MGMT2010 Business Ethics and the Individual
The Complete Exam Bible · MGMT2010 Overview
- HKUST
- Fall 2026-27
- Level 2 course
- Management
- Final exam component
What this course asks you to do
MGMT2010 treats business ethics as a decision skill. The available teaching sequence begins by separating commercial value from human values, then asks why pressure, incentives and organisational settings make reasonable people overlook ethical dimensions.
- Assessment Participation, a reflective journal, a midterm quiz, a simulation, a group project and a final exam make up the published grade.
- Core method Separate the commercial purpose from the values at stake, compare ethical lenses and turn the conclusion into an owned action.
- Exam evidence The syllabus publishes the final exam weight and timing; current Canvas instructions control its operational format.
- Practice focus Distinguish concepts precisely, diagnose the mechanism in a short case and answer the strongest objection to your recommendation.
How MGMT2010 is assessed
| Component | Weight | Format |
|---|---|---|
| Participation | 10% | Post-add-drop to end of course |
| Reflective Visual Journal Assignment | 15% | Formative stages with final summative submission in Week 12 |
| Midterm quiz | 15% | Week 7 |
| In-session activity (Simulation) | 15% | Simulation in Week 9 and group write-up in Week 13 |
| Group Project | 20% | 10% presentation and 10% write-up |
| Final Exam | 25% | Exam period |
The syllabus publishes the final exam weight and exam-period timing. Use current Canvas instructions for duration, sections, question types, permitted materials and any operational requirements.
Six published assessment components total 100%, with the final exam carrying the largest single share at 25%.Current MGMT2010 dates
| Date | Item | Control |
|---|---|---|
| 2026-09-30 | Reflective Visual Journal Stage 1 |
Dates are as published in The captured Canvas syllabus lists the first journal stage date; the dated teaching schedule supports the Fall 2026-27 offering.. Confirm exact deadlines and submission settings in the live LMS.
What MGMT2010 covers
The chapters follow the available teaching sequence from value and dilemmas through ethical lenses, systems, culture and advertising ethics.
Value, Values and Stakeholder Expectations
commercial benefits, human standards, intrinsic worth, stakeholder dependence and sustainable trustCommercial value describes benefits delivered relative to cost or sacrifice; human values express standards about what is right and worthwhile.
- Business value and willingness to pay
- Values as internal standards
- Intrinsic and instrumental reasons
- Stakeholder dependence
- Law as an ethical floor
- Sustainable trust
Dilemmas, Pressure and Ethical Action
right-against-right conflicts, behavioural pressure, sensitivity, judgement, intention and actionA genuine dilemma contains competing claims with enough legitimacy that one remains partly unfulfilled.
- Right-against-right dilemmas
- Behavioural pressure
- Ethical sensitivity
- Ethical judgement
- Ethical intention
- Ethical action
Duty, Consequences, Character and Intuition
three ethical lenses, side effects, balanced traits, intuition and the strongest objectionDuty, consequences and character are different reasoning lenses. Duty protects rights and constraints, consequences compare effects across people and time, and character asks what repeated choices make a person or organisation.
- Duty and intention
- Stakeholder consequences
- Pareto improvement
- Character balance
- Intuition shifts
- Foreseen side effects
Systems Thinking, Icebergs and Leverage
events, patterns, structures, mental models, feedback delays and owned interventionsSystems thinking widens analysis from one visible mistake to connections, feedback, delay and structures that keep producing similar outcomes.
- Linear and systems thinking
- Simple and complex settings
- Events and patterns
- Producing structures
- Mental models
- Feedback delays
Character, Values and Organisational Culture
habit, practical wisdom, culture layers, ethical climates and repeated managerial signalsRepeated action turns values into character, while shared expectations about what is rewarded, tolerated and challenged become culture. This chapter links personal and organisational responsibility without collapsing either one.
- Values as repeated habits
- Balanced character traits
- Artefacts and assumptions
- Espoused values
- Ethical climates
- Levels of culture
Advertising, Persuasion and Manipulation
puffery, material claims, artificial scarcity, dark patterns, autonomy and authentic purposeAdvertising can inform, persuade and remind while still respecting customers as decision-makers.
- Advertising functions
- Puffery and factual claims
- Material impression
- Artificial scarcity
- Dark patterns
- Consumer autonomy
Duty, consequences and character provide different lenses rather than interchangeable labels. Systems thinking moves from a visible event to the patterns, structures and assumptions that reproduce it.
Character and culture connect repeated personal conduct with shared expectations, while the advertising block tests the boundary between useful persuasion and interference with autonomous choice.
How the assessments fit the learning
The published structure combines participation, a staged reflective journal, a midterm quiz, an in-session simulation, a group project and a final exam.
The sample midterm material uses concept discrimination and short application. The journal asks students to turn valued traits into realistic habits and scenarios. The group project asks for a credible business dilemma, analysis of conflicting values and a specific managerial decision.
Across these formats, marks depend on naming the operative distinction, applying it to facts and moving from diagnosis to a feasible response.
How to revise efficiently
Build contrast pairs before memorising long definitions. For every case, write the purpose, stakeholders, pressure, lens disagreement and producing structure.
Then recommend an action with an owner, review point and evidence that could show the decision needs revision. This keeps theoretical language connected to managerial judgement and prepares you for unfamiliar scenarios rather than only familiar examples.
Worked example · free
When subscription design misleads
- 2State the likely impression and why it is material.
- 2Explain how urgency and default design affect autonomy.
- 2Recommend a truthful, reviewable redesign.
Key terms
- Business Value
- The benefit delivered to a stakeholder relative to the resources or sacrifice required.
- Human Values
- Standards about what is right, worthwhile or admirable when making a decision.
- Ethical Dilemma
- A choice in which legitimate values conflict and one remains partly unfulfilled.
- Ethical Sensitivity
- The capacity to notice the people, interests and moral dimensions affected by a choice.
- Duty Reasoning
- Analysis that begins with rights, commitments and constraints on permissible action.
- Consequence Reasoning
- Analysis that compares likely effects across stakeholders, probabilities and time horizons.
- Character Ethics
- Reasoning about the traits and habits a repeated choice expresses and develops.
- Systems Thinking
- Analysis of connections, feedback, delay and structures that generate recurring outcomes.
- Iceberg Model
- A map from visible events through patterns and structures to underlying assumptions.
- Practical Wisdom
- Context-sensitive judgement that balances traits and recognises exceptions to general rules.
- Organisational Culture
- Shared expectations about behaviour that is rewarded, tolerated or challenged.
- Dark Pattern
- Interface design that steers behaviour by exploiting attention, defaults or unequal effort.
MGMT2010 FAQ
How is the course assessed?
The published grade consists of participation, a reflective visual journal, a midterm quiz, an in-session simulation, a group project and a final exam. Their weights are 10%, 15%, 15%, 15%, 20% and 25%, which total 100%.
What does the source establish about the final exam?
The syllabus identifies a Final Exam worth 25% and places it in the examination period. Use the current Canvas announcement and formal instructions for duration, sections, question types, permitted materials and other operational details.
What question types appear in the midterm sample?
The available sample uses multiple-choice questions that distinguish concepts or apply them to brief business situations, followed by a short-answer comparison of linear and systems thinking. Every practice question in this guide is newly authored.
How should I use the ethical lenses in a case?
Give duty, consequences and character separate work. Duty states a boundary, consequences map effects across people and time, and character examines repeated habits. Use the strongest disagreement between them to reveal the decision's real hinge.
What does the reflective journal reward?
The published rubric rewards justified prioritisation, specific and realistic habits, vivid development scenarios, thoughtful links to course ideas and polished communication. Build evidence of practice and reflection rather than presenting a decorative list of traits.
What matters most in the group project?
The task centres on a realistic business dilemma faced by an individual manager, analysis of conflicting values and a specific defensible decision. The published rubrics place substantial weight on content, analysis and decision-making, with structure and presentation also assessed.
How does attendance affect the grade?
The course attendance page states that attendance after add-drop is counted toward the final grade and recorded during class. Treat the participation component as continuing work and follow current classroom instructions for recording it.
Can generative AI be used in assignments?
The syllabus says permission depends on the specific assignment: some tasks may allow generative AI and others may not. Follow the relevant assignment brief, assessment criteria and current Canvas instructions for the work you are completing.
Questions students ask in each MGMT2010 chapter
- Why are value and values separated?
- The distinction prevents a commercial benefit from being treated as a complete justification. Value identifies what is delivered, while values test how it is produced and whether the relevant relationship can remain trustworthy. Chapter 01 · Value, Values and Stakeholder Expectations
- What makes a choice an ethical dilemma?
- A dilemma requires competing legitimate claims, not merely an attractive benefit attached to a clearly wrongful act. State both sides strongly and name the value left partly unsatisfied. Chapter 02 · Dilemmas, Pressure and Ethical Action
- Which ethical lens should come first?
- Choose the lens that exposes the central issue. Misleading communication often begins with duty, allocation may begin with consequences, and leadership example may begin with character. Chapter 03 · Duty, Consequences, Character and Intuition
- Does every problem require a deep systems intervention?
- Evidence should determine depth. Correct a one-off error directly; investigate structures when recurrence, shared processes or delayed effects show that the event is being reproduced through the same operating conditions over time. Chapter 04 · Systems Thinking, Icebergs and Leverage
- Can one incident prove an organisational culture?
- One event can justify inquiry, but a culture claim needs recurrence, a producing practice or a shared justification. Keep the scale of the conclusion proportional to the evidence. Chapter 05 · Character, Values and Organisational Culture
- How is puffery different from deception?
- Puffery is broad exaggeration unlikely to be treated as a measurable fact. A specific claim about price, performance, origin or environmental impact invites reliance and requires accurate support. Chapter 06 · Advertising, Persuasion and Manipulation
How to study for the exam
Start with six contrast cards: value versus values, dilemma versus straightforward wrongdoing, duty versus consequences, event versus structure, espoused value versus underlying assumption, and persuasion versus manipulation. For each contrast, invent a fresh business case and explain which fact changes the classification.
Next, practise a five-line decision memo: purpose, stakeholders, pressure, lens disagreement and recommendation. Add an owner and review measure so the response is operational. For the midterm style, answer concept questions quickly and explain why the closest distractor fails.
For the journal and project, use the published rubrics as a checklist, especially the need for specific habits, realistic scenarios, course integration, alternatives and a defensible managerial decision. Before the final exam, verify the operational format on Canvas, then retrieve methods rather than memorised lecturer examples. Your aim is to recognise an unfamiliar hinge and reason from it under time pressure.
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