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PP110: Ethics and Public Administration Faculty Sheila Toppin, DPA (abd), MPA.

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Presentation on theme: "PP110: Ethics and Public Administration Faculty Sheila Toppin, DPA (abd), MPA."— Presentation transcript:

1 PP110: Ethics and Public Administration Faculty Sheila Toppin, DPA (abd), MPA

2 Welcome to the Class Greetings Availability ◦ Office hours: Sunday & Tuesdays 7:00 to 9:00 pm EST (AIM ID: Sheila Toppin, by telephone) ◦ Appointments: call or send an email message Warm-up Questions???

3 Course & Syllabus Reminders Units (10 weeks), Wednesday to Tuesday Discussion Board – 1 to 2 discussions per Unit, Wednesday to Tuesday MST Weekly Quizzes – Complete by Tuesday 12:00 midnight Announcements: Informational & Reminders

4 Course & Syllabus Reminders Last day to request an Incomplete: Tuesday, 12/13/11 (end of Unit 8). Last day of class: Saturday, 12/24/11. Seminar : ◦ Cap & tassel icon denotes important information for assignments & quizzes. ◦ Seminar Alternate assignments due within 1 week of missed seminar. Archive available 4 hours after seminar concludes.

5 Unit 8 To-Do List Readings (E-Book Chapters & Links) Discussion Board (1 Topic) Quiz (Due end of Unit 8) Assignment (Due at end of Unit 9) (See the To-Do Checklist PDF that is available in the classroom to keep track each Unit)

6 Unit 9 Assignment United Nations Public Administration network Click “News” tab and then select “Public Administration News” Select and read one of the articles you find there that has been submitted within the last month. Write a 2-3 page paper responding to the questions in the assignment guidelines. APA formatting Questions????

7 Questions? Any other questions about the syllabus? Any other questions about what you are to do in Unit 8? Any other questions?

8 Unit 8 Seminar Topics Identify factors contributing to unethical behavior Discuss trends and reasons for systemic corruption Distinguish bad apples and ways for handling them Identify ways to avoid unethical conduct Case Study – Oaky Woods

9 Ethical Factors Three factors that can result in unethical behavior in otherwise decent public administrators: Incentive, Opportunity, Risk Incentive to gain a sizable personal benefit, Opportunity or the ease of access to the corrupt practice, and Low risk of detection.

10 Other factors to consider Successful administrators are subject to feeling conceit, arrogance, or moral superiority that could lead to unethical behavior. administrators may feel that they can take advantage of the situation because they work for the government. The false necessity gap is the sense that the organization must survive at any cost.

11 Other factors to consider Even where, in the global context, interdependence appears inevitable, the US is receiving a tremendous amount of criticism from abroad. If citizens perceive themselves as customers, they are likely to continue to demand services as customers without a sense of civic responsibility to contribute to our governance system. Questions????

12 Systematic Corruption In 1993, 50% of federal government staff who observed serious problems did not report them because of fear of retaliation. In 2007, 58% of those who observed misconduct did not report because they doubted that appropriate corrective action would be taken by management; however, 30% of employees did not report because they feared retaliation from management.

13 Systemic Corruption Prospective whistleblowers are intimidated into silence. Non-violators are penalized by foregoing the rewards of the violators. Internal practices may encourage and hide violations. The system of internal practices contradicts the code of ethics of the organization. Questions????

14 Bad Apples The “bad apple” public administrators have no or low ethics, use or misuse information to advance their personal purposes, evade responsibility, and/or have a negative effect on the people and the organization they are supposed to be serving. The sense of duty is absent, and the other approaches to ethical thinking are missing or distorted.

15 Bad Apples Public administrators may justify their unethical behavior as being “good for the organization” overall (does the ends justify the means) and whether a “little white lie” should be allowed or not in public administration. Circumstances beyond the control of the public administrator may put pressure on him/her to choose unethical behavior that he/she normally would not chose.

16 Handling the Bad Apple Separate the bad apples from the apples that just need a little direction. The cost of untruths to an organization can be huge in terms of time, money, trust, and reputation. Leaders can not fix a thief, a pathological liar, or a professional con artist—all of them must go, immediately.

17 Avoiding Unethical Behavior In order for a public administrator to recognize that he/she is in a problematic situation he/she needs a high level of ethical awareness. West and Berman (2004) four areas critical for avoidance of unethical behavior: ◦ Strong moral leadership by top managers ◦ Monitoring adherence to a code of ethics ◦ Examining ethics in hiring and promotion ◦ Applications-oriented ethics training Questions????

18 Case Study: Oaky Woods Purchase Perdue appoints DNR board replacement for Oaky Woods purchase critic (Salzer 2010) appoints-dnr-board-replacement-for-oaky-woods-purchase-critic/ 1. Did former Governor Purdue cross any ethical boundaries? (Ethical Problem Solving Model) 2. What was the incentive, opportunity, and risk level? 3. What strategies should be applied to avoid this unethical conduct in the future?

19 Unit 8 Seminar Summary Identified factors contributing to unethical behavior Discussed trends and reasons for systemic corruption Distinguished bad apples and ways for handling them Identified ways to avoid unethical conduct Case Study – Oaky Woods Final Questions??? Dismissal

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