstones in building a commercially successful and socially responsible business." Donaldson and Davis, in "Business Ethics? Yes, But What Can it Do for the Bottom Line?" (Management Decision, V28, N6, 1990) explain that managing ethical values in the workplace legitimizes managerial actions, strengthens the coherence and balance of the organization's culture, improves trust in relationships between individuals and groups, supports greater consistency in standards and qualities of products, and cultivates greater sensitivity to the impact of the enterprise's values and messages. 9.  Ethics programs cultivate strong teamwork in workplace: a. By inserting honest practices in employee actions b. By creating religious feelings in employees c. By giving employees insurance and health covers   d. By giving employees higher pay package     This Question is based on the following passage:   Benefits of Managing Ethics in the Workplace: Many people are used to reading or hearing of the moral benefits of attention to business ethics. However, there are other types of benefits, as well. The following list describes various types of benefits from managing ethics in the workplace. A matter of decades ago, children in our country worked 16-hour days. Workers' limbs were torn off and disabled workers were condemned to poverty and often to starvation. Trusts controlled some markets to the extent that prices were fixed and small businesses choked out. Price fixing crippled normal market forces. Employees were terminated based on personalities. Influence was applied through intimidation and harassment. Then society reacted and demanded that businesses place high value on fairness and equal rights. Anti-trust laws were instituted. Government agencies were established. Unions were organized. Laws and regulations were established. As noted earlier in this document, Wallace and Pekel explain that attention to business ethics is critical during times of fundamental change -- times much like those faced now by businesses, both nonprofit or for-profit. During times of change, there is often no clear moral compass to guide leaders through complex conflicts about what is right or wrong. Continuing attention to ethics in the workplace sensitizes leaders and staff to how they want to act -- consistently. Ethics programs align employee behaviors with those top priority ethical values preferred by leaders of the organization. Usually, an organization finds surprising disparity between its preferred values and the values actually reflected by behaviors in the workplace. Ongoing attention and dialogue regarding values in the workplace builds openness, integrity and community -- critical ingredients of strong teams in the workplace. Employees feel strong alignment between their values and those of the organization. They react with strong motivation and performance. Attention to ethics in the workplace helps employees face reality, both good and bad -- in the organization and themselves. Employees feel full confidence they can admit and deal with whatever comes their way. Bennett, in his article "Unethical Behavior, Stress Appear Linked" (Wall Street Journal, April 11, 1991, p. B1), explained that a consulting company tested a range of executives and managers. Their most striking finding: the more emotionally healthy executives, as measured on a battery of tests, the more likely they were to score high on ethics tests. There are an increasing number of lawsuits in regard to personnel matters and to effects of an organization's services or products on stakeholders. As mentioned earlier in this document, ethical principles are often state-of-the-art legal matters. These principles are often applied to current, major ethical issues to become legislation. Attention to ethics ensures highly ethical policies and procedures in the workplace. It's far better to incur the cost of mechanisms to ensure ethical practices now than to incur costs of litigation later. A major intent of well-designed personnel policies is to ensure ethical treatment of employees, e.g., in matters of hiring, evaluating, disciplining, firing, etc. Drake and Drake (California Management Review, V16, pp. 107-123) note that "an employer can be subject to suit for breach of contract for failure to comply with any promise it made, so the gap between stated corporate culture and actual practice has significant legal, as well as ethical implications." Ethics programs tend to detect ethical issues and violations early on so they can be reported or addressed. In some cases, when an organization is aware of an actual or potential violation and does not report it to the appropriate authorities, this can be considered a criminal act, e.g., in business dealings with certain government agencies, such as the Defense Department. The recent Federal Sentencing Guidelines specify major penalties for various types of major ethics violations. However, the guidelines potentially lower fines if an organization has clearly made an effort to operate ethically. Ethics programs identify preferred values and ensuring organizational behaviors are aligned with those values. This effort includes recording the values, developing policies and procedures to align behaviors with preferred values, and then training all personnel about the policies and procedures. This overall effort is very useful for several other programs in the workplace that require behaviors to be aligned with values, including quality management, strategic planning and diversity management. Total Quality Management includes high priority on certain operating values, e.g., trust among stakeholders, performance, reliability, measurement, and feedback. Eastman and Polaroid use ethics tools in their quality programs to ensure integrity in their relationships with stakeholders. Ethics management techniques are highly useful for managing strategic values, e.g., expand marketshare, reduce costs, etc. McDonnell Douglas integrates their ethics programs into their strategic planning process. Ethics management programs are also useful in managing diversity. Diversity is much more than the color of people's skin -- it's acknowledging different values and perspectives. Diversity programs require recognizing and applying diverse values and perspectives -- these activities are the basis of a sound ethics management program. Attention to ethics is also strong public relations -- admittedly, managing ethics should not be done primarily for reasons of public relations. But, frankly, the fact that an organization regularly gives attention to its ethics can portray a strong positive to the public. People see those organizations as valuing people more than profit, as striving to operate with the utmost of integrity and honor. Aligning behavior with values is critical to effective marketing and public relations programs. Consider how Johnson and Johnson handled the Tylenol crisis versus how Exxon handled the oil spill in Alaska. Bob Dunn, President and CEO of San Francisco-based Business for Social Responsibility, puts it best: "Ethical values, consistently applied, are the cornerstones in building a commercially successful and socially responsible business." Donaldson and Davis, in "Business Ethics? Yes, But What Can it Do for the Bottom Line?" (Management Decision, V28, N6, 1990) explain that managing ethical values in the workplace legitimizes managerial actions, strengthens the coherence and balance of the organization's culture, improves trust in relationships between individuals and groups, supports greater consistency in standards and qualities of products, and cultivates greater sensitivity to the impact of the enterprise's values and messages. 10.  Ethics programs help avoid criminal acts "of omission". a. True b. False     This Question is based on the following passage:   Disciplining employees for infractions is something that most employers dread to think about. In fact, wouldn't it be a great world if all employees came in on time, did their job without complaint, and then went home and came back and did the same thing again and again? All right, time to stop dreaming. The reality is that employees' experience conflicts at work and sometimes breaks the rules you have set. It then becomes your job to minimize the conflict and get things going back on track. Sounds easy, doesn't it? We all know that it isn't that easy, though. This section will outline the steps you can take to prevent Employee infractions, and also the choices you have when you decide to discipline an employee. DISCIPLINARY POLICY GROUND RULES: The first step to keeping your employee discipline problems to a minimum is making sure that the ground rules are clearly communicated to your employees. This way they know what they can and cannot do. You should also clearly communicate the discipline that will be doled out if employees break your rules. For this reason, you need to have a good disciplinary policy in place. Maintain At-Will Employment Some employers may be afraid that publicizing a disciplinary policy may cause a court to hold that they are bound by the policy. To ensure that you have the flexibility you need to enforce your policy, make sure that your policy states that it is not binding and is at the discretion of management. Example: Sharon was an employee of a large department store for over 21 years. At the time her employment commenced, she signed a clear acknowledgment that her employment was at-will. She was aware that the company had a progressive discipline policy. How to Discipline & Document employee behavior? Although it was only published in a supervisors manual and was never distributed to employees. The policy in the manual stated that the store specifically reserved the right to depart from standard disciplinary procedures when it is deemed warranted. The store terminated Sharon for willful misconduct and did not follow the progressive discipline procedure. Sharon sued and lost. The court agreed with the store that Sharon's acknowledgment of her at-will employment trumped the progressive discipline policy. It also interpreted the policy to mean that progressive discipline would only take place once an initial decision not to terminate an employee had been made. The above example is a good reminder that at-will employment can be surrendered by policies that are inconsistent with it, such as a binding progressive discipline policy. But you can carefully reserve the right to terminate at will, even if you have a practice of following progressive procedures. To win a case against you, an employee must establish both that there was a specific promise to follow progressive discipline in all situations, and that she was aware of that promise and relied on it as job protection. Therefore, you should be careful not to make any express promises in your policy or handbook. In order to maintain your employment-at-will relationship with your employees, your disciplinary policy may say something like; Violation of company policies and rules may warrant disciplinary action. Forms of discipline that the company may elect to use include verbal corrections, written warnings, final written warnings, and/or suspensions. The system is not formal, and the company may, at its sole and absolute discretion, deviate from any order of progressive disciplinary actions and utilize whatever form of discipline is deemed appropriate under the circumstances, up to and including immediate termination of employment. The company's policy for discipline in no way limits or alters the at-will employment relationship. Keep in mind that different states have different laws on at-will employment. Check with your employment attorney to make sure that your disclaimer is sufficient. 11.  What should the employer keep in mind while preparing disciplinary policy for the employees? a. Employee discipline is vital but not necessary b. Never make any express promises in the policy or handbook c. Its better to straight away fire the employee without giving any verbal warning d. None of the Above     This Question is based on the following passage:   Disciplining employees for infractions is something that most employers dread to think about. In fact, wouldn't it be a great world if all employees came in on time, did their job without complaint, and then went home and came back and did the same thing again and again? All right, time to stop dreaming. The reality is that employees' experience conflicts at work and sometimes breaks the rules you have set. It then becomes your job to minimize the conflict and get things going back on track. Sounds easy, doesn't it? We all know that it isn't that easy, though. This section will outline the steps you can take to prevent Employee infractions, and also the choices you have when you decide to discipline an employee. DISCIPLINARY POLICY GROUND RULES: The first step to keeping your employee discipline problems to a minimum is making sure that the ground rules are clearly communicated to your employees. This way they know what they can and cannot do. You should also clearly communicate the discipline that will be doled out if employees break your rules. For this reason, you need to have a good disciplinary policy in place. Maintain At-Will Employment Some employers may be afraid that publicizing a disciplinary policy may cause a court to hold that they are bound by the policy. To ensure that you have the flexibility you need to enforce your policy, make sure that your policy states that it is not binding and is at the discretion of management. Example: Sharon was an employee of a large department store for over 21 years. At the time her employment commenced, she signed a clear acknowledgment that her employment was at-will. She was aware that the company had a progressive discipline policy. How to Discipline & Document employee behavior? Although it was only published in a supervisors manual and was never distributed to employees. The policy in the manual stated that the store specifically reserved the right to depart from standard disciplinary procedures when it is deemed warranted. The store terminated Sharon for willful misconduct and did not follow the progressive discipline procedure. Sharon sued and lost. The court agreed with the store that Sharon's acknowledgment of her at-will employment trumped the progressive discipline policy. It also interpreted the policy to mean that progressive discipline would only take place once an initial decision not to terminate an employee had been made. The above example is a good reminder that at-will employment can be surrendered by policies that are inconsistent with it, such as a binding progressive discipline policy. But you can carefully reserve the right to terminate at will, even if you have a practice of following progressive procedures. To win a case against you, an employee must establish both that there was a specific promise to follow progressive discipline in all situations, and that she was aware of that promise and relied on it as job protection. Therefore, you should be careful not to make any express promises in your policy or handbook. In order to maintain your employment-at-will relationship with your employees, your disciplinary policy may say something like; Violation of company policies and rules may warrant disciplinary action. Forms of discipline that the company may elect to use include verbal corrections, written warnings, final written warnings, and/or suspensions. The system is not formal, and the company may, at its sole and absolute discretion, deviate from any order of progressive disciplinary actions and utilize whatever form of discipline is deemed appropriate under the circumstances, up to and including immediate termination of employment. The company's policy for discipline in no way limits or alters the at-will employment relationship. Keep in mind that different states have different laws on at-will employment. Check with your employment attorney to make sure that your disclaimer is sufficient. 12.  While terminating Sharon the company followed: a. A coercive disciplinary policy b. A progressive discipline policy c. A court induced disciplinary action d. A flexible discipline policy     This Question is based on the following passage:   Disciplining employees for infractions is something that most employers dread to think about. In fact, wouldn't it be a great world if all employees came in on time, did their job without complaint, and then went home and came back and did the same thing again and again? All right, time to stop dreaming. The reality is that employees' experience conflicts at work and sometimes breaks the rules you have set. It then becomes your job to minimize the conflict and get things going back on track. Sounds easy, doesn't it? We all know that it isn't that easy, though. This section will outline the steps you can take to prevent Employee infractions, and also the choices you have when you decide to discipline an employee. DISCIPLINARY POLICY GROUND RULES: The first step to keeping your employee discipline problems to a minimum is making sure that the ground rules are clearly communicated to your employees. This way they know what they can and cannot do. You should also clearly communicate the discipline that will be doled out if employees break your rules. For this reason, you need to have a good disciplinary policy in place. Maintain At-Will Employment Some employers may be afraid that publicizing a disciplinary policy may cause a court to hold that they are bound by the policy. To ensure that you have the flexibility you need to enforce your policy, make sure that your policy states that it is not binding and is at the discretion of management. Example: Sharon was an employee of a large department store for over 21 years. At the time her employment commenced, she signed a clear acknowledgment that her employment was at-will. She was aware that the company had a progressive discipline policy. How to Discipline & Document employee behavior? Although it was only published in a supervisors manual and was never distributed to employees. The policy in the manual stated that the store specifically reserved the right to depart from standard disciplinary procedures when it is deemed warranted. The store terminated Sharon for willful misconduct and did not follow the progressive discipline procedure. Sharon sued and lost. The court agreed with the store that Sharon's acknowledgment of her at-will employment trumped the progressive discipline policy. It also interpreted the policy to mean that progressive discipline would only take place once an initial decision not to terminate an employee had been made. The above example is a good reminder that at-will employment can be surrendered by policies that are inconsistent with it, such as a binding progressive discipline policy. But you can carefully reserve the right to terminate at will, even if you have a practice of following progressive procedures. To win a case against you, an employee must establish both that there was a specific promise to follow progressive discipline in all situations, and that she was aware of that promise and relied on it as job protection. Therefore, you should be careful not to make any express promises in your policy or handbook. In order to maintain your employment-at-will relationship with your employees, your disciplinary policy may say something like; Violation of company policies and rules may warrant disciplinary action. Forms of discipline that the company may elect to use include verbal corrections, written warnings, final written warnings, and/or suspensions. The system is not formal, and the company may, at its sole and absolute discretion, deviate from any order of progressive disciplinary actions and utilize whatever form of discipline is deemed appropriate under the circumstances, up to and including immediate termination of employment. The company's policy for discipline in no way limits or alters the at-will employment relationship. Keep in mind that different states have different laws on at-will employment. Check with your employment attorney to make sure that your disclaimer is sufficient. 13.  What type of disciplinary action can the company take against employees? a. Deducting one month salary of the employee b. Forcing the employee to proceed on leave without pay   c. Firing the employee forthwith d. Raising the salary of employee e. None of the Above     This Question is based on the following passage:   Disciplining employees for infractions is something that most employers dread to think about. In fact, wouldn't it be a great world if all employees came in on time, did their job without complaint, and then went home and came back and did the same thing again and again? All right, time to stop dreaming. The reality is that employees' experience conflicts at work and sometimes breaks the rules you have set. It then becomes your job to minimize the conflict and get things going back on track. Sounds easy, doesn't it? We all know that it isn't that easy, though. This section will outline the steps you can take to prevent Employee infractions, and also the choices you have when you decide to discipline an employee. DISCIPLINARY POLICY GROUND RULES: The first step to keeping your employee discipline problems to a minimum is making sure that the ground rules are clearly communicated to your employees. This way they know what they can and cannot do. You should also clearly communicate the discipline that will be doled out if employees break your rules. For this reason, you need to have a good disciplinary policy in place. Maintain At-Will Employment Some employers may be afraid that publicizing a disciplinary policy may cause a court to hold that they are bound by the policy. To ensure that you have the flexibility you need to enforce your policy, make sure that your policy states that it is not binding and is at the discretion of management. Example: Sharon was an employee of a large department store for over 21 years. At the time her employment commenced, she signed a clear acknowledgment that her employment was at-will. She was aware that the company had a progressive discipline policy. How to Discipline & Document employee behavior? Although it was only published in a supervisors manual and was never distributed to employees. The policy in the manual stated that the store specifically reserved the right to depart from standard disciplinary procedures when it is deemed warranted. The store terminated Sharon for willful misconduct and did not follow the progressive discipline procedure. Sharon sued and lost. The court agreed with the store that Sharon's acknowledgment of her at-will employment trumped the progressive discipline policy. It also interpreted the policy to mean that progressive discipline would only take place once an initial decision not to terminate an employee had been made. The above example is a good reminder that at-will employment can be surrendered by policies that are inconsistent with it, such as a binding progressive discipline policy. But you can carefully reserve the right to terminate at will, even if you have a practice of following progressive procedures. To win a case against you, an employee must establish both that there was a specific promise to follow progressive discipline in all situations, and that she was aware of that promise and relied on it as job protection. Therefore, you should be careful not to make any express promises in your policy or handbook. In order to maintain your employment-at-will relationship with your employees, your disciplinary policy may say something like; Violation of company policies and rules may warrant disciplinary action. Forms of discipline that the company may elect to use include verbal corrections, written warnings, final written warnings, and/or suspensions. The system is not formal, and the company may, at its sole and absolute discretion, deviate from any order of progressive disciplinary actions and utilize whatever form of discipline is deemed appropriate under the circumstances, up to and including immediate termination of employment. The company's policy for discipline in no way limits or alters the at-will employment relationship. Keep in mind that different states have different laws on at-will employment. Check with your employment attorney to make sure that your disclaimer is sufficient. 14.  In order to discipline an employee you should have well-prepared documentation to back up your decision. a. True b. False     This Question is based on the following passage:   Disciplining employees for infractions is something that most employers dread to think about. In fact, wouldn't it be a great world if all employees came in on time, did their job without complaint, and then went home and came back and did the same thing again and again? All right, time to stop dreaming. The reality is that employees' experience conflicts at work and sometimes breaks the rules you have set. It then becomes your job to minimize the conflict and get things going back on track. Sounds easy, doesn't it? We all know that it isn't that easy, though. This section will outline the steps you can take to prevent Employee infractions, and also the choices you have when you decide to discipline an employee. DISCIPLINARY POLICY GROUND RULES: The first step to keeping your employee discipline problems to a minimum is making sure that the ground rules are clearly communicated to your employees. This way they know what they can and cannot do. You should also clearly communicate the discipline that will be doled out if employees break your rules. For this reason, you need to have a good disciplinary policy in place. Maintain At-Will Employment Some employers may be afraid that publicizing a disciplinary policy may cause a court to hold that they are bound by the policy. To ensure that you have the flexibility you need to enforce your policy, make sure that your policy states that it is not binding and is at the discretion of management. Example: Sharon was an employee of a large department store for over 21 years. At the time her employment commenced, she signed a clear acknowledgment that her employment was at-will. She was aware that the company had a progressive discipline policy. How to Discipline & Document employee behavior? Although it was only published in a supervisors manual and was never distributed to employees. The policy in the manual stated that the store specifically reserved the right to depart from standard disciplinary procedures when it is deemed warranted. The store terminated Sharon for willful misconduct and did not follow the progressive discipline procedure. Sharon sued and lost. The court agreed with the store that Sharon's acknowledgment of her at-will employment trumped the progressive discipline policy. It also interpreted the policy to mean that progressive discipline would only take place once an initial decision not to terminate an employee had been made. The above example is a good reminder that at-will employment can be surrendered by policies that are inconsistent with it, such as a binding progressive discipline policy. But you can carefully reserve the right to terminate at will, even if you have a practice of following progressive procedures. To win a case against you, an employee must establish both that there was a specific promise to follow progressive discipline in all situations, and that she was aware of that promise and relied on it as job protection. Therefore, you should be careful not to make any express promises in your policy or handbook. In order to maintain your employment-at-will relationship with your employees, your disciplinary policy may say something like; Violation of company policies and rules may warrant disciplinary action. Forms of discipline that the company may elect to use include verbal corrections, written warnings, final written warnings, and/or suspensions. The system is not formal, and the company may, at its sole and absolute discretion, deviate from any order of progressive disciplinary actions and utilize whatever form of discipline is deemed appropriate under the circumstances, up to and including immediate termination of employment. The company's policy for discipline in no way limits or alters the at-will employment relationship. Keep in mind that different states have different laws on at-will employment. Check with your employment attorney to make sure that your disclaimer is sufficient. 15.  Which of the following conclusions can you draw from the information in the passage? a. Disciplinary policy is suitable for big organizations b. Disciplinary policy creates friction in employer employee relationship c. Disciplinary policy transfers undue power to managers and supervisors d. An effective disciplinary policy relies upon facts and circumstances of the particular situation e. None of the Above   Think you know more about this quiz!   Please enter your Name and what you would like to tell everyone about GED Practice Test - Language Arts Reading - Workplace and Community Documents  Name: Think you know more about GED Practice Test - Language Arts Reading - Workplace and Community Documents and would like others to know too? Whether its a great fact, a joke, a personal experience or an interesting anecdote, please share it with all the human beings on planet earth. Your contribution will help keep QuizMoz a free site for all.    (Optional)  (average submission size - 5 to 10 lines) What others think about GED Practice Test - Language Arts Reading - Workplace and Community Documents By: Erin on 1/6/2009    it was a fun and interseting quiz! By: Tracy on 1/5/2009    Great test. A nice way to gauge one's knowledge By: Samantha on 1/4/2009    This is so cool. Even though I really did not know some of the questions, it was still fun! 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