1. Donna Wood includes an interesting quote from former Sunbeam CEO Al Dunlap, "Stakeholders! Whenever I hear that word I ask, 'How much did they pay for their stake?' Stakeholders don't pay for their stake. Shareholders do!" Well, is Dunlap right?

2. What is a conflict of interest? Why do companies seek to limit or prevent conflicts of interest on the part of their employees and managers? Can you describe an example (actual or fictitious) where a college professor might be involved in a conflict of interest?

3. On most occasions employees are extremely reluctant to "blow the whistle" when there is a violation of the law in the workplace. Why? Yet what factors can encourage employees (like Mary Garafolo at FedEx) to come forward?

4. The text claims organization culture and leadership can act as either a barrier or facilitator to ethics initiatives. How is this possible?

5. Why are compliance programs important? What are some elements of effective compliance programs?

6. Donna Wood claims building a corporate compliance program begins with "cataloguing the company's exposures". How might this action apply for Towson University?

7. The stakeholder model is dynamic, not static. Why is this? Give an illustration.

8. What advantages would a strong emphasis on employee volunteerism provide a company (e.g. Starbucks)?

9. According to the textbook your next employer will likely engage in "due diligence" as it considers you for employment. In this context, what does due diligence mean, why would it be important and from your point of view (i.e. prospective employee) what would be involved?

10. How do you respond to a manager who asks you, At a local Chamber of Commerce meeting several people mentioned cause-related marketing. Im not sure what this means. What is it? How would our company implement such a program? Anything else I should know?