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E-grāmata: Ethics Moments in Government: Cases and Controversies

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Ethical concerns are among the most common problems public administrators face, yet the issues are often complex, and the correct choices are not always clear. Living up to the public trust is much more than just an act of compliance. It also involves perceiving, preventing, avoiding, and resolving accusations of illegal or unethical behavior, including appearances of inappropriate behavior. Ethics Moments in Government: Cases and Controversies examines how to identify, assess, and resolve the ethical issues and dilemmas that often confront those who govern the cities, counties, states, and federal agencies throughout America.

Real Situations, Real Advice

Providing a one-stop resource for all those who must contend with thorny ethical issues, this volume presents case studies that vary in complexity and context and are based on real situations. Each case scenario is followed by discussion questions and case assessments by expert practitioners who describe how they would handle the situation. Using a "total immersion" technique, the book encourages readers to be reflexive and analytical in addressing the problems presented and arriving at appropriate solutions. A supplemental CD is included which contains PowerPoint® slide presentations, articles, workshop programs, tests, and links to organizations.

For many of the scenarios presented in this volume, there are no easy answers. Practical guidance on reasoning through difficult decision-making situations enables public administrators to acquire the ethical knowledge, skills, abilities, and instincts that will ultimately help them gain the trust of their citizens and advance in their careers.

Recenzijas

It is difficult to find sufficiently comprehensive material on ethics in governance in a single volume that provides the basis for ethics education in universities or ethics training in the workplace. In Ethics Moments in Government: Cases and Controversies, Don Menzel has surpassed other efforts to date. This volume, conceived from the perspective of ethics practitioners in government rather than a scholar's theoretical preoccupations, truly provides a "one stop package for training, learning, and teaching." Its extraordinarily rich set of cases that are systematically cross indexed to concepts and problems, along with a CD containing a wide array of resource material, can equip any instructor with the essentials of an effective learning experience for those wrestling with the knotty problems of becoming and remaining ethically competent. I recommend it enthusiastically for both instructors in higher education and trainers dealing directly with practitioners. Terry L. Cooper, Ph.D., The Maria B. Crutcher Professor in Citizenship and Democratic Values Director, Civic Engagement Initiative School of Policy, Planning, and Development, University of Southern California

a marvelous addition to the resources on ethics in government. Thoughtful and engaging in style, the book draws the reader into a serious examination of what it means to be ethically competent. The wide ranging case studies are grounded in reality and supported by insightful assessments by scholars and officials. James H. Svara, Professor, School of Public Affairs, Arizona State University

The cases and practical analysis will help public administrators, new and experienced, achieve a level of ethical competency and ability to recognize the issues they face and develop the standards that define their character as public service professionals.Edwin C. Daley, D.P.A., City Manager of Hopewell, Virginia, and the 2008 President of the International City/County Management Association

Foreword xv
Preface xix
Acknowledgments xxi
Contributors xxiii
SECTION I: GETTING STARTED
Chapter 1 Understanding Ethics and Governance
3
Rising above the Moral Minimum: The Four Failings
3
What Can Be Done?
5
Ethics Defined
8
Ethics in Action
10
Ethics Matters?
12
Endnotes
13
Chapter 2 Becoming Ethically Competent
17
Ethical Reasoning: Becoming Aware
21
Case Learning
22
Other Learning Tools
24
Organization of Cases and Training Materials.
26
One-Stop Package for Training, Learning, and Teaching.
28
Description of CD Resources
28
Codes of Ethics
28
Workplace Policies
29
Slide Presentations
29
Government Articles and Papers
29
Workshops
29
Tests and Scales for Use in Workshops and the Classroom
29
Online Ethics Resources
30
Instructor's Guide
30
Syllabi for Online and In-Class Instruction
30
Endnotes
30
SECTION II: PRACTICING ETHICS—MANY FACES
Chapter 3 Professionalism and Ethics
35
3.1 Public Managers as Private Consultants
36
Discussion Questions
37
Case Assessment
37
3.2 When the Findings Don't Jive'
39
Discussion Questions
39
Case Assessment
39
3.3 Hi-Tech Entrepreneurialism at Its Best or Worst?
41
Discussion Questions
41
Case Assessment
42
3.4 Zeroing-Out a Grant
43
Discussion Questions
44
Case Assessment
44
3.5 When Is a Deal a Deal?
45
Discussion Questions
46
Case Assessment
46
3.6 Politics and Professionalism
47
Discussion Questions
48
Case Assessment
48
3.7 A Purely Private Matter?
50
Discussion Questions
50
Case Assessment
50
3.8 When Duty and Morality Clash
52
Discussion Questions
52
Assessment
52
3.9 Follow the Law or Your Conscience?
56
Discussion Questions
57
Commentary
57
3.10 Withholding Information: When Is It Ethical or Unethical?
60
Outcome
62
Investigation Results
62
Discussion Questions
62
Ethical Reasoning Questions
63
Case Assessment
63
Controversies
65
3.11 Deception: The Good, the Bad, and the Ugly
65
Discussion Questions
66
Commentary by Author
66
3.12 Truth Telling: What Is It?
66
Discussion Questions
67
Commentary by Author
67
3.13 Honesty and Ethical Standards
68
Discussion Questions
68
Commentary by Author
68
3.14 Politics and Managerial Ethics
69
Discussion Questions
69
Commentary by Author
70
3.15 Wanted—Loyalists with Professional Credentials
70
Discussion Questions
71
Commentary by Author
71
3.16 Taking a Bonus
71
Discussion Questions
72
Commentary by Author
72
3.17 Sticks and Stones
72
Discussion Questions
73
Commentary
73
3.18 Where Corruption Lives
74
Discussion Questions
75
Commentary by Author
75
3.19 Falsifying Documents for the Greater Good?
75
Discussion Questions
76
Commentary by Anonymous
76
3.20 Resolving Right versus Right Dilemmas
77
Discussion Questions
77
Commentary by Author
78
Chapter 4 Encouraging Ethical Behavior
79
4.1 Should You or Shouldn't You Accept a Pay Raise?
80
Discussion Questions
81
Case Assessment
81
4.2 What Should a City Manager Do When an Employee Behaves Badly toward a Neighbor?
84
Discussion Questions
84
Case Assessment
84
4.3 Information or Advocacy—Is There a Difference?
85
Discussion Questions
86
Case Assessment
86
4.4 Religious Expression in the Workplace
90
Discussion Questions
91
Case Assessment
91
4.5 Going Along to Get Along?
93
Discussion Questions
94
Case Assessment
94
4.6 Moral Management: Fact or Fantasy?
96
Discussion Questions
96
Results
97
Discussion Questions
97
Assessment
97
4.7 Appearances Matter—Investing in Real Estate
99
Discussion Questions
100
Case Assessment
100
4.8 Ethics and Performance Evaluations
102
Discussion Questions
104
Case Assessment
104
4.9 Mired in an Ethics Swamp
106
The Grand Jury's Findings
109
The Property Appraiser's Response
110
The County Attorney's Response
110
The County Administrator's Response
112
The County Commission Acts
113
The County Administrator Acts
113
Lessons Learned
114
Failure All Around?
114
Discussion Questions
116
Ethical Reasoning Questions
117
Case Assessment by Author
117
Controversies
119
4.10 Codes and Oaths
119
Discussion Questions
120
Commentary
120
4.11 Should Professional Associations Censure and Expel Members for Violating Their Code of Ethics?
121
Discussion Questions
122
Commentary
123
4.12 Does Courage Have a Price Tag?
124
Discussion Questions
124
Commentary by Author
125
4.13 Do Ethics Codes Make a Difference?
125
Discussion Questions
125
Commentary
125
4.14 San Diego on the Move!
127
Discussion Questions
127
Commentary
127
4.15 An Ethics Test for Local Government Employees
128
Answers
129
Commentary by Author
129
4.16 Learning Ethics Online
130
Discussion Questions
131
Commentary by Author
131
References
131
Chapter 5 Building Organizations of Integrity
133
5.1 What Would You Do if You Were the Sheriff?
135
Discussion Questions
135
Results
136
Case Assessment
136
5.2 A New City Manager's Dilemma
137
Discussion Questions
137
Case Assessment
138
5.3 Commercializing a City's Website
139
Discussion Questions
140
Case Assessment
140
5.4 What's a Whistle-Blower to Do?
142
Discussion Questions
143
Case Assessment
143
5.5 When the Chief Asks You to Lie
146
Discussion Questions
147
Case Assessment
147
5.6 To Obey or Not to Obey!
148
Discussion Questions
149
Case Assessment
150
5.7 Let the Sunshine In
151
Questions
152
Case Assessment
152
5.8 Escape from an Ethics Swamp
154
The City
154
Into the Ethics Swamp with Eyes Wide Closed
154
Discussion Questions
155
Outcome
156
Case Assessment
158
5.9 City of Progress I
160
Situation 1
160
Situation 2
161
Discussion Questions
162
Ethical Reasoning Questions
162
Case Assessment
162
5.10 City of Progress II
165
Discussion Questions
165
Case Assessment
166
Controversies
167
5.11 A Slippery Slope?
167
Discussion Questions
168
Commentary
168
5.12 Outsourcing City Management Ethics
170
Discussion Questions
171
Commentary by Author
171
5.13 When the County Knows Best—Or Does It?
171
Discussion Questions
172
Commentary by Author
172
5.14 Legal, Wrong ... Or Morally Required?
173
Discussion Questions
173
Commentary by Author
173
5.15 Needed: Ethics or Manners for Elected Officials?
174
Discussion Questions
174
Commentary by Author
175
5.16 Mayors as Exemplars—Fact or Fiction?
175
Discussion Questions
175
Commentary by Author
176
5.17 (Un)Official Misconduct
176
Discussion Questions
177
Commentary by Author
177
5.18 Building a City of Ethics
177
Discussion Questions
178
Commentary by Author
178
5.19 Ethics Reform in Indiana Municipalities
178
Discussion Questions
179
Commentary by Author
179
5.20 The U.S. Department of the Interior: A Work-in-Progress?
180
Discussion Questions
181
Commentary by Author
181
5.21 UN Ethics Office
181
Questions
182
Commentary
182
References
182
Chapter 6 Ethics in the Workplace
183
6.1 Auctions in the Office
184
Discussion Questions
185
Case Assessment
185
6.2 Workplace Solicitations
186
Discussion Questions
187
Case Assessment
187
6.3 Polish this Draft!
190
Discussion Questions
191
Case Assessment
191
6.4 Hiring Your Supervisor's Friend
193
Discussion Questions
193
Case Assessment
194
6.5 To Praise or Not to Praise!
194
Discussion Questions
195
Case Assessment
195
6.6 Ignorance or Insider Trading?
197
Discussion Questions
198
Case Assessment
198
6.7 When the Boss Marries a Subordinate
201
Discussion Questions
202
Case Assessment
203
6.8 Stacking the Deck
204
Discussion Questions
205
Case Assessment
205
6.9 The Chief-of-Staff's Daughter
206
Discussion Questions
206
Case Assessment
207
6.10 A Late Night Surprise!
208
Discussion Questions
208
Ethical Reasoning Questions
209
Case Assessment
209
Results
210
Controversies
210
6.11 Romance and Housing in City Government
210
Discussion Questions
211
Commentary by Author
211
6.12 Trusting Employees Should You or Shouldn't You?
211
Discussion Questions
212
Commentary by Author
212
6.13 Toilet Paper Ethics
213
Discussion Questions
213
Commentary by Author
213
6.14 Ethics in Business and Government
214
Discussion Questions
214
Commentary by Author
214
6.15 Assessing Ethical Judgment of a Potential Employee
215
Discussion Questions
215
Commentary
216
6.16 Evaluations and Promotions Can Get Sticky
218
Discussion Questions
218
Commentary
218
6.17 Product Endorsements: Are They Ethical or Unethical?
219
Discussion Questions
219
Commentary by Author
220
6.18 To Keep Quiet?
220
Discussion Questions
220
Commentary by Author
221
6.19 A Culture of Ethical Failure
221
Discussion Questions
222
Commentary by Author
222
Reference
222
SECTION III: LESSONS LEARNED ALONG THE JOURNEY
Chapter 7 The Complete Ethical Manager
225
Lessons Learned
225
The Journey
228
Journey's End
231
Reference
231
Bibliography 233
Appendix 1 243
Chapter 3 Case Competency Matrix
243
Appendix 2 247
Chapter 4 Case Competency Matrix
247
Appendix 3 251
Chapter 5 Case Competency Matrix
251
Appendix 4 253
Chapter 6 Case Competency Matrix
253
Index 255
Donald C. Menzel is affiliated with Ethics Management International in Tampa, Florida.