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Bus 4801 Workload 2/4801 W2_Assignment 1.docx

Running head: CORPORATE SOCIAL RESPONSIBILITY

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CORPORATE SOCIAL RESPONSIBILITY

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Corporate Social Responsibility

Name

Institution

Date

Corporate Social Responsibility

Corporate social responsibility is a business approach through which companies embrace responsibilities over those groups and individuals thy can affect for example stakeholders and the general society. The stakeholders include the customers, suppliers, community, employees, and shareholders. A company’s responsibility in society cuts across many factors, right from within its operations to whatever the company does outside its doors. It is imperative to grow and maintain a culture of responsibility for the society, as the same people in the society are the ones who determine how well or poorly a company performs. This paper will look at different aspects of corporate social responsibility, conflicts, conflict resolution and the effect of the above names aspects on stakeholders’ wellbeing.

Social responsibility can be earned through several ways as will be discussed here. The first way is through creating jobs. When a company establishes its operations in a specific locality, the people around that area expect to benefit from the presence of the company. The main way that the company can give back to the people and make them appreciate its presence in their locality is by offering jobs to the people living around, either skilled, unskilled or semi-skilled. Another way would be through producing goods that are valuable to their clients. This is a very important aspect of social responsibility. Producing goods that are up to standard earns the business a good reputation for quality, encourages potential customers to join in its consumer lot and makes the existing customers feel proud to be associated with such as firm. The result in increased sales and a good reputation. A third way in which a business can demonstrate social responsibility is through complying with the law. This compliance benefits the shareholders first by maintaining a good reputation and second by saving the money that could have been used for the settlement of court cases had the company been non-compliant. Such conserved resources can be used for expansion and other important activities.

Fourth, a company can demonstrate corporate social responsibility by taking care of the environment around them and participating in societal events. When a company takes care of the environment by having proper waste disposal management systems or even helping clean up the locality around them, the society seems to accept the firm as one of their own, making the success of the business almost certain within that area. Also, the firm can participate in societal activities such as campaigns against societal vices, campaigns for the protection of societal values and natural resources, fundraisers and games. This interaction wins the heart of the people who might be willing to support the shareholder’s investment as a local resource within the area. Such a policy of social responsibility can improve the general reputation of the company enabling it to become acceptable in the market and maintain loyal customers hence increasing sales and consequently growing, which will increase profit to shareholders.

However, it is likely that during involvement in social roles, the company might end up causing woes upon itself by entering into a conflict of interest with the shareholders. Sometimes, the company might be forced to go out of its way, its mission, vision, and value, just so that it can blend in the society. Such a situation might not only cause an increase in revenue but may also lead to problems with shareholders. Another instance when the company’s interest and that of the shareholders may conflict would be when a company engages in an activity which would require more funds than the shareholders are willing to risk. This situation would lead to dissatisfaction among shareholders, some of whom may end up selling heir share to avoid shame or unprecedented failure, or lower the company’s appeal to new shareholders. When it comes to this level, the corporate social responsibility policy turns into a disaster which when not well taken care of might cause the future collapse of the business.

In the course of work often even after working hours. Some personal adventure taken by the individuals may be taken as done o n behalf of the whole business. The perception of the general public concerning the behaviors and may either contribute to rising or falling in the reputation of a company. If the behaviors are bad, they contribute to rising in reputation of the company, while bad behavior contributes to falling in reputation. As a result, it is very important for employees to carry themselves in a manner that is not likely to affect the business. Where some people are unable to carry themselves responsibly, the company may be forced to come in to protect itself while taking caution not to defame the employee. To do this the company and the individual can negotiate with all employees and shareholders to seek their opinion regarding the issue and let them know their mistakes.

Monitoring the use of social media by individual employees would negatively affect the employees. This is because their freedom will have been infringed. Besides being employed, they have a social life and therefore, their use of social media should not be monitored by the employer. Different people have different objectives and aims in goals, and with the increased usage of technology in the twenty-first century, a limitation on the use of social media as a tool to express themselves would be considered unlawful. In the year 1990, mobile subscribers made up a total of twelve and a half million users which was an equivalent of 0.25% of the total world population while internet users made up a total of two million and eight hundred thousand users which was a total of 0.05% of the world population. In the year 2010, mobile phone subscribers made up a total of four billion which translates to sixty-eight per cent of the total world population while internet users made up a total of one billion and eight hundred thousand people which translates to 26.6% of the total world population.

The data provided in the previous section shows that the world is increasingly being converted into a small sphere where a person from any corner of the world can have undeterred access to another far corner of the world in an instant, thanks to the many social media platforms availed in the market. Therefore, when a company begins regulating the social media usage of its employees, the workers may feel that the company is becoming too much of a burden and may result in dubious ways of using social media without being controlled. This methods could include disguising themselves to avoid raising suspicion that they own the social media platforms or lying both by giving misleading information about themselves on social media and at work. The employees may, therefore, retaliate by lowering their productivity, feelings that the company they have devotedly been working for is turning to be oppressive and manipulative. Social workers unions may consider this as manipulation as the company is placing its interest first before the interest of everyone else and compelling its employees to follow its regulations to safeguard its name, at the expense of the employees happiness.

The decision to monitor social media usage might also affect shareholders by limiting their ability to socialize and express themselves. To resolve the stalemate, there should be a meeting where the stakeholder can be invited to discuss to understand why it is, or it is not ethical to restrict the personal use of media platforms. Negotiations could be imperative as they will limit the possibility of an eruption of misunderstandings and the decision will be made according to everyone’s recommendations. Resolving such ethical dilemmas can not be left in the hands of just a few people. Therefore, all people likely to be affected by the issue must be involved for legal and ethical reasons. A company can set up a policy of inclusive negotiations where in the case of a misunderstanding all stakeholders are called upon to deliberate and suggest long-lasting solutions. The system will promote openness and satisfaction since the decisions reached by all will be aimed at reconciling the affected people. A resolution strategy that is even partially appealing to most of=r all the parties in a conflict is likely to be successful in solving the impediment since one party will be bound to the fact that it consented to the agreement and had therefore not more than enough reason to breach the agreement.

However, the process of inclusive negotiation has many throwbacks that might result in its improper functioning. First, the system may be time-consuming as negotiations may take a long time to produce a solution. This aspect of time consumption is brought about by the fact that a lot of people have to be consulted before a decision is made concerning an issue. Sometimes the logistics may not allow communication to be made fast enough hence the methods would end up being a very lengthy process. Also, the system might be inappropriate for very pressing issues as the time it takes to resolve is a lot. Hence, the company or other stakeholders risk losing a lot before a decision is made. In such as case, a less complicated and faster method of decision making would be imperative. Inclusive negotiations might not also work when there exist prejudice among the groups in conflict such as where the company has already decided to something but is only asking the stakeholders to look like negotiations were carried out. Negotiations should be conducted by impartial parties, to achieve its set intentions, as whenever it is carried out by one of the interested parties, the decision reached may either be biased or unacceptable.

References

Holzhauser-Peters, L., Grizinski, Y., & Solazzo, R. (2008). Thinking through problems at school. [Place of publication not identified]: AFLS, Asperger Family Learning Source.

Mijares, T. & Perkins, D. (2002). Management-Legal Aspects of Crisis Negotiations. Journal Of Police Crisis Negotiations, 2(2), 65-68. http://dx.doi.org/10.1300/j173v02n02_08

Quinn, F. (1963). Ethics, advertising and responsibility. Westminster, Md.: Canterbury Press.

Schneider, G. & Bruell, S. (1987). ADVLANCED PROGRAMMING AND PROBLEM SOLCING WITH PASCAL. NEW YORK [U.A.]: WILEY et SONS.

Spence, E. & Van Heekeren, B. (2005). Advertising ethics. Upper Saddle River, N.J.: Pearson/Prentice Hall

Bus 4801 Workload 2/4801 W2U1D1P1.docx

W2U1D1P1

Vickie Brown

Top of Form

#5 Do the organization's vision, mission and value statement identify stakeholder collaboration and service? If so, do leaders and employees "walk the talk" of these statements.

In organizations today the abilities to ensure that leaders and employees walk the talk is getting harder because the other thing they also want is results. example: Jason Deli mission statement is " we are a caring family  that does whatever it takes to serve outstanding food warm friendly environment".  The Stakeholders, managers, leaders want to see a 10% however not allowing an increase in the labor budget is asking sale the ocean with no boat. Stakeholders have to collaborate, on the means of getting every one board. Formal-class room training, books, performance reviews Informal- mentor coaching, on line Social - videos, creative Power points .

The weakness from my many years is that in the struggle to reach those goals which we hope is done ethically we sometimes result to unethincal  actions due to stress pressure, lack of training, and employee by end you cant have a mission statement like Jason Deli and pay your employees poor wages, no benefits. You have to build the team and sometimes show that you care and of course "walk the talk"you need to get the buy in from everyone. That is way i think people leave and create high turnover  rates which of course cost the organization more money to retrain.

#4 What percent of employee activities is spent in building productive stakeholders relationships?

You have to ask how many companies really value their employee, you never see the president, CEO you might see the area manager if you exceed certain goals. One day hire someone from the outside to fix or improve something that didn't need fixing. There are companies like NIKE and Zappos and i am sure others that encourage employee input and have think tanks, suggestion boxes, incentive rewards or like NIKE they give employees the opportunity to present thier ideas to decision makers of the company.

It fails because sometime thier is not buy in to the vision, most people don't like change. How can we create a productive stakeholder relationship if their is no communication, no access we all have a reason we come to work.

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Bus 4801 Workload 2/4801 W2U1D2P1.docx

W2U1D2P1

Travonna Houston

Top of Form

Describe an advertisement that was misleading and did not provide complete and honest information about the product or service. Your example can be from print, television, radio, or the Internet. It can be local, national, or international.

There is situation that instantly came to mind surrounding companies advertising incomplete and misleading information. A few years ago a friend to recommended a shampoo to try by WEN. The company is online based and I had been wanting to check out Wen's conditioner (all-natural) for a while so I decided to take advantage. However, I quickly learned that when you agree to the reduced price, they also sign you up for a recurring shipment. Additionally, the price is not actually reduced at all; in fact it is only split up over 3 payments. As soon as I saw the second charge on my credit card, I immediately called (you need to call) to cancel my account. However, they still said there was a pending charge for $89.95. This was in addition to the amount of $44.95 that they had already charged to my account. Nowhere on the site did they talk about recurring shipments and charges.

Summarize how its deception could have been harmful.

This could have been harmful because they could have taken the last of my money from my bank account. Perhaps I did not have money in my account this would have cause an overdraft fee. If I don’t have money in my bank account however WEN is demanding funds I am liable to the bank and WEN Company. This will compound issues in a person’s life.

Recommend an action that would deter this type of activity in the future.

This is happening with more and more companies. Consumers should ensure they read all of the fine print. Companies should do a better job of advertising why you are getting this “special pricing”. These misleading advertisements will make it harder for consumer to trust online sites. It is a hassle because for online shoppers because once the truth is discovered it is hard dispute or to return the product.  This type of action will gain a bad reputation for the company.

Reference:

WEN® Hair Care | Hair Care Products | WEN® by Chaz Dean. (n.d.). Retrieved May 18, 2016, from http://www.wen.com/on/demandware.store/Sites-WenHairCare-Site/default/Home-Show?grcid=bgt-panel

Bottom of Form

Bus 4801 Workload 2/APA Sample_Template_Dr. Sam.docx

Running head: Title of your paper 1

Title of your paper 2

Note: The words “Running head:” belong on the cover page only.

Title of your Paper

Jane Q. Learner

Capella University

Title of your Paper

Note: The title of your paper replaces the word introduction (Read below).

The text of the paper starts here. In place of the word “Introduction”, APA requires that the writer insert the title of the paper (Upper lower case, not bold.). Typically the writer provides an introduction sharing something of interest to capture the reader's attention and introduce the topic. Also, it helps to include a specific statement of purpose For example, the writer might state "This paper will address the pros and cons of vertical marketing systems. Adding an introduction or statement of purpose not only helps the reader know what to expect, it forces the writer to focus and stay on task.

First Major Heading

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Depending on your topic and the length of paper, it might help to use category headings like the one above. The main sections of your paper will begin with Level One headings. They are to be in BOLD upper and lower case letters and must be centered on the page. All material in the paper is double-spaced.

Sub Heading (Level 2 heading)

A Level Two heading, like the one above, are also in BOLD upper and lower case letters, but left justified to the left. Consider them as sub headings under each of your main headings.

Please note: The overuse of category headings can be very annoying and distracting. The number of level one and level two headings you use are based on how you set up your paper. For example, you may have three level one headings and each section may have multiple level two (subsections) headings.

Conclusion

(Note: Back to a Level 1 heading)

One way you can improve your work is to have a conclusion at the end of a paper with the heading “Conclusion” above it (Level One since it is a Major section.). Summarizing your key points and arguments is a professional way to end a paper.

Each paper must include a separate references page (see the page below) with references listed in alphabetical order, with the heading "References" centered at the top. Only include references for sources used in the body of your text. Use APA style for your reference list and in-text citations.

Note: Scroll below to the reference page.

References

Oblinger, D., & Verville, A. (1998). What business wants from higher education. New York: The Oryx Press. (Note the hanging indent.)

Starbucks, http://www.starbucks.com/career-center/working-at-starbucks,

Accessed on 6/10/12.

Wheelen, T. L., & Hunger, J. D. (2008). Concepts in Strategic Management and

Business Policy (11th ed.). Upper Saddle River, NJ: Pearson Education, Inc.

Bus 4801 Workload 2/bus4801_course_project_pdf.pdf

5/4/2016 Course Project – BUS4801 ­ Apr 11 2016 to Jun 17 2016 ­ ...

https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_35320_1&content_id=_3530118_1&mode=reset 1/5

COURSE PROJECT

Course Project Overview

The study of ethics becomes a purely academic exercise unless one can apply what is learned to professional life. This project will help you make this type of application.

To complete the project, you will:

Identify that an issue in a company has potential ethical ramifications that you would like to see resolved by a corporate policy. Demonstrate why the issue is relevant and needs to be addressed. Examine the issue from all sides and from the perspective of all stakeholders. Evaluate different ethical decision­making models covered in the course. You will be asked to choose one model and apply it to the issue you identified. Recommend a corporate policy that the company can implement to addresses the chosen issue.

Ultimately, corporations are formed to make money. So, in your course project, you will balance the need to practice corporate social responsibility with the corporation's prime directive of increasing profits. Specifically, your project will weigh the impact of not having a corporate policy for the issue you have chosen against the cost of implementing one.

At the culmination of the project, you will recommend a policy that addresses the ethical issue chosen and that can be implemented by a company. The policy needs to be specific and address all stakeholders, as well as include provisions for monitoring the effectiveness of the policy, for dealing with employees who fail to comply, and for adapting the policy if it needs changing in the future. In recommending the policy, you will be expected to argue for your policy with well­ reasoned analysis and specific examples. You are expected to synthesize much of the work done for the assignments in Units 2 and 7 into a cohesive proposal, supporting the need for your policy.

Project Objectives To successfully complete this project, you will be expected to:

1. Assess the degree of social responsibility in a corporate policy. 2. Develop a corporate policy for resolving ethical dilemmas. 3. Evaluate the parameters of ethical decision­making models as they apply to the recommended policy. 4. Support recommendations with well­reasoned analysis and specific examples. 5. Recommend a strategy for communicating the policy to the organization in a manner that meets the needs of the audience.

6. Describe potential limitations of the policy and strategies for monitoring and compliance. 7. Communicate your ideas in a style suitable to academic readers.

Project Requirements

To achieve a successful project experience and outcome, you are expected to meet the following requirements.

Written communication: Written communication is free of errors that detract from the overall message.

5/4/2016 Course Project – BUS4801 ­ Apr 11 2016 to Jun 17 2016 ­ ...

https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_35320_1&content_id=_3530118_1&mode=reset 2/5

APA formatting: References and citations are formatted according to current APA style and formatting guidelines. Number of resources: Minimum of four resources. Length of paper: 2,500 words, or 10 typed, double­spaced pages. Note that the final paper includes the project components completed in Units 2 and 7, as well as final content completed in Unit 10. Font and Font Size: Arial, 10­point.

Please see the individual assignments for the requirements of each.

Project Grading Criteria

project_grading.html

Project Components

Project Component Course Grade Weight Unit Due

Company Issue Identification 10% 2

Impact of Corporate Social Responsibility Policy 10% 7

Addressing an Ethical Issue 20% 10

Total: 40%  

[u02a1] Unit 2 Assignment 1

Company Issue Identification This is the first component of your course project.

Identify an Ethical Issue In the Unit 1 assignment, you were asked to discuss your personal ethical views. In this assignment, you should consider what a company­wide ethical dilemma looks like.

You will first need to identify a current or potential ethical dilemma at a real company. This could be a company where you are now employed, your former employer, a friend's company, or another company with which you are familiar. The issue should also be something that needs to be addressed with an organizational policy inside the company. In other words, you believe that a policy change would be better than other courses of action (such as disciplinary action toward an individual employee, or external action by the government or a nonprofit). You do not have to create a policy at this time, but be prepared to explain why implementing a policy would be the right choice. Note: The issue you select for this assignment will be used in the Unit 7 assignment and your final project in Unit 10.

For example, a company may choose to videotape the office and read employee e­mails. The

Resources  Company Issue Identification Scoring Guide.

 APA Style and Format.

 Capella Online Writing Center.

 Smarthinking.

5/4/2016 Course Project – BUS4801 ­ Apr 11 2016 to Jun 17 2016 ­ ...

https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_35320_1&content_id=_3530118_1&mode=reset 3/5

conflict here may be that employees feel these practices are a violation of privacy and feel they have a right to a certain level of the privacy. However, stakeholders defend these practices because their concerns are whether the employees are getting their work done.

Assignment Instructions Identify the ethical issue. Using best practices for academic writing, write an essay that covers all of the following:

Explain why you chose this particular issue and why you believe it is important. Describe other stakeholders for this ethical issue, and what concerns they are likely to have. Explain why you believe that an organizational policy is the right way to resolve the issue. Describe how this particular issue might be related to larger problems that affect your community, the country, or the world. Is the issue currently in the media spotlight? Are there any recent incidents or reasons why this issue has come to the public's attention?

Support your choices with cited concepts from reliable professional sources.

Review the Company Issue Identification Scoring Guide to learn how to understand the grading criteria for this assignment.

Submission Requirements Your paper should meet the following requirements:

Written communication: Written communication is free of errors that detract from the overall message. APA formatting: References and citations are formatted according to current APA style and formatting guidelines. Length of paper: 750–1,250 words, or 3–5 typed, double­spaced pages. Font and Font Size: Arial, 10 point.

Once complete, submit your paper in the assignment area.

[u07a1] Unit 7 Assignment 1

Impact of Corporate Social Responsibility Policy This is the second component of your course project. In this assignment, you will return to the company­wide dilemma that you wrote about in the Unit 2 assignment. Please note that you will incorporate this paper into your final project, due in Unit 10.

For this assignment, consider how a company's social responsibility can affect the workplace, stakeholders, clients, and other outside parties.

In your paper, complete the following:

Explain in general terms how a company's social responsibility policy can complement its obligation to maximize profits for shareholders. Where might these goals conflict?

Resources  Impact of Corporate Social Responsibility Policy Scoring Guide.

 APA Style and Format.

 Capella Online Writing Center.

 Smarthinking.

5/4/2016 Course Project – BUS4801 ­ Apr 11 2016 to Jun 17 2016 ­ ...

https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_35320_1&content_id=_3530118_1&mode=reset 4/5

Explain how you think the ethical issue itself might be affecting employees, considering the specific company dilemma you discussed in the Unit 2 assignment. How about shareholders? Clients? Outside parties? State the approaches to ethical decision making (as discussed in Chapter 2 of your text) you would recommend for creating a policy to solve the issue. Explain. Write an overview of a company policy that could be created, based on this decision­making approach, to address the ethical dilemma. Explain the effects your policy might have on employees, if the company actually used the policy you just described. What would be the effects on shareholders? On clients? On other outside parties? Please consider both the potential positive and negative outcomes.

Review the Impact of Corporate Social Responsibility Policy Scoring Guide to understand the grading criteria for this assignment.

Submission Requirements Your paper should meet the following requirements:

Written communication: Written communication is free of errors that detract from the overall message. APA formatting: References and citations are formatted according to current APA style and formatting guidelines. Length of paper: 750–1,500 words, or 3–6 typed, double­spaced pages. Font and Font Size: Arial, 10 point.

Once complete, submit your paper in the assignment area.

[u10a1] Unit 10 Assignment 1

Addressing an Ethical Issue For this final project, imagine that the CEO has asked human resources department to review the company's policies. You have been personally asked to identify an issue you feel needs addressing, to evaluate different parameters for ethically deciding on how to address the issue, and then to evaluate various polices and propose a policy that the company can implement to addresses the chosen issue.

In your paper:

Describe an ethical dilemma and its importance and relevance. Identify the various stakeholders and their positions. Evaluate an ethical decision­making model, apply it to the chosen issue, and analyze options for resolving this ethical dilemma. Recommend a corporate policy for resolving the issue and support the recommendation with well­ reasoned analysis and specific examples, including the impact on various stakeholders.

Resources  Addressing an Ethical Issue Scoring Guide.

 APA Style and Format.

 Capella Online Writing Center.

 Smarthinking.

5/4/2016 Course Project – BUS4801 ­ Apr 11 2016 to Jun 17 2016 ­ ...

https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_35320_1&content_id=_3530118_1&mode=reset 5/5

Analyze and recommend a strategy for communicating the policy to the organization in a manner that meets the needs of the audience. Specify potential limitations of the policy and strategies for monitoring and compliance.

As you can see, you have already accomplished many of these points in the previous components of the project (in Units 2 and 7). In this assignment, consolidate those pieces and add additional information to complete the evaluation and recommendation to the CEO.

Review the Addressing an Ethical Issue Scoring Guide to understand the grading criteria for this assignment.

Submission Requirements Your paper should meet the following requirements:

Written communication: Written communication is free of errors that detract from the overall message. APA formatting: References and citations are formatted according to current APA style and formatting guidelines. Number of resources: Minimum of four resources. Length of paper: About 2,500 words, or 10 typed, double­spaced pages. Font and Font Size: Arial, 10 point.

Once complete, submit your paper in the assignment area.

Bus 4801 Workload 2/business_ethics_chapter_2_1.pdf

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 13 April 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Bus 4801 Workload 2/business_ethics_chapter_7_0.pdf

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Bus 4801 Workload 2/business_ethics_fords_pinto_fires_unit_7_discussion_2pdf.pdf

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Weiss, Joseph W.. Business Ethics. Oakland, US: Berrett-Koehler Publishers, 2014. ProQuest ebrary. Web. 10 May 2016. Copyright © 2014. Berrett-Koehler Publishers. All rights reserved.

Bus 4801 Workload 2/discussion_participation_scoring_guide_0.pdf

5/10/2016 Discussion Participation Scoring Guide

https://courserooma.capella.edu/bbcswebdav/institution/BUS/BUS4801/160100/Scoring_Guides/discussion_participation_scoring_guide.html 1/1

Due Date: Weekly.  Percentage of Course Grade: 40%.

Discussion Participation Grading Rubric Criteria Non­performance Basic Proficient Distinguished

Applies relevant course concepts, theories, or materials correctly.

 

Does not explain relevant course concepts, theories, or materials.

Explains relevant course concepts, theories, or materials.

Applies relevant course concepts, theories, or materials correctly.

Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.

Collaborates with fellow learners, relating the

discussion to relevant course concepts.

 

Does not collaborate with fellow learners.

Collaborates with fellow learners without relating discussion to the relevant course concepts.

Collaborates with fellow learners, relating the discussion to relevant course concepts.

Collaborates with fellow learners, relating the discussion to relevant course concepts and extending the dialogue.

Applies relevant professional, personal, or other real­world

experiences.  

Does not contribute professional, personal, or other real­world experiences.

Contributes professional, personal, or other real­world experiences, but lacks relevance.

Applies relevant professional, personal, or other real­world experiences.

Applies relevant professional, personal, or other real­world experiences to extend the dialogue.

Participation Guidelines

Actively participate in discussions. To do this you should create a substantive post for each of the discussion topics. Each post should demonstrate your achievement of the participation criteria. In addition, you should also respond to the posts of at least two of your fellow learners for each discussion question­ unless the discussion instructions state otherwise. These responses to other learners should also be substantive posts that contribute to the conversation by asking questions, respectfully debating positions, and presenting supporting information relevant to the topic. Also, respond to any follow­up questions the instructor directs to you in the discussion area.

To allow other learners time to respond, you are encouraged to post your initial responses in the discussion area by midweek. Comment to other learners' posts are due by Sunday at 11:59 p.m. (Central time zone).

Print

Discussion Participation Scoring Guide

Bus 4801 Workload 2/impact_of_corporate_social_responsibility_policy_scoring_guide_0.pdf

5/10/2016 Impact of Corporate Social Responsibility Policy Scoring Guide

https://courserooma.capella.edu/bbcswebdav/institution/BUS/BUS4801/160100/Scoring_Guides/u07a1_scoring_guide.html 1/1

Due Date: End of Unit 7.  Percentage of Course Grade: 10%.

Impact of Corporate Social Responsibility Policy Scoring Guide Grading Rubric Criteria Non­performance Basic Proficient Distinguished

Describe ways that corporate social responsibility policies can both complement and

conflict with profit­ maximizing goals.

18%

Does not engage the topic of how corporate social responsibility policy relates to profit­maximizing goals.

Offers some generalizations about how corporate social responsibility policy relates to profit­maximizing goals, but does not support these with evidence.

Describes ways that corporate social responsibility policies can both complement and conflict with profit­ maximizing goals.

Describes ways that corporate social responsibility policies can both complement and conflict with profit­ maximizing goals, and does so with attention to multiple stakeholders.

Assess the impact of an organization­wide ethical dilemma on employees, stakeholders, clients, and other outside parties.

18%

Does not engage the topic of how an organization­wide ethical dilemma affects employees, stakeholders, clients, and other outside parties.

Offers some generalizations about how ethical dilemmas affect employees, stakeholders, and outside parties, but does not support these with evidence.

Assesses the impact of an organization­wide ethical dilemma upon employees, stakeholders, clients, and other outside parties.

Impartially assesses the impact of an organization­wide ethical dilemma upon employees, stakeholders, clients, and other outside parties.

Select an ethical approach to an organization­wide

dilemma, explaining why it will lead to a suitable

resolution. 18%

Does not engage the topic of how an ethical approach might lead to the resolution of an organization­wide dilemma.

Selects an ethical approach to an organization­wide dilemma, but does not explain why it will lead to a suitable resolution.

Selects an ethical approach to an organization­wide dilemma, explaining why it will lead to a suitable resolution.

Selects an ethical approach to an organization­wide dilemma, explaining why it will lead to a suitable resolution, with attention to multiple stakeholders.

Invent a corporate policy that can help resolve an

ethical issue. 18%

Does not invent a corporate policy that can help resolve an ethical issue.

Invents a corporate policy, but does not explain how it will help to resolve the ethical issue.

Invents a corporate policy that can help resolve an ethical issue.

Invents a corporate policy that can help resolve an ethical issue, and acknowledges areas of uncertainty or knowledge gaps that may affect the results of the policy.

Assess the impact of a corporate social

responsibility policy on employees, stakeholders, clients, and other outside

parties. 18%

Does not engage the topic of how corporate social responsibility impacts employees, stakeholders, clients, and other outside parties.

Offers generalizations about the impact of a policy on employees, stakeholders, clients, and other outside parties, but does not support these with evidence.

Assesses the impact of a corporate social responsibility policy on employees, stakeholders, clients, and other outside parties.

Impartially assesses the impact of a corporate social responsibility policy on employees, stakeholders, clients, and other outside parties.

Communicate the ideas in a style suitable to academic

readers. 10%

Communicates in a manner that is neither clear nor effective.

Communicates in a manner that is not consistently clear and effective.

Communicates the ideas in a style suitable to academic readers.

Communicates in an exemplary and professional manner through clear, concise, well­organized, and grammatically correct writing, and there are no style or formatting errors.

Print

Impact of Corporate Social Responsibility Policy Scoring Guide

Bus 4801 Workload 2/Purdue OWL_ APA Formatting and Style Guide.pdf

5/19/2016 Purdue OWL: APA Formatting and Style Guide

https://owl.english.purdue.edu/owl/resource/560/01/ 1/5

General Writing • Research and Citation • Teaching and Tutoring • Subject­Specific Writing • Job Search Writing • ESL

This page is brought to you by the OWL at Purdue (https://owl.english.purdue.edu/). When printing this page, you must include the entire legal notice at bottom.

General Format Summary:

APA (American Psychological Association) style is most commonly used to cite sources within the social sciences. This

resource, revised according to the 6th edition, second printing of the APA manual, offers examples for the general format

of APA research papers, in­text citations, endnotes/footnotes, and the reference page. For more information, please consult

the Publication Manual of the American Psychological Association, (6th ed., 2nd printing).

Contributors:Joshua M. Paiz, Elizabeth Angeli, Jodi Wagner, Elena Lawrick, Kristen Moore, Michael Anderson, Lars

Soderlund, Allen Brizee, Russell Keck

Last Edited: 2016­05­13 12:06:24

Please use the example at the bottom of this page to cite the Purdue OWL in APA.

To see a side­by­side comparison of the three most widely used citation styles, including a chart of all APA citation

guidelines, see the Citation Style Chart.

You can also watch our APA vidcast series on the Purdue OWL YouTube Channel.

General APA Guidelines

Your essay should be typed, double­spaced on standard­sized paper (8.5" x 11") with 1" margins on all sides. You should

use a clear font that is highly readable. APA recommends using 12 pt. Times New Roman font.

Include a page header  (also known as the "running head") at the top of every page. To create a page header/running

head, insert page numbers flush right. Then type "TITLE OF YOUR PAPER" in the header flush left using all capital

letters. The running head is a shortened version of your paper's title and cannot exceed 50 characters including spacing

and punctuation.

Major Paper Sections

Your essay should include four major sections: the Title Page, Abstract, Main Body, and References.

Title Page

The title page should contain the title of the paper, the author's name, and the institutional affiliation. Include the page

5/19/2016 Purdue OWL: APA Formatting and Style Guide

https://owl.english.purdue.edu/owl/resource/560/01/ 2/5

header (described above) flush left with the page number flush right at the top of the page. Please note that on the title

page, your page header/running head should look like this:

Running head: TITLE OF YOUR PAPER

Pages after the title page should have a running head that looks like this:

TITLE OF YOUR PAPER

After consulting with publication specialists at the APA, OWL staff learned that the APA 6th edition, first printing sample

papers have incorrect examples of Running heads on pages after the title page. This link will take you to the APA site

where you can find a complete list of all the errors in the APA's 6th edition style guide.

Type your title in upper and lowercase letters centered in the upper half of the page. APA recommends that your title be no

more than 12 words in length and that it should not contain abbreviations or words that serve no purpose. Your title may

take up one or two lines. All text on the title page, and throughout your paper, should be double­spaced.

Beneath the title, type the author's name: first name, middle initial(s), and last name. Do not use titles (Dr.) or degrees

(PhD).

Beneath the author's name, type the institutional affiliation, which should indicate the location where the author(s)

conducted the research.

5/19/2016 Purdue OWL: APA Formatting and Style Guide

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Image Caption: APA Title Page

Abstract

Begin a new page. Your abstract page should already include the page header (described above). On the first line of the

abstract page, center the word “Abstract” (no bold, formatting, italics, underlining, or quotation marks).

Beginning with the next line, write a concise summary of the key points of your research. (Do not indent.) Your abstract

should contain at least your research topic, research questions, participants, methods, results, data analysis, and

conclusions. You may also include possible implications of your research and future work you see connected with your

findings. Your abstract should be a single paragraph double­spaced. Your abstract should be between 150 and 250 words.

You may also want to list keywords from your paper in your abstract. To do this, indent as you would if you were starting

a new paragraph, type Keywords: (italicized), and then list your keywords. Listing your keywords will help researchers

find your work in databases.

5/19/2016 Purdue OWL: APA Formatting and Style Guide

https://owl.english.purdue.edu/owl/resource/560/01/ 4/5

Image Caption: APA Abstract Page

Please see our Sample APA Paper resource to see an example of an APA paper. You may also visit our Additional

Resources page for more examples of APA papers.

How to Cite the Purdue OWL in APA

Individual Resources

Contributors' names and the last edited date can be found in the orange boxes at the top of every page on the OWL.

Contributors' names (Last edited date). Title of resource. Retrieved from

http://Web address for OWL resource

 

Angeli, E., Wagner, J., Lawrick, E., Moore, K., Anderson, M., Soderlund,

L., & Brizee, A. (2010, May 5). General format. Retrieved from

http://owl.english.purdue.edu/owl/resource/560/01/

5/19/2016 Purdue OWL: APA Formatting and Style Guide

https://owl.english.purdue.edu/owl/resource/560/01/ 5/5

Bus 4801 Workload 2/u2_assignment_1_0.docx

Capella UNIVERSITY Ethical issue identification Unit 2 Assignment 1 Pamilton, Saundra 4/25/2016

Unit 2 Essay

Ethical issue identification

Different issues affect companies and thus affect their operations. These have to be identified and remedies put in place for its performance not to be affected. The various ethical issues affecting companies are conflicts of loyalty, issues of honesty and integrity, whistle blowing bribes and conflicts of interest. These affect the business environment. (Harman et al 2006)

When one enters a business world, they find themselves involved in situations, which will call for behaviors appropriate. One would have to differentiate a bribe from a gift. One would encounter situations that deal with risk of conflict of interest. Sometimes you will need to choose between loyalty to your friend and family or your employer.

Question 1

Importance of resolving ethical issue

There are different advantages to resolving an ethical conflict. Taking into consideration the issues and solving them improves the performance of the company (Lo 2013). Ethical issues include.

I. Having a conducive working environment

II. Working like a family with love and sharing among employees and employers

III. Having a bribe-free company

IV. Having a conflict free company

V. Working in a personal interest free environment

VI. Having loyal employees

Question 2

Current ethical issue affecting companies is bribes. This is because employers and employees cannot differentiate gifts from bribes and cause of the high economic time people live in. bribes is a good example of ethical issues today since bribes is rampant. People are ready to offer bribes to retain position or climb ladders.

Question 3

Financial ethics should be given an organizational policy response. This is because this is a sensitive sector in the organization and can affect its operations hence needed given right measures. Arrangements with other companies must also stop if any illegal to avoid unhealthy competition.

Question 4

Environmental ethics is one specific ethical dilemma that corresponds with larger issues on a regional, national or global level. This certainly comes because ecological morals are the order in logic that studies the ethical relationship of individuals to, furthermore the worth and good status of, the earth and its non-human substance.

Conclusion

Ethics is an important aspect in the business environment as it is a determinant on various aspects of the business. Ethical differences such as cultural differences can lead to problems in business addressed. Thus, it is always advisable to have remedies and measures for ethical issues. Ethics affect decision making in the business. Ethical decision-making affected by different myths. These affect the businesses performance. Remedies put in place to curb this before it gets far enough to cripple the business.

References

Harman, L. B., & American Health Information Management Association. (2006). Ethical challenges in the management of health information. Sudbury, Mass: Jones and Bartlett Publishers.

Lo, B. (2013). Resolving ethical dilemmas: A guide for clinicians. Philadelphia: Wolters Kluwer/Lippincott Williams & Wilkins.

Bus 4801 Workload 2/using_the_apa_manual_-_capella_university.pdf

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What Is a Style and Format Guide?

A style guide or a format guide is a comprehensive list of project-, organization-, or

company-specific formatting, spelling, and grammatical rules. Some publishers, such

as the American Psychological Association, the Modern Language Association, or the

University of Chicago, have complex, lengthy, and well-respected style rules that have

become standard and readily recognizable, as in APA style, MLA style, or Chicago

style.

Why Does Capella Use APA?

Capella uses the Publication Manual of the American Psychological Association (6th

edition). Using a single publication manual ensures a consistent style across degrees,

programs, and schools. Because APA is used widely in scholarly works and academic

publications, it is a good choice for the Capella community.

What Does It Mean To "Use APA"?

1. Basics of document production. APA is neither a usage manual nor a writing handbook. However, it does address spelling, hyphenation, typeface and font style, table and figure formatting, and other topics related to the presentation of the document.

2. Basics of citation. To "use APA" in coursework means, in large part, using the author-date system of citation in APA Chapter 6 and the reference list rules in Chapter 7.

3. Basics of ethical academic work. Academic honesty and academic integrity are ethical values. These terms mean, in part, that you have not plagiarized in any way. Objectively, the word plagiarism means any text in one's own writing that is uncredited or any improperly credited word-for-word replication of work by another author. Other aspects of ethical writing include objectivity, lack of bias, and disclosure.

Capella's Compliance Expectations

5/10/2016 Using the APA Manual ­ Capella University

https://campus.capella.edu/web/writing­center/apa­style­format/using­the­apa­manual 3/6

Undergraduate

In-text citations: Use of direct quotes. Focus on references and use of in-text

citations.

Formatting: Refer to faculty expectations for formatting guidelines.

Master's

In-text citations: Increased usage of paraphrase and summary, less reliance on direct

quotes.

Formatting: Use of headings, correct title page and abstract formatting.

Doctoral

In-text citations: Coursework expectations: leverage paraphrases and summaries over

direct quotes when discussing literature.

Formatting: Dissertation writers must adhere to specific formatting guidelines. Refer

to the Writing & Format Editing resources for detailed information.

Building Familiarity With APA

Being familiar with APA means less about remembering the actual rule and more

about knowing how to find the information you need in the manual. To build a

foundation for being able to use APA for any writing assignment, begin with your own

overview of the APA manual.

1. Foreword, pages xiii-xiv. The information in the foreword is not technically necessary for writing a reference or citation, but it is informative and interesting.

2. Contents, pages v-x. In getting to know any book, you'll find that the table of contents provides a glimpse into the work. The number that appears before each heading in APA's contents is a section number, which is sometimes referred to as the rule number. The table of contents includes entries for writing, mechanics, preparing tables and figures; it also includes entries on ethics for both research and presentation of that research.

3. Crediting Sources, page ix. In Chapter 6, the section headings outline the basic rules for citing a work in your text and for writing a reference list entry.

5/10/2016 Using the APA Manual ­ Capella University

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You will become quite familiar with Chapter 6 if APA is a requirement.

4. Reference List section of Chapter 6, pages 180-181. The first few paragraphs in this section of Chapter 6 cover the need for an accurate and complete reference list (6.22), the need for consistency (6.23), and the need to locate the correct version of a work (6.24).

5. Reference Entry Examples in Chapter 7. Chapter 7 contains general and specific examples for the range of reference list entries writers might use.

Remembering the Rules; Working the Manual

Once you have familiarized yourself with APA, there is no need to memorize the

book. Rather, use whatever means you like to quickly find answers to your formatting

questions. A few possibilities include:

Highlighting table of content entries.

Highlighting section or rule numbers in the body of the book.

Flagging frequently consulted sections with sticky notes.

Dog-earing or folding down relevant page corners.

Highlighting entries in the index.

Creating a personal style reference sheet.

If you have a specific formatting question that the APA manual does not address:

Visit the APA style blog. The APA's own staff addresses nuances of APA style and formatting in a running series of searchable blog posts. You may find your question answered here.

Consult with your instructor or mentor.

Cross-check with your peers to see if they have had similar questions.

Consult the Dissertation Format Guidelines.

ADDITIONAL RESOURCES

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Anatomy of a Reference Review examples of references cited in APA style and practice identifying elements included in different types works.

Mapping the APA Manual Explore the structure of the APA manual and learn about sections you will refer to frequently.

5/10/2016 Using the APA Manual ­ Capella University

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