What Is External Controls

To coordinate with our current chapter on emotions, our class watched the film Inside Out. The story was about the emotions, Joy, Sadness, Anger, Fear, and Disgust, controlling a goofy, honest, and caring 11 year old named Riley. Inside her brain, the emotions used controls to decide the way Riley feels. The part of the brain the “control center” in Inside Out represented was the Limbic System. I know this because during in our Body and Mind unit, the part of the brain we most associated with mood and emotions was this system. It is best defined as a complex system of nerves and networks in the brain, including areas concerned with instinct and mood. The Limbic System’s main control is emotions and drives feelings, which was the main purpose of the emotions “control center.”

Those thought to be ethical or moral are described in terms of their values in regards to honesty, integrity and good character. Our ethical conduct originates from our values which are greatly influenced by our morals; they provide guidance and are our standard for the ways in which we carry out and view right and wrong decisions. For these reasons, personal ethics are said to be our foundation and, as such, often influence how we administer ethical codes of conduct in our personal lives, and the ways in which we carry out our organizational duties. The normative foundations of public service ethics are those standards used to justify and defend one’s conduct, i.e. reasoning about obligations, consequences and ultimate ends in specific situations. In addition to personal codes of conduct, leadership in the public sector requires the ability to apply ethical reasoning based on formal controls and technical standards.

The roll of ethics in public administration is based on the administration; administrators should be value-free when they implement public policy. I will discuss why ethics should be based on the administration and, why it should not be based on each individual worker in the administration. I will discuss Weber’s stance on values in bureaucratic organizations, what Macintyre suggests, and what Hummel and Goodsell would conclude about values in public administration. Most people do not understand what an administration deals with everyday on an individual basis. They might think that an administration is supposed to make the best ethical choices, but that is not the case. People who are outside the administration might think that administrators are supposed to use everyday values when implementing policy, but that is also not the case.

Niedermeyer, and Presha Niedermeyer. They performed surveys using internal auditors of public companies and external auditors from large and small firms. The survey questioned how auditors made ethical decisions, and they also wanted to see how internal auditors answered versus how external auditors answered. The result of the surveys showed that there was no difference in decision- making between internal and external auditors in the aspect of how major the effects unethical decisions on victims would be. The only difference between auditors in this study was how they make decisions on what is right and what is wrong. It appears that auditors that work for the Big Four have a stronger sense to determine what is right or wrong as opposed to the other auditors working in large and small firms. The study suggests that each firm adopts policies and special training to combat these

In comparing the work between government and private sectors, Smith discovered EOs in corporate settings are primarily concerned with overseeing the ethical conduct of all employees within the organization which expands cases involving waste, abuse, fraud and poor management. In examining the role of EOs in public service, Smith resolved the research to be very challenging due to the various roles and responsibilities, lack of uniformity in job descriptions, and the inconsistencies in the diverse layers of government. (Smith, 2003). The availability of research on the definitive roles of EOs in the private sector enabled him to identify the commonality of the functions and characteristics of EOs in both cultures. (Smith,

When there is an ethical issue that has been brought up within the medical center, a member of the leadership team works with the bioethics committee to ensure that the final ruling on the issue is indeed ethical and upholds the standards set forth by the organization (GRMC, 2016). Ensuring that the individuals that make up the leadership and managerial teams follow the code of ethics is imperative to the success and culture within the organization. Annual reviews are held of all staff members and members of the leadership team that include a section regarding ethical behavior and how well the individual is upholding the ethical standards of the hospital. By having the code of ethics addressed on these evaluations, the employees are well aware of the ethical standards that the organization has of them, therefore encouraging the ethical behaviors throughout the

The case of the State Alcohol Board Inspector shows how mixing position, charitable solicitation, and the slippery slope of perception can blur the line of professional ethics.This example provides a cautionary tale of public servants, administrators and using their influence implicitly. There is a potential ethical conflict of interest when Mary is attempting to save time. Is her decision to drop off invitations to a local animal shelter gala, and solicit contributions, while performing her duties as an inspector ethically wrong? Is this outside the realm of her responsibilities and obligations as an inspector? As her manager, do I have the right to be uncomfortable ethically as I witness what Mary is doing? These are some of the questions; public administrators have to be aware of in the ethical decision-making process. Granted, this is not a case of “administrative evil” that Kennedy warns about in American Public Service (Kennedy, 2011). However, this case serves to point out how ignored ethical

I would argue that my organization’s ethics program is not working. It is clear from the Department of Veterans Affairs recent wait list scandal that there was a widespread ethical lapse within the organization. At the center of the waitlist scandal was individuals who were gaming the scheduling system to make it appear as if their facility’s appointment wait times were shorter than they actually were. There are likely a few reasons that this occurred. Firstly, bonus systems were built on data regarding patient wait times. This provided the motive for individuals to meet performance measures, whether or not they were realistic measures or not. Secondly, the appointment wait time performance measures did not appear to be realistic in view of the increasing amount of patients seeking care and the lack of resources devoted to

Regulatory agencies are mandated by Congress to help in limiting some power of agencies. Regulations help organizations and leaders who are also susceptible to the abuse of power. Regulations refrain managers and leaders from abusing laws. Congress allow administrators of agencies a broad flexible power to write regulations for organizations in which they are liable (Starling, 2010). Employees can present some challenges to enforcing laws of an organization. Some time salaried government officials or agency officials are dishonest. Dishonest administrators or officials usually do not have the well-being of people at heart or serving the position as priority. Most dishonest official’s purpose is maintaining their job and progressing their careers. When managers enforce laws on the job they must be very careful since some managers authority is limited and can create trouble for the organization. Managers must also record and document employee work habits. Often time managers are accused of discrimination.

‘Ethics must begin at the top of an organization. It is a leadership issue and the Chief executive must set the example’ –Former Chief Justice Edward Hennessey, Massachusetts Supreme Judicial Court (3).

Attack motivated blindness. Often, leaders who look the other way in the face of wrongdoing have deep-seated motivations to do so - such as protecting their university (the Sandusky scandal) or the church (in the case of the Catholic Church scandal).The solutions are clear: leaders have the responsibility to fully notice the facts and to act when it’s appropriate. And those who fail to act on reports of wrongdoing must face clear conse­quences. Finally, leaders must provide decision-makers in their organizations with the incentive to speak up.

It is only during moral lapses and corporate scandals that interest groups and the broader public ask themselves the fundamental ethical questions, who are the managers of the organization and were they acting with the ethical guidelines. For a long time, the issue of ethics was largely ignored, with organizations focusing on profit maximization. However, this has changed, and much attention is now focused on ethics management by researchers and leaders. The issue of ethics has arisen at a time when public trust on corporate governance is low, and the legitimacy of leadership is being questioned. Leaders are expected to be the source of moral development and ethical guidance to their employees.

It is one thing to establish a code of ethical conduct for an organization in the public sector, but it is quite another to really impress upon all employees the importance of living up to that code of conduct. What makes a code of conduct and how can management be assured that all employees understand the code and follow it's values and guidelines? How do not-for-profit professions stack up against for-profit professionals when it comes to ethics? This paper delves into codes of conduct in the public and sector and provides a review of several scholarly articles that present specific instances where codes of conduct are part of the workplace culture.

Martin Marietta took a hands-on approach in creating their Ethics Program, but monitoring 60,000 employees “ethical decisions” took a large workforce. In 1986, a committee including Martin Marietta and several other defense contractors created “A Defense Industry Initiative on Business Ethics and Conduct (DII).” Martin Marietta placed their entire company under a voluntary disclosure program, which required all employee misconduct to be reported, monitored, and resolved. To achieve this task, an audit committee was formed which tripled in manpower between 1986 and 1991. George Sammet was placed in charge of the Ethics program by insuring the employee’s complaints, questions, and concerns were heard and dealt with. “Ethic Officers” were placed at all of Martin Marietta’s branches to handle employee related issues. Ethical complaints could be made anonymously or vocally to field “Ethic Officers.” Once complaints were made the ethic officers would report them for investigation through audit, personnel, security, or legal staff. Almost half of the complaints which were reported were personnel related cases including salaries, promotions, and poor supervisory skills. But, with such an elaborate program, employees quickly became aware of possible retaliation for reporting issues. Once the issues were reported, they then needed to be dealt with. This could include verbal or written reprimand, transfer, or possible

In lieu of the goal to test the relationships between ethics and performance within governments locally, Beeri et al., (2013) used questionnaires to evaluate the long term effects of an ethics program on employees’ perceptions, and the behavior in one council of an Israeli region. This as a result, stems from awareness of ethical codes, and inclusion of employees in the ethical decision making process.