literature review about communication in the workplace i'm studying Department of Health and Human Services
Cooper, Terry. (2012). The Responsible Administrator: An Approach to Ethics for the Administrative Role (6th Ed.). San Francisco, CA: Jossey-Bass.
moral leadership: to display certain character traits, such as honesty, trustworthiness, and fairness/ suggest that moral leaders “communicate with their followers about ethics, set clear ethical standards and use rewards and punishments [to enforce such standards]”/ also said to role model ethical behavior
character traits and behaviors: to lead their organizations by example/ also said to develop an appropriate reward system “to hold followers accountable for ethical conduct” and “to communicate ... about ethics”/ “learn” to behave ethically if leaders serve as role models of ethical behavior and if the appropriate incentives and punishments are provided.
ethical role modeling behavior of leaders has a positive impact on 1-organizational integrity 2- rewards and punishments have been found to lead to less unethical behavior 3- communication about ethics and values have also been found to reduce unethical behavior within organizations
Ethics programs are said to be formal controls: Implementation of ethics programs: there are other tools “available to public managers to build and sustain organizations that promote ethical behaviors and practices...” provides evidence that such tools—e.g., ethics training (law compliance training), ethics hotline, codes of ethics, oaths, ethics audits, pre-employment screening, ethics counselors, and ethics administrators (i.e., ombudsmen), among others—are being utilized “to discourage unethical behavior and encourage ethical behavior
Organizational Structure: Public organizations are said to be characterized for their emphasis on centralization of authority This has led some scholars to suggest that such characteristics make public organizations slow, not effective nor efficient in achieving goals(solution) New Public Management advocates argue for flatter organizational structures in the public sector. The assumption is that this would help public organizations become more flexible and thus more adaptive to their external environment the ethic of bureaucratic structures is “discipline, obedience, and service” focus on developing clear accountability, collaborative arrangements, dissent channels, and participation procedures
Has 3 major aspects: paradigmatic Structure(involve public administration in macrolevel elements of the political system and the implementation of democratic theory), organizational systems(provide the overarching structural constrains on, controls of, and to some degree powers of, not only individual agencies, departments, divisions, units, center, sections, also entire government systems. Organizational form that individual agencies, departments and divisions assume that OF determines how work is divided up and how it is coordinated in formal structures.
Organizational Culture: is a variable that can be managed within organizations. Under this perspective, organizational culture is believed to reveal itself in the patterns of relationship among organizational members/ to express the values and beliefs shared by organizational members/ defined as a multi-layered phenomenon displaying (1) shared values and beliefs that influence how organizational members perceive, think, and act at the inner level and (2) patterns of relationships i.e., “shared things, ... sayings, ... doings, and ... feelings” at the outer level.
Ethical Organizational Culture: defined as those elements of the organizational context that prevent unethical behavior and promote ethical behavior; consists of (1) formal—i.e., leadership, authority structure, policies (e.g., codes of ethics), reward systems, and training programs—and (2) informal—i.e., peer behavior and ethical norms—systems of behavior control that work together to influence the (un)ethical behavior of organizational members.
Set of organizational virtues: (1) clarity of ethical standards—i.e., “the extent to which the ethical standards managers and employees are expected to adhere to are concrete, comprehensive, and understandable” (2) ethical role modeling of management and supervisors, (3) capability to behave ethically—i.e., “the extent to which managers and employees believe that they have sufficient time, budgets, equipment, information, and authority at their disposal to fulfill their ethical responsibilities” (4) commitment (of managers and employees) to behave ethically, (5) visibility of (un)ethical behavior—i.e., “the degree to which (un)ethical behavior and its consequences are observable to those who can act upon it – the perpetrators as well as their colleagues, supervisor, manager, and subordinates’ (6) openness (managers and employees experience in their organization) to discuss ethical issues, (7) reinforcement of ethical behavior—i.e., “the likelihood of managers and employees being punished for behaving unethically and rewarded for behaving ethically”
robustness can be measured by looking at the following competencies: (1) robustness—i.e., “the extent to which dialogue among individuals is frequent about mistakes, ethics; the extent to which individuals feel safe in expressing their knowledge and asking questions about ethics; the extent to which individuals feel they work in an ethical environment”—, (2) information—i.e., “the extent to which information is easily accessible and there are processes in place to share information with both employees and the public”—(3) learning—“the extent to which individuals can improve their education and learn from each other”—and (4) mistake-ability—“the extent to which individuals are not afraid to admit mistakes, ask for help, and talk about work-related problems”.
2 major types of maladministration: 1- Organizational systems and forms can operate poorly because they are violated through wrongdoing such as corruption, administrative abuse, ignorance 2- organizational dysfunction, involves problems with the fundamental organizational systems or form. Problems can occur because of the excesses to which systems or forms are prone over time(blurred values and unnecessary ethical ambivalence
Organization system as structure: systems of staffing; appointment, focuses on values of competence , policy affinity and personal acquaintance (senior advisors to elected officials) require conformation process to assure that candidates are qualified. Election, strategy for personnel selection focuses on democratic values(openness, equality) allows the most visible of public sector employees to be directly controlled by voters. Rule based gives priority to merit principles but also incorporates seniority and representativeness
Systems of accountability: 7 types of control over administration are identified; laws(as legislative actions and judicial interpretation), rules(stipulated organizational actions and philosophies), public opinion(reflected through coting preferences), virtue( characters and values of the individual who work in public sector), professional norms( expectations of education and training), competition(the option of the public choice), and comparison(contrast of management and financial performance between entities)
Functional definition of organizational culture: it provides shared patterns of cognitive interpretations so organization members know how they are excepted to act and think
