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• W61076670 abstract "A county commissioner attempts to secure a lease for her frozen daiquiri business in prime commercial property while the property owner/developer has applications pending before the county commission. A city council member confronts a city attorney about his decision to prosecute the council member's friend. A state official has dinner with the senior partner in a firm with a bid pending before the state on a $300,000 project. The senior partner's firm wins the bid. A law enforcement official goes shopping with an informant who has just been paid. The informant buys the official a hat and a belt buckle. The director of a state university museum hires her son as an interpreter and takes him along on her European trip. An assistant fire chief awards the contract for fire department souvenirs to a firm owned by his wife and daughter A city employee, out making repairs in a city vehicle, stops at Wal-Mart on his break to buy beer for his party that evening. Two fire fighters play games of strip ping pong while on duty. This list of ethical missteps is a realistic one-all the incidents occurred at various levels of government around the country. It is also but a small sample of ethical breaches in government and the list is growing even as these words are written. For those who work to ensure integrity in government, the list and the volume it represents can be disheartening. How did we arrive at a point where integrity is often the exception and not the rule? The answer to the question about the lack of integrity in government, indeed in all organizations, is simple in form, but difficult to accept because the answer demands change. In order to maintain or restore integrity in any organization, those within the organization must answer three questions: Why is ethics important? How do I recognize ethical dilemmas? How do I resolve dilemmas when I am faced with them? I. Why Is Ethics Important in Government? Those within an organization need to share a commitment to integrity. That commitment may come from their background: they were trained at home, church or school that ethics is critical for professional and organizational success and they have spent a lifetime committed to that notion. But no auditors or government managers should ever assume that those working with them, for them and above them share the same set of values. Indeed, in a recent survey conducted by the Society for Human Resource Management and the Ethics Resource Center, 51 percent of employees surveyed confessed to having done something unethical during the past year. The most common ethical misstep reported was that they had compromised quality. The second most common was that they falsified reports. And a survey by the Lutheran Brotherhood concluded that 79 percent of those between the ages of 18 and 34 believe that there are no absolute moral standards for right and wrong; all dilemmas are resolved according to circumstances. In other words, ethics is relative. Dartmouth University's study of graduate students reveals that between 42 and 75 percent admit to having cheated to get into graduate school. The percentage ranges can be grouped by area of study, with liberal arts holding the lowest percentage of confessed cheaters and business schools boasting the highest percentage of confessed cheaters. It is with great job security that I hold my teaching appointment in ethics in a college of business. With such diversity in attitude and conduct, the first hurdle to creating a culture of ethics is to convince those with differing views of the importance and relevance of ethics. In other words, the first task in creating a culture of ethics in an organization is to convince those within the organization that ethics does matter. There are compelling, indeed quantitative reasons, that a commitment to ethics is important for professional and organizational success. …" @default.
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• W61076670 title "Ethics: Why It Matters & How You Do It" @default.
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