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Closing Shop: Can I Delete and Shut Down My Shutterstock Contributor Website?
With the rise of the digital marketplace, many individuals have found opportunities to generate income by contributing their creative work to stock photography platforms like Shutterstock. However, as circumstances change and priorities shift, contributors may find themselves contemplating the closure of their Shutterstock contributor website. In this article, we delve into the process of shutting down such a website, exploring the implications, considerations, and steps involved. Whether you're looking to move on to new endeavors or simply reevaluating your online presence, understanding the process of closing your Shutterstock contributor website is essential. Let's navigate through this decision together.
Considerations Before Deleting Your Shutterstock Contributor Website
Before taking the irreversible step of deleting your Shutterstock contributor website, it's crucial to weigh several important considerations. From contractual obligations to potential impacts on your earnings and future opportunities, here's what you need to think about before making your decision: - Reviewing terms and conditions: Take the time to carefully review the terms and conditions outlined by Shutterstock regarding account closure and content removal. Understanding the legal implications and any contractual obligations is essential before proceeding. - Understanding implications for existing content: Deleting your contributor website may have consequences for the content you've already uploaded to the platform. Consider how this action might affect existing licenses, usage rights, and the availability of your work to customers. - Impact on earnings and future opportunities: Evaluate the potential financial implications of shutting down your Shutterstock contributor website. Consider how it might impact your earnings from existing sales, as well as any future opportunities to monetize your work through the platform. By thoroughly considering these factors, you can make an informed decision about whether deleting your Shutterstock contributor website is the right choice for you.
Steps to Delete and Shut Down Your Shutterstock Contributor Website
If you've carefully weighed the considerations and decided to proceed with closing your Shutterstock contributor website, here's a guide to help you navigate the process effectively: - Accessing your contributor account: Log in to your Shutterstock contributor account using your credentials. Ensure that you have the necessary permissions to make changes to your account settings. - Initiating the deletion process: Navigate to the settings or account management section of your contributor dashboard. Look for options related to account closure or deletion. Shutterstock may have specific procedures in place for this process, so follow any instructions provided. - Confirming closure and its irreversible nature: Before proceeding, carefully read and understand any warnings or notifications regarding the permanent deletion of your account. Confirm your decision to close your Shutterstock contributor website, acknowledging that this action is irreversible. By following these steps, you can successfully delete and shut down your Shutterstock contributor website. Remember to double-check your decision and consider any potential consequences before finalizing the closure of your account.
Aftermath: What Happens When You Shut Down Your Shutterstock Contributor Website?
Closing your Shutterstock contributor website has several implications and consequences that extend beyond the deletion of your account. Here's what you can expect in the aftermath of shutting down your contributor website: - Handling remaining earnings and balances: Upon closure of your account, Shutterstock will typically process any outstanding earnings and balances owed to you. Ensure that your payment information is up to date to facilitate the transfer of funds. - Implications for existing licenses and sales: Deleting your contributor website may impact the availability of your content to customers who have previously purchased licenses. Existing licenses may remain valid, but customers may lose access to additional sizes, formats, or future updates of your work. - Closure of contributor profile and its visibility on the platform: Once your Shutterstock contributor website is shut down, your profile and portfolio will no longer be accessible to customers browsing the platform. This includes both your uploaded content and any associated metadata or contributor information. It's essential to consider these consequences before closing your Shutterstock contributor website and to communicate any changes to your audience or clients as necessary. Additionally, be prepared to adjust your future plans and strategies accordingly based on the implications of account closure.
Alternatives to Closing Your Shutterstock Contributor Website
If you're considering closing your Shutterstock contributor website but aren't ready to take that step just yet, there are several alternatives to consider. Here are some options to explore before making your final decision: - Temporarily disabling your account: If you need a break or want to reassess your involvement with Shutterstock, consider temporarily disabling your contributor account instead of permanently deleting it. This allows you to step back without losing access to your portfolio or earnings. - Adjusting your content availability settings: Instead of shutting down your entire contributor website, you can modify the availability settings for your content. For example, you may choose to make certain images exclusive to other platforms while keeping others available on Shutterstock. - Exploring other stock photography platforms: If you're looking for a change or want to diversify your income streams, consider exploring other stock photography platforms. Research alternative platforms that align with your goals and explore their terms, conditions, and earning potential. By considering these alternatives, you can maintain flexibility and control over your Shutterstock contributor website without immediately resorting to closure. Take the time to evaluate your options and choose the approach that best suits your current needs and long-term objectives.
Frequently Asked Questions (FAQs)
Q: Can I delete my Shutterstock contributor website at any time? A: Yes, you have the option to delete your Shutterstock contributor website at any time. However, it's important to consider the implications and consequences before making this decision. Q: Will deleting my contributor website affect my earnings? A: Deleting your contributor website may impact your earnings, as it can affect the availability of your content to customers and future sales. Be sure to review the potential financial implications before proceeding. Q: Can I retrieve my content after deleting my contributor website? A: Once you delete your Shutterstock contributor website, it's unlikely that you'll be able to retrieve your content. Ensure that you have backups of any important files or information before proceeding with deletion. Q: How can I temporarily disable my contributor account? A: You can typically find options to temporarily disable your contributor account within the settings or account management section of your dashboard. Follow the provided instructions to deactivate your account temporarily. Q: Are there any alternatives to closing my Shutterstock contributor website? A: Yes, there are alternatives to closing your contributor website, such as temporarily disabling your account, adjusting content availability settings, or exploring other stock photography platforms. Consider these options before making your final decision.
Conclusion
In conclusion, closing your Shutterstock contributor website is a significant decision that requires careful consideration. Let's recap the key points discussed in this article: A. Recap of key points: - Before deleting your contributor website, review the terms and conditions, understand the implications for existing content, and consider the impact on your earnings and future opportunities. - Follow the necessary steps to delete and shut down your Shutterstock contributor website, ensuring that you understand the irreversible nature of this action. - Be prepared for the aftermath, including handling remaining earnings, the impact on existing licenses and sales, and the closure of your contributor profile on the platform. - Explore alternatives to closing your contributor website, such as temporarily disabling your account, adjusting content availability settings, or exploring other stock photography platforms. B. Final thoughts on the decision to delete or shut down a Shutterstock contributor website: Ultimately, the decision to delete or shut down your Shutterstock contributor website is a personal one that should align with your individual goals and circumstances. Consider the short-term and long-term implications, weigh the pros and cons, and make a decision that feels right for you. C. Encouragement to make an informed choice in alignment with individual goals and circumstances: Whatever decision you make, whether it's to delete your contributor website or explore alternative options, it's important to make an informed choice. Take the time to assess your situation, seek advice if needed, and proceed with confidence knowing that you're making the best decision for yourself and your creative endeavors. Thank you for exploring this topic with us, and we wish you the best of luck in your future endeavors as a Shutterstock contributor. Read the full article
#AccountClosure#Contentavailability#Decision-makingprocess#DigitalMarketplace#Earningsimplications#Shutterstockcontributorwebsite#Stockphotography
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Are You Searching Best Computer Repair Service?
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Big inspiring ads do not always mean the greatest
You just cannot get attracted by attractive web advertisement; no, it is not a recommendation. Similarly, you cannot think about a flier or a big advertisement in the edition of Sunday of your paper as a recommendation. Also, such ads assist adding to your consciousness of the companies in the same type of business, but actually, you just come to recognize what you have been expressed by them. Any specific company will feel free to promote whatever it desires, but the message keeps on to be biased in the favor of the promoter.
It is not to say that all the advertisements are completely dishonest. A firmoffering the Desktop Repair Near Me can or cannot promote, but one cannot judge the service quality provided by a company from the frequency or size of its ads.
Do some examination of your behalf
You can be overwhelmed by the term enquiry! Not some of the companies offeringComputer Solutions Bangalore survive just on the service strength they provide. Almost all such service providers have some small area for condescendingclients at their business premises, even as all the companies having countrywide service centers are usuallyassociated to big retail channels.
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Question your expectations
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Test Bank Ethics in Information Technology 5th Edition
For Order This And Any Other Test
Banks And Solutions Manuals, Course,
Assignments, Discussions, Quizzes, Exams,
Contact us At: [email protected]
1. Anorganization’smissionstatementhighlightsitskeyethicalissuesandidentifiestheoverarchingvaluesand
principlesthatareimportanttotheorganizationanditsdecisionmaking.
a. True
b. False
ANSWER: False
2. Lineoperationspersonnelcanbeappointedascorporateethicsofficers.
a. True
b. False
ANSWER: True
3. Inanonprofitorganization,theboardofdirectorsreportstothelocalcommunitythatitserves.
a. True
b. False
ANSWER: True
4. Consistencymeansthatshareholders,customers,suppliers,andthecommunityknowwhattheycanexpectofan
organization—thatitwillbehaveinthefuturemuchasithasinthepast.
a. True
b. False
ANSWER: True
5. Thegreaterrelianceofinformationsystemsinallaspectsoflifehasdecreasedtheriskthatinformationtechnologywillbeusedunethically.
a. True
b. False
ANSWER: False
6. Increasingly,managersareincludingethicalconductaspartofanemployee’sperformanceappraisal.
a. True
b. False
ANSWER: True
7. Employeesmaysuppresstheirtendencytoactinamannerthatseemsethicaltothemandinsteadactinamannerthatwillprotectthemagainstanticipatedpunishment.
a. True
b. False
ANSWER: True
8. Thetermmoralityreferstosocialconventionsaboutrightandwrongthataresowidelysharedthattheybecomethebasisforanestablishedconsensus.
a. True
b. False
ANSWER: True
9. Lawscanproclaimanactaslegal,althoughmanypeoplemayconsidertheactimmoral.
a. True
b. False
ANSWER: True
10. Fairnessandgenerosityareexamplesofvirtues.
a. True
b. False
ANSWER: True
11. LawrenceKohlbergfoundthatthemostcrucialfactorthatstimulatesaperson’smoraldevelopmentismonetary
rewardforgoodbehavior.
a. True
b. False
ANSWER: False
12. Multinationalandglobalorganizationsmustnotpresentaconsistentfacetotheirshareholders,customers,andsuppliersbutinsteadmustoperatewithadifferentvaluesystemineachcountrytheydobusinessin.
a. True
b. False
ANSWER: False
13. Legalactsconformtowhatanindividualbelievestobetherightthingtodo.
a. True
b. False
ANSWER: False
14. Ethicshasrisentothetopofthebusinessagendabecauserisksassociatedwithinappropriatebehaviorhaveincreased,bothintheirlikelihoodandintheirpotentialnegativeimpact.
a. True
b. False
ANSWER: True
15. Settingcorporatesocialresponsibility(CSR)goalsencouragesanorganizationtoachievehighermoralandethicalstandards.
a. True
b. False
ANSWER: True
16. Thefairnessapproachtoethicaldecisionmakingstatesthatoneshouldchoosetheactionorpolicythathasthebestoverallconsequencesforallpeoplewhoaredirectlyorindirectlyaffected.
a. True
b. False
ANSWER: False
17. Theboardofdirectorsofanorganizationisnormallyresponsibleforday-to-daymanagementandoperationsoftheorganization.
a. True
b. False
ANSWER: False
18. Anindividual’smanagerhasverylittleimpactonhisorherethicalbehavior.
a. True
b. False
ANSWER: False
19. Inthebusinessworld,importantdecisionsaretoooftenlefttothetechnicalexperts;generalbusinessmanagersmustassumegreaterresponsibilityforthesedecisions.
a. True
b. False
ANSWER: True
20. ThegoaloftheSarbanesOxleyActwastorenewinvestor’strustincorporateexecutivesandtheirfirm’sfinancial
reportsfollowingnumerousfinancialscandalsintheearly2000s.
a. True
b. False
ANSWER: True
21. Individualviewsonwhatismoralaresostronglyheldthatthereisnearlyuniversalagreementinspiteofdifferencesinage,culturalgroup,ethnicbackground,religion,lifeexperience,education,andgender.
a. True
b. False
ANSWER: False
22. Mostpeoplehavedevelopedadecision-makingprocesstheyusealmostautomatically,withoutthinkingaboutthestepstheygothrough.
a. True
b. False
ANSWER: True
23. ThecountrieswiththehighestsoftwarepiracyrateintheworldincludeLuxembourg,Japan,andNewZealand.
a. True
b. False
ANSWER: False
24. Stakeholderswhostandtoloseorgainfromasituationshouldbekeptoutofthedecisionmakingprocessastheywillsimplyintroducetheirpersonalbiases.
a. True
b. False
ANSWER: False
25. Thetermethicsdescribesstandardsorcodesofbehaviorexpectedofanindividualbyagrouptowhichtheindividualbelongs.
a. True
b. False
ANSWER: True
26. Ifthedesiredresultsarenotachieveduponimplementationofasolution,oneshouldreturntothe“identifyalternatives”stepofthedecisionmakingprocessandreworkthedecision.
a. True
b. False
ANSWER: False
27. Greaterglobalizationhasdecreasedthelikelihoodofunethicalbehavior.
a. True
b. False
ANSWER: False
28. ThegeneralpublicneedstodevelopabetterunderstandingofthecriticalimportanceofethicsastheyapplytoIT;currently,toomuchemphasishasbeenplacedontechnicalissues.
a. True
b. False
ANSWER: True
29. Supplychainsustainabilitytakesintoaccountsuchissuesasfairlaborpractices,energyandresourceconservation,humanrights,andcommunityresponsibility.
a. True
b. False
ANSWER: True
30. Thevirtuesethicsapproachtodecisionmakingfocusesonhowoneshouldbehaveandthinkaboutrelationshipsifheorsheisconcernedwithhisorherdailylifeinthecommunity.
a. True
b. False
ANSWER: True
31. istheconceptthatanorganizationshouldactethicallybytakingaccountabilityfortheimpactofitsactionsontheenvironment,thecommunity,andthewelfareofitsemployees.
a. Corporate socialresponsibility b.Corporategovernance
c.Corporatesocialentrepreneurship d.Corporatesustainability
ANSWER: a
32. Whichofthefollowingstepsinthedecision-makingprocessgathersandanalyzesfactsandalsoidentifiesstakeholdersaffectedbythedecision?
a. Develop problemstatement b.Evaluateresult
c.Identifyalternatives d.Implementdecision
ANSWER: a
33. Asetofbeliefsaboutrightandwrongbehaviorwithinasocietyiscalled .
a. ethics b.moralcode
c.law d.vicesandvirtues
ANSWER: a
34. Whichofthefollowingstatementsbestdescribesareasonwhyorganizationspursuecorporatesocialresponsibility(CSR)goalsandpromoteaworkenvironmentinwhichemployeesareencouragedtoactethicallywhenmakingbusinessdecisions?
a. To enjoy higheremployee turnover rates b.Todefineavariableapproachfordealingwithstakeholders
c.Togain thegoodwill ofthecommunity d.Toincreaseunfavorablepublicity
ANSWER: c
35. A(n) isahabitofunacceptablebehavior.
a. moral b.virtue
c.ethic d.vice
ANSWER: d
36. Acomplicationofthe approachtodecisionmakingisthatmeasuringandcomparingthevaluesofcertainbenefitsandcostsisoftendifficult,ifnotimpossible.
a. fairness b.virtueethics
c.commongood d.utilitarian
ANSWER: d
37. describesstandardsorcodesofbehaviorexpectedofanindividualbyagroup(nation,organization,profession)towhichanindividualbelongs.
a. Ethics b.Virtues
c.Laws d.Morals
ANSWER: a
38. Everysocietyformsasetofrulesthatestablishestheboundariesofgenerallyacceptedbehavior.Theserulesareoftenexpressedinstatementsabouthowpeopleshouldbehave,andtheyfittogethertoformthe bywhichasocietylives.
a. laws b.ethics
c.virtuesandvices d.moralcode
ANSWER: d
39. hadoneofthelowestsoftwarepiracyratesin2011.
a. Moldova b.Bangladesh
c.Libya d.NewZealand
ANSWER: d
40. Companiesthatdevelopandmaintainstrongemployeerelations:
a. buildindifferencetotheorganization'sgoals.
b. erodeemployeeinvolvement.
c. enjoylowerturnoverrates.
d. facelowemployeemorale.
ANSWER: c
41. InthecaseofUnitedStatesv.NewYorkCentral&HudsonRiverRailroadCo.,theU.S.SupremeCourtestablishedthat:
a. executivesinanorganizationwithaneffectiveethicsprogramcanreceivelessersentencesforunethicalactions.
b. anemployercanbeheldresponsiblefortheactsofitsemployeeseveniftheemployeesactinamanner
contrarytotheiremployer’sdirections.
c. organizationscanescapecriminalliabilityiftheymakestrongeffortstopreventanddetectmisconductintheworkplace.
d. officersofcompaniescannotbegivenlightsentencesiftheirethicsprogramfailtodetercriminalactivitywithintheirfirms.
ANSWER: b
42. Arapidincreaseintheappointmentofcorporateethicsofficerstypicallyfollows:
a. theacquisitionofonecompanybyanother.
b. therevelationofamajorbusinessscandal.
c. theappointmentofanewCEO.
d. asubstantialdecreaseinthestockpriceofafirm.
ANSWER: b
43. Basedona2009NationalBusinessEthicsSurvey,thepercentageofemployeeswhosaidtheyreportedmisconductintheworkplacewhentheysawit .
a. increasedfrom2007to2009 b.decreasedfrom2007to2009
c.stayed essentiallythe same d.increasedbymorethan10percentagepointsfrom2007to2009
ANSWER: a
44. The �� thatsociallyresponsibleactivitiescreatecanmakeiteasierforcorporationstoconducttheirbusiness.
a. profits b.alliances
c.incentives d.goodwill
ANSWER: d
45. Thestepinthedecision-makingprocessduringwhichthedecisionmakersconsiderlaws,guidelines,policies,andprinciplesthat might applyto the decision isthe step.
a. developproblemstatement b.implementdecision
c.identifyalternatives d.evaluateandchoosealternative
ANSWER: d
46. Whichofthefollowingisthemostcriticalstepinthedecision-makingprocess?
a. Evaluationoftheresults
b. Identificationofalternativesolutions
c. Developmentofaproblemstatement
d. Implementationofadecision
ANSWER: c
47. Adiscrepancybetweenemployee'sownvaluesandanorganization'sactions:
a. encouragesemployeecommitment. b.increasesemployeeinvolvement.
c.fosterspoor performance. d.createshighmorale.
ANSWER: c
48. The chairmanof ,anIndianbasedoutsourcingfirm,admittedhehadoverstatedthecompany’sassetsbymorethan$1billioninIndia’slargestevercorporatescandal.
a. TataConsultancyServices b.WiproConsultancyServices
c.Genpact d.SatyamComputerServices
ANSWER: d
49. Someone whostandstogain orlose,dependingonhow asituationisresolved iscalleda .
a. negotiator b.figurehead
c.stakeholder d.philanthropist
ANSWER: c
50. Ina(n) ,anorganizationreviewshowwellitismeetingitsethicalandsocialresponsibilitygoals,andcommunicatesitsnewgoalsfortheupcomingyear.
a. ethicsreview b.performanceappraisal
c.socialaudit d.moralsassessment
ANSWER: c
51. Awell-implementedethicsandcomplianceprogramandastrongethicalculturecanleadto:
a. morefearofretaliationbymanagement. b.lesscomfortforemployeesreportingmisconduct.
c.morenegativeviewsontheorganization. d.lesspressureonemployeestomisbehave.
ANSWER: d
52. Anapproachtoethicaldecisionmakingthatisbasedonavisionofsocietyasacommunitywhosemembersworktogethertoachieveageneralsetofvaluesandgoalsisthe approach.
a. commongood b.fairness
c.virtue ethics d.utilitarian
ANSWER: a
53. In a forprofitorganization, itis the primary objective ofthe tooverseetheorganization’sbusinessactivities
andmanagementforthebenefitofshareholders,employees,customers,suppliers,andthecommunity.
a. negotiator b.boardofdirectors
c.corporateethicsofficer d.corporatecomplianceofficer
ANSWER: b
54. A providesanorganizationwithvisionandleadershipintheareaofbusinessconduct.
a. spiritualleader b.corporateethicsofficer
c.disseminator d.disturbancehandler
ANSWER: b
55. Section404oftheSarbanes-OxleyActstatesthat:
a. annualreportsmustcontainastatementsignedbytheCEOandCFOattestingthattheinformationinallof
thefirm’sSECfilingsisaccurate.
b. publiccompaniesmustdisclosetheircodeofethicsaswellasanywaiverofthecodeforcertainmembersofseniormanagement.
c. acodeofethicsmustbeeasilyaccessiblebyemployees,shareholders,businesspartners,andthepublic.
d. thecodeofethicsmustcontinuallybeappliedtoacompany’sdecisionmakingandemphasizedasan
importantpartofitsculture.
ANSWER: a
56. The isresponsibleforthecarefulandresponsiblemanagementofanorganization.
ANSWER: boardofdirectors
57. Apersonwhoactswith actsinaccordancewithapersonalcodeofprinciples.
ANSWER: integrity
58. Inanenvironmentwhereemployeesareencouragedtodo“whateverittakes”togetthejobdone,employeesmayfeelpressuretoengagein conducttomeetmanagement’sexpectations.
ANSWER: unethical
59. The approachtodecisionmakingsuggeststhatwhenfacedwithacomplexethicaldilemma,peopledoeitherwhattheyaremostcomfortabledoingorwhattheythinkapersontheyadmirewoulddo.
ANSWER: virtueethics
60. The goalof the approachtoethicaldecisionmakingistofindthesinglegreatestgoodbybalancingtheinterestsofallaffectedparties.
ANSWER: utilitarian
61. areone’spersonalbeliefsaboutrightandwrong.
ANSWER: Morals
62. A(n) isahabitthatinclinespeopletodowhatisacceptable.
ANSWER: virtue
63. A(n) isastatementthathighlightsanorganization’skeyethicalissuesandidentifiestheoverarchingvalues
andprinciplesthatareimportanttotheorganizationanditsdecisionmaking.
ANSWER: codeofethics
64. In the decision-making process of implementing the decision, a(n) planmustbedefinedtoexplaintopeoplehowtheywillmovefromtheoldwayofdoingthingstothenewway.
ANSWER: transition
65. An effective helpsensurethatemployeesabidebythelaw,follownecessaryregulations,andbehaveinanethicalmanner.
ANSWER: codeofethics
66. A(n) isaclear,concisestatementofanissuethatneedstobeaddressed.
ANSWER: problemstatement
67. The ledtosignificantreformsinthecontentandpreparationofdisclosuredocumentsbypubliccompanies.
ANSWER: Sarbanes-OxleyAct
68. Theprinciplethattheethicalchoicetreatseveryonethesameandshowsnofavoritismordiscriminationismostcloselyassociated with the approachtodealingwithmoralissues.
ANSWER: fairness
69. The approachtoethicaldecisionmakingfitseasilywiththeconceptofvalueineconomicsandtheuseofcost-benefitanalysisinbusiness.
ANSWER: utilitarian
70. Decisionsandpoliciesthatuse the approachtodecisionmakingattempttoimplementsocialsystems,institutions,andenvironmentsthateveryonedependsonandthatbenefitallpeople.
ANSWER: common good
71. Acodeofethicscannotgaincompany-wideacceptanceunlessitisdevelopedwith andfullyendorsedbythe
organization’sleadership.
ANSWER: employeeparticipation
72. Section 406ofthe requirespubliccompaniestodisclosewhethertheyhaveacodeofethicsandtodiscloseanywaiverofthecodeforcertainmembersofseniormanagement.
ANSWER: Sarbanes-OxleyAct
73. Duringtheproblemdefinitionprocess,onemustbeextremelycarefulnotmake aboutthesituation.
ANSWER: assumptions
74. isthepracticeofillegallymakingcopiesofsoftwareorenablingotherstoaccesssoftwaretowhichtheyarenotentitled.
ANSWER: Softwarepiracy
75. Themoralcorruptionofpeopleinpower,whichisoftenfacilitatedbyatendencyforpeopletolooktheotherwaywhentheirleadersactinappropriatelyhasbeengiventhename .
ANSWER: Bathshebasyndrome
76. actsconformtowhatanindividualbelievestobetherightthingtodo.
ANSWER: Moral
77. frequentlyincludeasetofformal,writtenstatementsaboutthepurposeofanorganization,itsvalues,andthe
principlesthatshouldguideitsemployees’actions.
ANSWER: Codesofethics
78. Supplychainsustainabilityisacomponentof thatfocusesondevelopingandmaintainingasupplychainthatmeetstheneedsofthepresentwithoutcompromisingtheabilityoffuturegenerationstomeettheirneeds.
ANSWER: corporatesocialresponsibility(CSR)CSR
corporatesocialresponsibility
(CSR)corporatesocialresponsibility
79. ThegrowthoftheInternetandtheabilitytocaptureandstorevastamountsofpersonaldatahaveincreasedtheriskthat willbeusedunethically.
ANSWER: informationtechnology
80. A(n) alignsthepracticesofaworkplacewiththestatedethicsandbeliefsofthatworkplace,holdingpeopleaccountabletoethicalstandards.
ANSWER: corporateethicsofficer
81. Whatisasocialaudit?Explain.
ANSWER: Inasocialaudit,anorganizationreviewshowwellitismeetingitsethicalandsocialresponsibilitygoals,andcommunicatesitnewgoalsforthecomingyear.Thisinformationissharedwithemployees,shareholders,investors,marketanalysts,customers,suppliers,governmentagencies,andthecommunitiesinwhichtheorganizationoperates.
82. Describetwotrendsthathaveincreasedthelikelihoodofunethicalbehavior.
ANSWER: Severaltrendshaveincreasedthelikelihoodofunethicalbehavior.First,formanyorganizations,greaterglobalizationhascreatedamuchmorecomplexworkenvironmentthatspansdiverseculturesandsocieties,makingitmuchmoredifficulttoapplyprinciplesandcodesofethicsconsistently.Forexample,numerousU.S.companieshavemovedoperationstodevelopingcountries,whereemployeesworkinconditionsthatwouldnotbeacceptableinmostdevelopedpartsoftheworld.
Second,intoday’sdifficultanduncertaineconomicclimate,organizationsareextremelychallengedtomaintainrevenueandprofits.Someorganizationsaresorelytemptedtoresorttounethicalbehaviortomaintainprofits.Forexample,thechairmanoftheIndia-basedoutsourcingfirmSatyamComputerServicesadmittedhehadoverstatedthecompany’sassetsbymorethan$1billion.TherevelationrepresentedIndia'slargestevercorporatescandalandcausedthegovernmenttostepintoprotectthejobsofthecompany’s53,000employees.
83. Inthecontextofanethicaldecision-makingprocess,discusstheimportanceofcommunicationinimplementingachange.
ANSWER: Oncethealternativeisselected,itshouldbeimplementedinanefficient,effective,andtimelymanner.
Thisismucheasiersaidthandone,becausepeopletendtoresistchange.Infact,thebiggerthechange,thegreatertheresistancetoit.Communicationisthekeyinhelpingpeopleacceptachange.
Itisimperativethatsomeonewhomthestakeholderstrustandrespectanswerthefollowingquestions:Whyarewedoingthis?Whatiswrongwiththecurrentwaywedothings?Whatarethebenefitsofthenewwayforyou?
Atransitionplanmustbedefinedtoexplaintopeoplehowtheywillmovefromtheoldwayofdoingthingstothenewway.Itisessentialthatthetransitionbeseenasrelativelyeasyandpainfree.
84. Discusstheroleoftheboardofdirectorsincreatinganethicalorganization.
ANSWER: Boardofdirectorsofacompanyareexpectedtoconductthemselvesaccordingtothehigheststandardsforpersonalandprofessionalintegrity,whilesettingthestandardforcompany-wideethicalconductandensuringcompliancewithlawsandregulations.Employeeswill“getthemessage”ifthedirectorssetanexampleofhighlevelofethicalbehavior.Iftheydon’tsetagoodexample,employeeswillgetthatmessageaswell.Importantly,boardmembersmustcreateanenvironmentwhereemployeesfeeltheycanseekadviceaboutappropriatebusinessconduct,raiseissues,andreportmisconductthroughappropriatechannels.Failureoftheboardtosetanexampleofhigh-levelethicalbehaviorortointervenetostopunethicalbehaviorcanresultinseriousconsequences.
85. Brieflydescribethedifferencebetweenmorals,ethics,andlaws.
ANSWER: Moralsareone’sownpersonalbeliefsaboutrightandwrong,whilethetermethicsdescribestandardsorcodesofbehaviorexpectedofanindividualbyagroup(nation,organization,profession)towhichanindividualbelongs.Forexample,theethicsofthelawprofessiondemandthatdefenseattorneysdefendanaccusedclienttothebestoftheirability,eveniftheyknowsthattheclientisguiltyofthemostheinousandmorallyobjectionablecrimeonecouldimagine.
Lawisasystemofrulesthattellspeoplewhatonecanandcannotdo.Lawsareenforcedbyasetofinstitutions(thepolice,courts,lawmakingbodies).Legalactsareactsthatconformtothelaw.Moralactsconformwithwhatanindividualbelievestobetherightthingtodo.Lawscanproclaimanactaslegal,althoughmanypeoplemayconsidertheactimmoral—forexample,abortion.
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Democratic Leadership: How to Drive Better Decisions by Including Everyone
The workplace can be a difficult place to thrive. Employees are often left feeling undervalued and unappreciated, leading them to disengage with their work. This is where democratic leadership comes in. A style of management that has proven itself to be effective for many organizations, democratic leadership, emphasizes participation and shares decision-making which creates an atmosphere of fairness between employees. Learn more about how it works here! Read the full article
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