1. Organizations work hard to establish a "culture" in order to help employees understand normative ethical behavior. They also do thi through "socialization and internalization". Please define Culture, Socialization and Internalization and explain how they are connected.

3.Some professionals think that you can "interview" for Integrity. What kinds of questions and considerations would you ask an employee about ethics? Do you think it will influence their behavior when confronted with an ethical dilemma?

4.In the TAP Pharmaceutical Case why do you think Doug Durand was able to resist the unethical culture that he found at TAP? Why do you think he was able to navigate a strategy to expose the unethical behavior and to sue TAP under the federal whistleblower program?

5.The government wanted to encourage companies through a "carrot and stick" approach to establish a Compliance and Ethics Office. What qualities, background, and experience would you look for in a person to lead this Office? Who would they report to in the company and why? Would you ever be interested in such a position? Why or why not?

6.How would you set up a communications and information system to convey the details of your corporate ethics program to all employees? How could you use social media such as Facebook, Twitter and the like to promote ethical behavior and communicate the organizations values.

7.Please describe leaders that have "multiple ethical selves". Please give two examples. What does this say about human nature and how we should be cautious of people that seem perfect?

8.Employee Engagement is a very important part of establishing a company ethics program. Please explain why Actively Engaged employees are most helpful with the ethics program.

9.What specific could you as a manager take to help move employees from Actively Disengage Employees, to Not Engaged Employees to Actively Engaged?

10.Please explain the four things that good managers should do.