MPA604 M5D1: The Myth of Doing it All Part 1I need them in question/ answer format.Each part has to be at least 500 words.Sandberg examines in Chapter 9 of Lean In the “myth of doing it all” and f
MPA604 M5D1: The Myth of Doing it All Part 1
I need them in question/ answer format.
Each part has to be at least 500 words.
Sandberg examines in Chapter 9 of Lean In the “myth of doing it all” and focuses on the guilt or anxiety that mothers who work outside the home often feel about their choices. This drive to try to do it all can cause burnout not only for women, but also men. In this discussion, you will contemplate ways to help yourself and your team to avoid burnout. This will increase productivity and job satisfaction, and will make you a better leader and your team more effective. As Sandberg argues, the “best way to make room for both life and career is to make choices deliberately—to set limits and stick to them.”
Respond to the following:
Provide specific ways in which you, as a leader, will support your team to help them avoid getting burned out. For example, share what kind of team environment you will create and what workplace policies you will champion.
Now that you have considered how to prevent your employees from getting burned out, how will you ensure that you do not get burned out yourself? What policies will you take advantage of yourself?
M5D2: Discrimination in the Workplace Part 2
In 2011, New York University (NYU) reached a $210,000 settlement in a case filed by a mailroom employee from Ghana alleging racial and national origin harassment. According to the Equal Employment Opportunity Commission (EEOC) report, the mailroom supervisor in NYU’s library regularly addressed this employee with slurs such as “monkey” and “gorilla” and insults such as “go back to your cage” and “do you want a banana?” The supervisor also called the employee’s accented English “gibberish” and expressed hostility to African immigrants. Although the employee made several formal complaints, NYU took months to investigate and then took virtually no corrective action, even after being alerted that the supervisor had retaliated against the employee for filing complaints.
Although NYU is a private university, this lawsuit could have come out of any number of public institutions. Reflect on the ethical, legal, and leadership aspects involved in this case.
Respond to the following:
Share your overall reaction to this case.
From ethical and legal standpoints, how should University leadership have handled this situation?
What does “effective leadership” require in dealing with this type of situation?
Resources and Notes from the Chapter
https://www.youtube.com/watch?v=X15n6DuP8qU
Ifeanyi, K. C. (2012, February 22). Report: Black women make great leaders (Links to an external site.)Links to an external site.. Inc. Retrieved from http://www.inc.com/kc-ifeanyi/report-black-women-make-great-leaders.html
Smith, A. E. (2015). On the edge of a glass cliff: Women in leadership in public organizations (Links to an external site.)Links to an external site.. Public Administration Quarterly, 39(3), pp. 483–517. Retrieved from http://vlib.excelsior.edu/login?url=http://search.proquest.com.vlib.excelsior.edu/docview/1749752186?accountid=134966
Legal cases:
Faragher v. City of Boca Raton (Links to an external site.)Links to an external site.. (524 U.S. 775, 1998). Retrieved from http://www-lexisnexis-com.vlib.excelsior.edu/lnacui2api/api/version1/getDocCui?lni=3TGV-N290-002K-600F&csi=6496&hl=t&hv=t&hnsd=f&hns=t&
hgn=t&oc=00240&perma=trueBurlington Industries, Inc. v. Ellerth (Links to an external site.)Links to an external site.. (524 U.S. 742, 1998). Retrieved from http://www-lexisnexis-com.vlib.excelsior.edu/lnacui2api/api/version1/getDocCui?oc=00240&hnsd=f&hgn=t&lni=3TGV-N290-002K-600D&hns=t&
perma=true&hv=t&hl=t&csi=6496&secondRedirectIndicator=trueGoldsmith v. Bagby Elevator Company Inc (Links to an external site.)Links to an external site.. (11th Cir., 2008). Retrieved from http://caselaw.findlaw.com/us-11th-circuit/1332723.html
Cooper, T. L. (2012). The responsible administrator: An approach to ethics for the administrative role (6th ed.). San Francisco, CA: Jossey-Bass.
Chapter 3: Public Administration in Modern and Postmodern Society: The Context of Administrative Ethics
Chapter 4: Administrative Responsibility: The Key to Administrative Ethics
Module notes
Module Notes: Administrative Context in a Postmodern World
Cooper (2012) emphasizes the importance of understanding one’s role in public administration within the social, cultural, and political context in which the administrator functions. This understanding aids the administrator in identifying ethical dilemmas and developing realistic responses to these dilemmas within that administrative context.
In this scenario, we will examine the social, cultural, and political factors in which The Pedestrian Advocates of Excelsiorville (PAE) operates. Also, we will consider the impact on PAE of operating in a postmodern world.
Reference
Cooper, T. L. (2012). The responsible administrator: An approach to ethics for the administrative role (6th ed.). San Francisco, CA: Jossey-Bass.
Key Considerations for PAE
Considering Excelsiorville’s size (approximately 50,000 in population), PAE must account for the culture of the town as well as its social strata. PAE’s key focus is on advocating for pedestrians and cyclists; hence, it must have detailed knowledge of the town’s governance structure as well as the relevant ordinances and proposals that could impact its constituents. Knowing the political leanings and key policy concerns of the city council members could aid PAEin achieving its advocacy goals, or at least make the organization more nimble in trying to navigate the politics involved. When determining where to most effectively channel its limited resources, PAE should consider what policy initiatives and activities will most likely receive buy-in from the citizens of Excelsiorville, from the city council members, and from the City Manager.
Administrative Context for PAE
These, and other, social, cultural, and political aspects make up the administrative context for PAE. It is within this context that PAE must compete for resources and make decisions; for instance, about how it can fulfill its mission. As the Executive Director, Amber should consider that it is quite difficult for a public administrator in a postmodern society to escape the politics involved both inside and outside of a public organization. Further, she should consider how difficult it can be to separate her public administrator role from her role as a citizen, particularly in a community the size of Excelsiorville.
Ethical Dilemmas for PAE
It is within this administrative context and postmodern society that ethical dilemmas arise. These might be due to conflicts of interest, conflicting administrative responsibilities, or the complexity involved when operating in a political environment. In resolving these dilemmas, public administrators refine their own ethical codes and develop their personal leadership style.
Module Notes: Identifying Responsibilities
Now that we have considered PAE’s administrative context, it is instructive to identify Amber’s subjective and objective responsibilities in her role as PAE’s Executive Director. We will also consider how conflicts can generally arise within these responsibilities.
Cooper (2012) defines objective responsibilities as “expectations imposed from outside ourselves” and these include responsibility to supervisors, subordinates, the law, elected officials, and the citizenry. Cooper (2012) defines subjective responsibilities as internal feelings of responsibility, which are expressions of one’s beliefs and character traits.
We can identify Amber’s objective and subjective responsibilities as follows.
Amber’s Objective Responsibility
The PAE Board of Directors (although she is the top administrator for PAE, she still answers to the Board and they have the power to remove her)
Her subordinates
The law (this would include state statutes governing non-profit organizations, local ordinances that impact her organization, its employees, and its constituents, and any case law interpreting these statutes and ordinances)
Elected officials
The citizens of Excelsiorville
Amber’s Subjective Responsibility
Amber has subjective responsibility to:
Her general attitude toward her constituents and employees
Her beliefs about the role of non-profit organizations
Her beliefs about following the law
Her loyalty to the organization
Her role in maintaining good morale and team spirit for her staff
Her own sense of morality
Module Notes: Importance of Identifying & Responding to Employment Discrimination
Although this is not a course on employment law, law and ethics frequently overlap. Therefore, it is important for public administrators to consider the impact of employment laws on their organization and employees from a leadership perspective as well. Leaders in the public sector should ensure that their teams understand their legal and ethical obligations and how they can prevent and address discrimination.
The legal landscape can be quite complicated for the public sector. Both state and federal statutes and case law can apply, in addition to the Constitutional requirements that apply to public sector employees to which private sector employers are generally not subject. Being able to identify and effectively respond to potential employment discrimination situations are a key part of successfully leading diverse teams. As an ethical matter, creating a safe workplace free from discrimination and harassment promotes ethical conduct and integrity.
Module Notes: Ethics, Laws, and Leadership
In this module, you will consider how employment law, ethics, and leadership issues intersect for The Pedestrian Advocates of Excelsiorville (PAE). As the Executive Director of PAE, Amber has certain ethical responsibilities from both legal and leadership perspectives. Let’s go through these responsibilities.
Legal Perspective
Even though PAE has grown in the last two years, it still has only 10 employees, which means it is not subject to Title VII of the Civil Rights Act of 1964. Title VII applies to employers with 15 or more employees, including state and local governments. Amber should therefore ensure that she is aware of any state and local laws that impact nonprofit employers with fewer than 15 employees like PAE.
In addition to understanding the applicable EEO laws which PAE is subject to, Amber should consider the legal and ethical implications of any employment policies or employment decisions that she makes. She can apply ethical theories to help her determine the best allocation of resources for PAE as a small nonprofit organization. She can seek advice from experts like HR consultants or attorneys when situations arise that are beyond her scope of expertise. She can also seek training for herself and her leadership team to ensure they are equipped to identify and respond adequately to diversity issues in the workplace.
Leadership Perspective
From a leadership perspective, Amber should consider how she sets the tone as the organization’s key executive. She can send a message from the top-down that discrimination and harassment will not be tolerated and that any allegations of such will be promptly investigated, even in a small organization. Again, seeking leadership training or staying abreast of pertinent issues through a professional association, for instance, can help Amber maintain high ethical and legal standards for the organization.
How will you successfully lead diverse teams as a public administrator?
