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20 Cards in this Set
- Front
- Back
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Ethnocentrism |
"Our Way" is right |
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Stereotypes |
we have preconveived notions about "what is" based upon own limited experiences |
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Faulty Attributions |
-Blame people, rather then see randomness -ignore our own involvement in a situation -We don't take time to recognize the breath of issue -We simplify potential consequences -We ignore low probability events we Ignore the possibility that the public may find out what we are doing and public is likely a stakeholder -We discount the future |
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Challanges of being Objective |
what we want relative to what is what we dont know |
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Difference in perception |
-Ethics are not always simple and clear -Managerial decisions are not always clear and simple |
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Honesty points |
-reject being over confident -gather all relevant info -accept and welcome criticism |
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The Peril of Self- Interest |
-The "Naturalistic Fallacy"- everyone does it -Plato's ring of Gyges- Are we good because we are genuinely good or are we good so we don't get caught. |
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Administrative Ethics |
Principal Duty Virtue |
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Behavioral Ethics |
Explores the organizational pressure and pshchological biases people face when making ethical decisions. The study of how people actually behave when confronted with ethical decision making. |
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Administrative Ethics Micro Ethics |
Demands of the workplace relative to personal/professional code of ethics |
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Administrative Ethics Macro Ethics |
Ethics issues surrounding the setting of broad policy impacting society, decisions, made by political superiors |
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Example 1 |
-Public administrators are notdirectly accountable to the public in the same way elected officials andpolitical appointees are. |
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Example 2 |
Ultimately, however, if one worksfor the government, one is accountable to the public. |
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Example 3 |
In the hierarchical structure,public administrators are accountable to their political superiors and to theirorganization. 1. The top administrator reports to the politicalsuperiors. 2. The other staff answer to their superior(political or) |
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Duty |
(Triangle)
principal Consequence Virtue |
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Consequence Approach |
The most good for the most people -The commitment to others -we are not open to how our actions affect others |
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Virtue |
, |
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Aristotle |
in general if we behave in an ethical way you will become ethical and act courageous you will become courageous |
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Hosmer's 6 steps |
1) Identify moral issues
2) Identify additional facts 3) Identify alternatives available 4) Identify personal impacts 5) Apply 3 lending themes -Shareholder -Stakeholder -Virtue 6) Reach Conclusion |
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Standards of Ethical Conduct for Federal Employees |
1) Public Service is Public Trust 2) Employees shall not hold financial interests that conflict with performance of duty 3) Employees shall not engage in financial transactions using government info 4)Do not accept gifts that is a result of a business action 5) Employees shall put forth honest effort performance 6) Employees shall not knowingly make promises of any kind 7) Employees shall not use public office for private game 8) Employees shall not give preferential treatment 9) Employees shall protect and conserve Federal property and not use if for unauthorized activities 10) Employees shall not engage in outside employment 11)Employees shall disclose waste fraud abuse and corruption to appropriate authorities 12) Employees shall satisfy in good faith their obligations as citizens 13) Employees shall adhere to all laws and regulations 14) Employees shall avoid all actions that appear that there is a possibility of law violation |
