Answer:
are the primary causes of the majority of unethical business behaviors.
Explanation:
An ethic can be defined as a set of both written and unwritten principles, values or rules of moral conduct that guides (governs) human behaviors. It's a reflection that is typically based on identifying what is good or bad, right or wrong and just or unjust with respect to human behaviors.
Ethical issues are mostly complicated for businesses that operate in the global economy because different cultures have different norms and values.
Generally, some of the fundamental cause of unethical business behaviors across the world are;
I. Overzealous pursuit of wealth
II. Undue pressure on employees or the management to exceed performance standards.
III. A culture that values profits more than ethical behavior.
An ethical climate can be defined as a collection of behaviors that are considered to be acceptable and correct within an organization or business firm. Also, an ethical climate provides the human resources management of an organization with a framework or benchmark on how employee behavioral issues or ethical problems are to be managed or handled within the organization.
Thus, an organization with a strong ethical climate is generally considered to have an effective, conducive, just and optimum working standards for its employees and as such would significantly increase employee trust and commitment.
Answer:
<em>C. $0 dividend income and a tax basis in the new stock of $56.25 per share</em>
Explanation:
Existing tax basis
= 300 shares * $90
= $27,000
Latest stocks attributable to stock dividend to be given to Diana,
= 300 * 3/5
= 180
Therefore the total number of shares will be, after dividend,
= 180 + 300
= 480
So new tax basis per share
=27,000 / 480
<u><em>= $56.25</em></u>
Self-confidence is considered one of the most influential motivators and regulators of behavior in people's everyday lives (Bandura, 1986). A growing body of evidence suggests that one's perception of ability or self-confidence is the central mediating construct of achievement strivings (e.g., Bandura, 1977; Ericsson et al., 1993; Harter, 1978; Kuhl, 1992; Nicholls, 1984). Ericsson and his colleagues have taken the position that the major influence in the acquisition of expert performance is the confidence and motivation to persist in deliberate practice for a minimum of 10 years.
Self-confidence is not a motivational perspective by itself. It is a judgment about capabilities for accomplishment of some goal, and, therefore, must be considered within a broader conceptualization of motivation that provides the goal context. Kanfer (1990a) provides an example of one cognitively based framework of motivation for such a discussion. She suggests that motivation is composed of two components: goal choice and self-regulation. Self-regulation, in turn, consists of three related sets of activities: self-monitoring, self-evaluation, and self-reactions. Self-monitoring provides information about current performance, which is then evaluated by comparing that performance with one's goal. The comparison between performance and goal results in two distinct types of self-reactions: self-satisfaction or -dissatisfaction and self-confidence expectations. Satisfaction or dissatisfaction is an affective response to past actions; self-confidence expectations are judgments about one's future capabilities to attain one's goal. This framework allows a discussion of self-confidence as it relates to a number of motivational processes, including setting goals and causal attributions.
<span>Managing a relationship closely usually involves more time and communications. You might meet with the stakeholder more often or communicate in other ways. There are many ways to work with unique personalities. Some people need a lot of attention and small talk, while others prefer a more direct approach, for example.</span>
