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Man and the environment essay

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Management Time: Who’s Got the Monkey? Editor’s Note: This article was originally published in the November–December 1974 issue of HBR and has been one of the publication’s two best-selling reprints ever. For its reissue as a Classic, the Harvard Business Review asked Stephen R. Covey to man and the environment essay provide a commentary. Why is qualities it that managers are typically running out of time while their subordinates are typically running out of work? Here we shall explore the meaning of management time as it relates to the interaction between managers and man and, their bosses, their peers, and their subordinates. Specifically, we shall deal with three kinds of management time: Boss-imposed time —used to accomplish those activities that the boss requires and that the manager cannot disregard without direct and pa henare, swift penalty.

System-imposed time —used to accommodate requests from peers for active support. Neglecting these requests will also result in penalties, though not always as direct or swift. Self-imposed time —used to do those things that the manager originates or agrees to do. A certain portion of man and the environment this kind of time, however, will be taken by subordinates and is called subordinate-imposed time . The remaining portion will be the manager’s own and thesis, is called discretionary time . Self-imposed time is not subject to penalty since neither the boss nor the system can discipline the manager for not doing what they didn’t know he had intended to do in the first place. To accommodate those demands, managers need to control the timing and the content of man and the environment what they do. Since what their bosses and the system impose on them are subject to penalty, managers cannot tamper with those requirements. Thus their self-imposed time becomes their major area of concern. Managers should try to increase the discretionary component of pa henare tate thesis their self-imposed time by minimizing or doing away with the man and the environment, subordinate component. They will then use the added increment to get better control over their boss-imposed and system-imposed activities. Most managers spend much more time dealing with subordinates’ problems than they even faintly realize.

Hence we shall use the tate thesis, monkey-on-the-back metaphor to examine how subordinate-imposed time comes into being and man and essay, what the superior can do about it. Let us imagine that a manager is walking down the hall and that he notices one of his subordinates, Jones, coming his way. When the thinking exercises for nurses, two meet, Jones greets the manager with, “Good morning. By the way, we’ve got a problem. You see….” As Jones continues, the manager recognizes in man and the environment, this problem the two characteristics common to all the problems his subordinates gratuitously bring to his attention. Client Therapeutic. Namely, the manager knows (a) enough to get involved, but (b) not enough to make the on-the-spot decision expected of him.

Eventually, the manager says, “So glad you brought this up. I’m in a rush right now. Man And The Environment. Meanwhile, let me think about it, and I’ll let you know.” Then he and Jones part company. Let us analyze what just happened. Before the two of them met, on whose back was the “monkey”? The subordinate’s. After they parted, on whose back was it? The manager’s.

Subordinate-imposed time begins the moment a monkey successfully leaps from the back of a subordinate to the back of his or her superior and lancia thesis, does not end until the monkey is returned to its proper owner for care and feeding. In accepting the monkey, the essay, manager has voluntarily assumed a position subordinate to his subordinate. That is, he has allowed Jones to make him her subordinate by doing two things a subordinate is tate thesis generally expected to do for a boss—the manager has accepted a responsibility from his subordinate, and the manager has promised her a progress report. The subordinate, to make sure the man and, manager does not miss this point, will later stick her head in of good manager, the manager’s office and cheerily query, “How’s it coming?” (This is the environment essay called supervision.) Or let us imagine in concluding a conference with Johnson, another subordinate, the fun critical thinking exercises for nurses, manager’s parting words are, “Fine. Send me a memo on that.” Let us analyze this one. The Environment Essay. The monkey is now on the subordinate’s back because the next move is his, but it is poised for a leap.

Watch that monkey. Johnson dutifully writes the requested memo and drops it in his out-basket. Shortly thereafter, the lancia anno, manager plucks it from his in-basket and reads it. Whose move is it now? The manager’s. If he does not make that move soon, he will get a follow-up memo from the subordinate. (This is another form of man and supervision.) The longer the thesis, manager delays, the more frustrated the the environment essay, subordinate will become (he’ll be spinning his wheels) and the more guilty the fun critical, manager will feel (his backlog of subordinate-imposed time will be mounting). Or suppose once again that at the environment essay, a meeting with a third subordinate, Smith, the manager agrees to provide all the necessary backing for fun critical thinking for nurses, a public relations proposal he has just asked Smith to develop. The manager’s parting words to her are, “Just let me know how I can help.” Now let us analyze this.

Again the man and essay, monkey is initially on the subordinate’s back. But for how long? Smith realizes that she cannot let the manager “know” until her proposal has the manager’s approval. And from experience, she also realizes that her proposal will likely be sitting in the manager’s briefcase for weeks before he eventually gets to it. Who’s really got the monkey? Who will be checking up on whom? Wheel spinning and lancia thesis anno, bottlenecking are well on their way again. A fourth subordinate, Reed, has just been transferred from essay, another part of the company so that he can launch and eventually manage a newly created business venture.

The manager has said they should get together soon to hammer out mohawk college a set of objectives for the environment, the new job, adding, “I will draw up an initial draft for discussion with you.” Let us analyze this one, too. The subordinate has the new job (by formal assignment) and the full responsibility (by formal delegation), but the manager has the next move. Exercises. Until he makes it, he will have the monkey, and the subordinate will be immobilized. Why does all of this happen? Because in each instance the manager and the subordinate assume at the environment, the outset, wittingly or unwittingly, that the matter under consideration is a joint problem. The monkey in each case begins its career astride both their backs.

All it has to tate do is move the wrong leg, and—presto!—the subordinate deftly disappears. Man And Essay. The manager is thus left with another acquisition for his menagerie. Of course, monkeys can be trained not to move the wrong leg. But it is easier to thesis 2002 prevent them from straddling backs in the first place. Let us suppose that these same four subordinates are so thoughtful and man and essay, considerate of award application letter mohawk college their superior’s time that they take pains to allow no more than three monkeys to the environment leap from each of their backs to nurse client therapeutic relationship essay his in any one day. In a five-day week, the manager will have picked up 60 screaming monkeys—far too many to do anything about them individually. So he spends his subordinate-imposed time juggling his “priorities.” Late Friday afternoon, the manager is in his office with the door closed for privacy so he can contemplate the man and essay, situation, while his subordinates are waiting outside to get their last chance before the weekend to remind him that he will have to “fish or cut bait.” Imagine what they are saying to one another about the manager as they wait: “What a bottleneck. He just can’t make up his mind. How anyone ever got that high up in our company without being able to make a decision we’ll never know.”

HBR’s 10 Must Reads For New Managers. Worst of all, the reason the manager cannot make any of these “next moves” is that his time is almost entirely eaten up by meeting his own boss-imposed and system-imposed requirements. Client Therapeutic Relationship. To control those tasks, he needs discretionary time that is in turn denied him when he is the environment essay preoccupied with all these monkeys. The manager is caught in a vicious circle. But time is award letter a-wasting (an understatement).

The manager calls his secretary on the intercom and instructs her to tell his subordinates that he won’t be able to see them until Monday morning. Man And Essay. At 7 pm, he drives home, intending with firm resolve to return to the office tomorrow to get caught up over the weekend. He returns bright and early the next day only to see, on the nearest green of the nurse client relationship essay, golf course across from his office window, a foursome. Guess who? That does it. Essay. He now knows who is really working for whom. Moreover, he now sees that if he actually accomplishes during this weekend what he came to accomplish, his subordinates’ morale will go up so sharply that they will each raise the limit on the number of monkeys they will let jump from their backs to his. Nurse Therapeutic Relationship. In short, he now sees, with the clarity of a revelation on a mountaintop, that the more he gets caught up, the more he will fall behind.

The manager can now see, with the clarity of a revelation on essay a mountaintop, that the more he gets caught up, the more he will fall behind. He leaves the office with the speed of a person running away from a plague. His plan? To get caught up on nurse therapeutic relationship something else he hasn’t had time for in years: a weekend with his family. (This is the environment one of the many varieties of discretionary time.) Sunday night he enjoys ten hours of sweet, untroubled slumber, because he has clear-cut plans for Monday.

He is going to get rid of his subordinate-imposed time. Nurse Client Therapeutic. In exchange, he will get an equal amount of discretionary time, part of which he will spend with his subordinates to make sure that they learn the difficult but rewarding managerial art called “The Care and Feeding of Monkeys.” The manager will also have plenty of discretionary time left over for getting control of the the environment essay, timing and the content not only of his boss-imposed time but also of his system-imposed time. It may take months, but compared with the way things have been, the rewards will be enormous. His ultimate objective is to manage his time. The manager returns to the office Monday morning just late enough so that his four subordinates have collected outside his office waiting to see him about their monkeys. He calls them in one by one.

The purpose of each interview is to take a monkey, place it on the desk between them, and figure out together how the next move might conceivably be the subordinate’s. Award Application Letter College. For certain monkeys, that will take some doing. The subordinate’s next move may be so elusive that the manager may decide—just for now—merely to man and essay let the thesis, monkey sleep on man and the environment essay the subordinate’s back overnight and have him or her return with it at an appointed time the next morning to continue the joint quest for a more substantive move by thesis anno the subordinate. (Monkeys sleep just as soundly overnight on subordinates’ backs as they do on essay superiors’.) As each subordinate leaves the office, the award letter college, manager is man and the environment rewarded by the sight of pa henare tate a monkey leaving his office on the subordinate’s back. For the next 24 hours, the the environment, subordinate will not be waiting for the manager; instead, the manager will be waiting for the subordinate. Later, as if to remind himself that there is exercises no law against his engaging in a constructive exercise in the interim, the manager strolls by the subordinate’s office, sticks his head in the door, and cheerily asks, “How’s it coming?” (The time consumed in doing this is discretionary for the manager and boss imposed for the subordinate.) In accepting the monkey, the manager has voluntarily assumed a position subordinate to his subordinate. When the subordinate (with the monkey on his or her back) and the manager meet at man and, the appointed hour the next day, the manager explains the ground rules in words to this effect: “At no time while I am helping you with this or any other problem will your problem become my problem. The instant your problem becomes mine, you no longer have a problem.

I cannot help a person who hasn’t got a problem. “When this meeting is award letter mohawk over, the problem will leave this office exactly the way it came in—on your back. You may ask my help at any appointed time, and we will make a joint determination of what the next move will be and which of us will make it. “In those rare instances where the next move turns out to be mine, you and man and the environment essay, I will determine it together. I will not make any move alone.” The manager follows this same line of thought with each subordinate until about 11 am , when he realizes that he doesn’t have to close his door. His monkeys are gone. They will return—but by appointment only. His calendar will assure this.

What we have been driving at in this monkey-on-the-back analogy is that managers can transfer initiative back to their subordinates and thesis, keep it there. We have tried to highlight a truism as obvious as it is subtle: namely, before developing initiative in subordinates, the manager must see to it that they have the initiative. Once the manager takes it back, he will no longer have it and he can kiss his discretionary time good-bye. It will all revert to subordinate-imposed time. Nor can the manager and the subordinate effectively have the same initiative at the same time. The Environment Essay. The opener, “Boss, we’ve got a problem,” implies this duality and represents, as noted earlier, a monkey astride two backs, which is 2002 a very bad way to start a monkey on its career. Let us, therefore, take a few moments to examine what we call “The Anatomy of Managerial Initiative.” HBR’s 10 Must Reads on Managing Yourself.

There are five degrees of initiative that the manager can exercise in relation to the boss and to the environment essay the system: 1. Thesis. wait until told (lowest initiative); 2. ask what to do; 3. recommend, then take resulting action; 4. act, but advise at once; 5. and the environment, act on own, then routinely report (highest initiative). Clearly, the manager should be professional enough not to indulge in initiatives 1 and 2 in relation either to the boss or to the system.

A manager who uses initiative 1 has no control over nurse client therapeutic, either the timing or the man and the environment essay, content of boss-imposed or system-imposed time and thereby forfeits any right to complain about what he or she is told to do or when. The manager who uses initiative 2 has control over the timing but not over the content. Initiatives 3, 4, and 5 leave the manager in control of both, with the helicopter thesis, greatest amount of control being exercised at level 5. In relation to subordinates, the manager’s job is man and the environment twofold. First, to outlaw the use of initiatives 1 and 2, thus giving subordinates no choice but to learn and master “Completed Staff Work.” Second, to see that for each problem leaving his or her office there is an agreed-upon level of initiative assigned to it, in addition to an agreed-upon time and place for pa henare thesis, the next manager-subordinate conference.

The latter should be duly noted on the manager’s calendar. To further clarify our analogy between the monkey on man and the environment essay the back and the processes of assigning and controlling, we shall refer briefly to the manager’s appointment schedule, which calls for qualities of good manager essay, five hard-and-fast rules governing the “Care and Feeding of Monkeys.” (Violation of these rules will cost discretionary time.) Monkeys should be fed or shot. The Environment Essay. Otherwise, they will starve to death, and the manager will waste valuable time on thesis postmortems or attempted resurrections. The monkey population should be kept below the man and the environment, maximum number the manager has time to feed. Subordinates will find time to work as many monkeys as he or she finds time to feed, but no more. It shouldn’t take more than five to 15 minutes to feed a properly maintained monkey. Monkeys should be fed by appointment only. The manager should not have to hunt down starving monkeys and fun critical thinking for nurses, feed them on the environment a catch-as-catch-can basis.

Monkeys should be fed face-to-face or by award mohawk college telephone, but never by mail. (Remember—with mail, the the environment essay, next move will be the manager’s.) Documentation may add to the feeding process, but it cannot take the letter college, place of feeding. Every monkey should have an assigned next feeding time and man and the environment essay, degree of initiative. Pa Henare Tate Thesis. These may be revised at any time by man and essay mutual consent but never allowed to become vague or indefinite. Otherwise, the monkey will either starve to death or wind up on the manager’s back. When Bill Oncken wrote this article in award application college, 1974, managers were in a terrible bind. They were desperate for a way to free up their time, but command and control was the status quo. Managers felt they weren’t allowed to empower their subordinates to essay make decisions. Too dangerous. Too risky.

That’s why Oncken’s message—give the monkey back to its rightful owner—involved a critically important paradigm shift. Application Mohawk. Many managers working today owe him a debt of gratitude. It is the environment essay something of an understatement, however, to thesis observe that much has changed since Oncken’s radical recommendation. Command and control as a management philosophy is all but dead, and “empowerment” is the word of the day in most organizations trying to thrive in global, intensely competitive markets. Man And. But command and control stubbornly remains a common practice.

Management thinkers and executives have discovered in the last decade that bosses cannot just give a monkey back to their subordinates and then merrily get on with their own business. Empowering subordinates is qualities hard and complicated work. The reason: when you give problems back to man and subordinates to solve themselves, you have to be sure that they have both the thesis anno, desire and the ability to do so. As every executive knows, that isn’t always the case. The Environment. Enter a whole new set of problems. Empowerment often means you have to develop people, which is initially much more time consuming than solving the problem on your own. Just as important, empowerment can only anno 2002, thrive when the whole organization buys into it—when formal systems and the informal culture support it. Managers need to be rewarded for delegating decisions and man and the environment, developing people. Otherwise, the degree of real empowerment in an organization will vary according to the beliefs and practices of individual managers. But perhaps the most important lesson about empowerment is that effective delegation—the kind Oncken advocated—depends on a trusting relationship between a manager and his subordinate.

Oncken’s message may have been ahead of qualities his time, but what he suggested was still a fairly dictatorial solution. He basically told bosses, “Give the problem back!” Today, we know that this approach by itself is too authoritarian. To delegate effectively, executives need to establish a running dialogue with subordinates. The Environment. They need to establish a partnership. After all, if subordinates are afraid of failing in front of tate their boss, they’ll keep coming back for help rather than truly take initiative. Oncken’s article also doesn’t address an aspect of delegation that has greatly interested me during the man and essay, past two decades—that many managers are actually eager to take on their subordinates’ monkeys. Nearly all the managers I talk with agree that their people are underutilized in their present jobs. But even some of the most successful, seemingly self-assured executives have talked about how hard it is to nurse client therapeutic relationship give up control to their subordinates. I’ve come to attribute that eagerness for the environment essay, control to a common, deep-seated belief that rewards in life are scarce and fragile. Whether they learn it from their family, school, or athletics, many people establish an thesis identity by comparing themselves with others. When they see others gain power, information, money, or recognition, for instance, they experience what the psychologist Abraham Maslow called “a feeling of the environment deficiency”—a sense that something is being taken from them.

That makes it hard for them to be genuinely happy about the qualities of good manager, success of others—even of their loved ones. Oncken implies that managers can easily give back or refuse monkeys, but many managers may subconsciously fear that a subordinate taking the initiative will make them appear a little less strong and a little more vulnerable. How, then, do managers develop the inward security, the mentality of “abundance,” that would enable them to relinquish control and seek the growth and the environment essay, development of those around them? The work I’ve done with numerous organizations suggests that managers who live with integrity according to a principle-based value system are most likely to pa henare sustain an empowering style of leadership. Given the times in which he wrote, it was no wonder that Oncken’s message resonated with managers. But it was reinforced by Oncken’s wonderful gift for storytelling. I got to the environment essay know Oncken on the speaker’s circuit in the 1970s, and I was always impressed by how he dramatized his ideas in colorful detail. Of Good Manager. Like the Dilbert comic strip, Oncken had a tongue-in-cheek style that got to man and the core of managers’ frustrations and made them want to take back control of their time. And the monkey on thesis your back wasn’t just a metaphor for Oncken—it was his personal symbol. I saw him several times walking through airports with a stuffed monkey on essay his shoulder. I’m not surprised that his article is one of the two best-selling HBR articles ever.

Even with all we know about empowerment, its vivid message is even more important and relevant now than it was 25 years ago. Indeed, Oncken’s insight is a basis for my own work on award application college time management, in which I have people categorize their activities according to urgency and importance. I’ve heard from executives again and again that half or more of essay their time is spent on helicopter matters that are urgent but not important. The Environment Essay. They’re trapped in an endless cycle of dealing with other people’s monkeys, yet they’re reluctant to help those people take their own initiative. As a result, they’re often too busy to spend the anno 2002, time they need on the real gorillas in their organization. Oncken’s article remains a powerful wake-up call for managers who need to man and delegate effectively. “Get control over the timing and content of what you do” is appropriate advice for managing time. The first order of business is for application letter college, the manager to enlarge his or her discretionary time by eliminating subordinate-imposed time.

The second is for the manager to use a portion of this newfound discretionary time to see to it that each subordinate actually has the the environment essay, initiative and applies it. The third is for the manager to use another portion of the increased discretionary time to get and keep control of the timing and lancia thesis 2002, content of both boss-imposed and man and, system-imposed time. All these steps will increase the manager’s leverage and enable the value of each hour spent in managing management time to for nurses multiply without theoretical limit. William Oncken, Jr. , was chairman of the William Oncken Corporation until his death in 1988. His son, William Oncken III, now heads the company. Donald L. Man And Essay. Wass was president of the William Oncken Company of Texas when the pa henare tate thesis, article first appeared.

He now heads the Dallas–Fort Worth region of The Executive Committee (TEC), an international organization for presidents and CEOs.

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Short essay on Man and Environment - Preserve Articles

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Short essay on Man and Environment - Preserve Articles

essays about values Strategic Leadership and man and the environment Decision Making. Values and ethics are central to any organization; those operating in pa henare, the national security arena are no exception. What exactly do we mean by values and ethics? Both are extremely broad terms, and we need to focus in on the aspects most relevant for strategic leaders and decision makers.

What we will first discuss is the distinctive nature of ethics for man and essay public officials; second, the forces which influence the ethical behavior of mohawk individuals in the environment essay, organizations; and third, explore the actions strategic leaders can take to build ethical climates in their organizations. THE CHARACTER OF VALUES AND ETHICS. Values can be defined as those things that are important to or valued by someone. That someone can be an individual or, collectively, an fun critical for nurses organization. One place where values are important is in the environment, relation to vision. One of the letter mohawk, imperatives for organizational vision is that it must be based on and consistent with the the environment, organization's core values.

In one example of a vision statement we'll look at later, the organization's core values - in this case, integrity, professionalism, caring, teamwork, and stewardship - were deemed important enough to be included with the statement of the organization's vision. Dr. John Johns, in an article entitled The Ethical Dimensions of National Security, mentions honesty and loyalty as values that are the qualities of good essay, ingredients of integrity. When values are shared by all members of an organization, they are extraordinarily important tools for making judgments, assessing probable outcomes of contemplated actions, and choosing among alternatives. The Environment? Perhaps more important, they put all members on the same sheet of music with regard to what all members as a body consider important. The Army, in qualities essay, 1986, had as the theme for the year values, and listed four organizational values -loyalty, duty, selfless service, and integrity-and four individual values - commitment, competence, candor, and essay courage. A Department of the Army pamphlet entitled Values: The Bedrock of Our Profession spent some time talking about the importance of values , and thesis included this definition: Values are what we, as a profession, judge to be right.

They are more than words-they are the man and the environment, moral, ethical, and professional attributes of character . . . there are certain core values that must be instilled in members of the U.S. Army-civilian and fun critical for nurses uniformed soldier alike. These are not the only values that should determine our character, but they are ones that are central to our profession and should guide our lives as we serve our Nation. Values are the embodiment of what an organization stands for, and should be the basis for the behavior of its members. However, what if members of the organization do not share and have not internalized the organization's values? Obviously, a disconnect between individual and organizational values will be dysfunctional. Additionally, an organization may publish one set of values, perhaps in an effort to man and push forward a positive image, while the values that really guide organizational behavior are very different. Client Therapeutic Relationship? When there is a disconnect between stated and operating values , it may be difficult to determine what is acceptable.

For example, two of the Army's organizational values include candor and courage. One might infer that officers are encouraged to have the courage of their convictions and essay speak their disagreements openly. In some cases, this does work; in others it does not. The same thing works at the level of the society. The principles by which the society functions do not necessarily conform to the principles stated. Those in power may covertly allow the award letter, use of the environment essay force to suppress debate in order to remain in power. (death squads are an example.) In some organizations, dissent may be rewarded by application letter mohawk college termination-the organizational equivalent of death squad action. In others, a group member may be ostracized or expelled. Group members quickly learn the operating values , or they don't survive for long.

To the extent they differ from essay stated values , the organization will not only suffer from doing things less effectively, but also from the cynicism of its members, who have yet another reason for mistrusting the leadership, or doubting its wisdom. VALUES PROVIDE THE BASIS FOR JUDGMENTS ABOUT WHAT IS IMPORTANT FOR THE ORGANIZATION TO SUCCEED IN ITS CORE BUSINESS. So, there are some disconnects, and these disconnects create problems. Award Application Letter Mohawk College? However, the central purpose of values remains. They state either an actual or an idealized set of criteria for evaluating options and deciding what is appropriate, based on long experience. The relevance of the Army's values , for example, is apparent.

When soldiers may be called upon to expose themselves to mortal danger in the performance of their duty, they must be absolutely able to trust their fellow soldiers (to do their fair share and to help in the event of need) and their leaders (to guard them from unnecessary risk). So the Army's values prescribe conditions that facilitate trust, a necessary element in willingness to face danger. Man And Essay? Without trust, risk tolerance will be low, as will combat effectiveness. TO BEHAVE ETHICALLY IS TO BEHAVE IN A MANNER THAT IS CONSISTENT WITH WHAT IS GENERALLY CONSIDERED TO BE RIGHT OR MORAL. ETHICAL BEHAVIOR IS THE BEDROCK OF MUTUAL TRUST. So how do values relate to ethics , and nurse client therapeutic relationship what do we mean by ethics? One of the keys is in the phrase we quoted above from the DA pamphlet: Values are what we, as a profession, judge to be right. Individually or organizationally, values determine what is right and what is wrong, and doing what is right or wrong is what we mean by ethics. Man And? To behave ethically is to behave in a manner consistent with what is right or moral . What does generally considered to be right mean? That is a critical question, and part of the difficulty in deciding whether or not behavior is ethical is in determining what is right or wrong.

Perhaps the qualities of good manager, first place to look in determining what is right or wrong is society. Virtually every society makes some determination of man and morally correct behavior. Tate? In Islamic countries, a determination of what is right or moral is tied to religious strictures. In societies more secular, the influence of religious beliefs may be less obvious, but still a key factor. In the United States much of what is believed to man and the environment be right or wrong is based in Judeo-Christian heritage. The Ten Commandments, for tate many people, define what is man and the environment, morally right or wrong.

Societies not only regulate the behavior of their members, but also define their societal core values. Life, liberty, and the pursuit of happiness represent core American values. Experience often has led societies to pa henare thesis develop beliefs about what is of value for the common good. The Environment? (Note that societies differ from one another in the specifics, but not in the general principles.) One example is the notion of client reciprocity. (One good deed deserves another.) Another is the notion of good intent. (A gentleman's word is his bond.) Yet, a third is the notion of appreciation of merit in others regardless of personal feelings. (Give the Devil his due.) These all contain implied shoulds about the environment essay, how people interact and behave toward one another in groups, organizations, and societies. These shoulds define collective effort because they are fundamental to trust and to team relationships that entail risk. The greater the award application college, potential risk, the more important ethical practices become.

Organizations, to some extent, define what is right or wrong for the members of the organization. Ethical codes, such as West Point's A cadet will not lie, cheat, or steal, or tolerate those who do, make clear what the organization considers to be right or wrong. To quote again from the DA Pamphlet, Values: The Bedrock of Our Profession, statements such as : Loyalty to the Nation, to the Army, and to the unit is essential. Selfless service puts the welfare of the Nation and the accomplishment of the assigned mission before individual welfare. The Environment? All who serve the Nation must resist the temptation to pursue self-gain, personal advantage, and self-interest ahead of the collective good. [Integrity] is the basis for trust and client confidence that must exist between the leaders and essay the led. Furthermore, integrity is demonstrated by propriety in one's personal life. are unequivocal statements of what the Army considers to pa henare be ethical behavior.

What does generally considered to be right mean? All one needs to do is to look at the positive values of society and the organizations one belongs to, and what is right or wrong should be evident. There is another aspect to man and the environment be considered, however, and that is the influence of societal or organizational norms. Norms are the application letter college, unstated rules, usually informally reached by the members of a group, which govern the behavior of the group's members. Norms often have a greater effect on what is and isn't done by the members of the environment a group than formal rules and regulations. The reason norms are important for thinking for nurses a discussion of ethics and values is that norms may allow or even encourage certain behavior as OK that is not in keeping with society's or an organization's stated values. Essay? When there is a disconnect between stated and operating values, it may be difficult to determine what is right. An example might be a company that has among its stated values to treat everyone with dignity and respect, but whose norms have permitted and perhaps even encouraged a pattern of letter mohawk sexual harassment over a number of years. Do those in the organization know that the behavior is wrong, but condone it nevertheless? Is it clear to the Bosnian Serbs that ethnic cleansing is unethical and wrong, or would it fall under the mantle of man and the environment essay behavior that is considered to be acceptable in that society? Listen to lancia anno 2002 the arguments in support of ethnic cleansing that have been made, and you will find that many of the perpetrators argued that they did nothing wrong, and were only righting previous wrongs done to them.

If ethics and morality are important for groups and organizations, they should also be important for public officials, and for very much the same reasons. York Willbern, in an article entitled Types and Levels of man and essay Public Morality, argues for six types or levels of morality (or ethics) for helicopter public officials. By public officials, he means those who are in man and essay, policy making positions in qualities of good manager, public institutions; in other words, strategic decision makers in man and the environment, the government, including the national security arena. The six levels he differentiates are: basic honesty and conformity to law; conflicts of interest; service orientation and procedural fairness; the ethic of democratic responsibility; the ethic of public policy determination; and the ethic of compromise and social integration. WILLBERN'S LEVEL OF PUBLIC MORALITY. ETHIC OF COMPROMISE AND SOCIAL INTEGRATION ETHIC OF PUBLIC POLICY DETERMINATION ETHIC OF DEMOCRATIC RESPONSIBILITY SERVICE ORIENTATION AND PROCEDURAL FAIRNESS CONFLICT OF INTEREST BASIC HONESTY AND CONFORMITY TO LAW. BASIC HONESTY AND CONFORMITY TO LAW.

The public servant is morally bound, just as are other persons, to tell the truth, to keep promises, to respect the person and the property of others, and to abide by the requirements of the law (Willbern). In many ways, this level only describes the basic adherence to helicopter thesis moral codes that is expected of all members of a group or society. There are some basics of behavior that are expected of all if a society is to the environment essay function for the collective good. For public officials, there is an additional reason why it is important to adhere to these basic moral codes and laws: they have more power than the average member of the society, and qualities of good manager hence more opportunity for violation of those codes or laws. There also is the negative example that misconduct by public officials provides. CONFLICT OF INTEREST.

This relates to public officials, because it deals with the conflict between advancing the public interest, which a public official is charged to do, and advancing one's self-interest. The duty here is to ensure that the man and the environment, public interest comes first, and that one does not advance his own personal interest at the expense of the public. Willbern uses embezzlement of public funds, bribery, and lancia 2002 contract kickbacks as examples of pursuing personal interests at the environment essay the expense of anno those of the public. The requirements for public officials to divest themselves of investments that might be influenced by the performance of their duties (or put them in trust) and to recuse themselves in situations where they have a personal interest are designed to help public officials avoid conflicts of man and the environment essay interest. Lancia Thesis Anno 2002? Ultimately, it still comes down to the individual making an ethical decision. Avoidance of conflict of interest is often difficult because it is often hard to man and essay separate personal and public interests, and client therapeutic relationship essay because individuals as private citizens are encouraged to pursue private interests through any legal means. One of the areas where there is the greatest potential for conflicts of interest is where public officials deal with private organizations which are pursuing their private interests, and where any decision by essay a public official on allocation of resources will favor some private interest. The fields of government contracting and acquisition are two areas where the possibility of conflicts of interest is high.

SERVICE ORIENTATION AND PROCEDURAL FAIRNESS. This level relates closely to the last, and deals with the anno, responsibility of public officials to ensure their actions serve the public, and that the power they wield is used only for that purpose. It is easy to abuse the man and essay, power that comes with public office. Procedural safeguards are designed to prevent that abuse. The moral obligation of public servants is to follow established procedures, and lancia anno not to use their power to circumvent those procedures for their own convenience or benefit. Power must be used fairly and for the benefit of the public. One can again think of examples of public officials who have violated this moral charge by the environment using their influence and power for their own benefit or for the benefit of special interest groups, or who have circumvented established procedures for their own benefit or convenience. One frequent example is the use of government vehicles or aircraft for nonofficial business.

These first three levels of public morality share one important characteristic: they all relate to nurse the behavior or conduct of public officials. These three levels are the the environment essay, areas that get most of the attention in discussions of ethics, this is where public officials are most likely to get in trouble. Fun Critical Exercises For Nurses? However, there are three additional levels of public morality equally important. Man And The Environment? These deal with the content of what public officials do, the moral choices involved in deciding what to do, in pursuing the purposes of the state and the society (Willbern). THE ETHIC OF DEMOCRATIC RESPONSIBILITY. Given that public officials are operating within a democratic system, they either are elected by the people or appointed by an elected official.

This confers upon them the obligation to carry out the will of the people. However, public officials also have the qualities essay, responsibility to make moral choices consistent with their own values, and that may be in conflict with what they perceive to be the man and, will of the people. Willbern contends that the public official acts according to his or her own judgment, rationalizing that it would be the thesis, will of the people if they were well enough informed on the issue. To give one example of this level of public morality, consider whether or not the representative in Congress is morally bound to the environment support policies and legislation which his constituents overwhelmingly support but he personally opposes. THE ETHIC OF PUBLIC POLICY DETERMINATION. This level involves the most difficult ethical choices, because it concerns making moral judgments about fun critical thinking for nurses, public policies. Man And The Environment? The responsibility is to make moral policies; the difficulty is in determining how moral a policy is. Public policies almost always deal with very complex issues, where ethical choices are rarely clear, and it is often difficult to thesis 2002 determine if a policy is man and, right or wrong. For example, many public policies deal with the helicopter thesis, distribution of limited resources. Is it right or wrong to slash funding for essay one program, or to increase funding for another? In almost any decision, there will be winners and losers, and there will be some benefit for some and award letter mohawk college cost to others.

Right and wrong may not apply. Equity and fairness are important considerations, but not always easy to man and the environment essay discern. The determination of how much funding to provide for client national security, and which social programs to fund, involves ethical choices of the most difficult type. What is the the environment essay, difference between equality and equity? Consider the award, controversy around affirmative action programs: are they examples of moral public policies?

THE ETHIC OF COMPROMISE AND SOCIAL INTEGRATION. This final level deals with an area not as salient as some of the others. It deals with the necessity for compromise in a society. A society with irreconcilable differences on fundamental issues will be torn apart. Hence, it becomes a moral obligation of man and public officials to engage in give and take, working toward compromise in the policies they develop.

One often sees legislators in essay, our political system establishing positions where they may not get all they want from essay particular legislation, but will settle for some of what they want. Willbern contends that compromise, rather than standing on principle, is moral, because without compromise there will be discord and conflict, and thesis disintegration rather than integration of the man and, society. Public officials are given the trust of the public to develop and carry out policies that are in the public's best interest. Essay? Living up to this trust has a significant impact on the national will; public confidence is essential to the exercise of national power. Public officials have a moral duty to act in a trustworthy manner. Why, then, do individuals behave unethically? One reason is the complexity of the issues leaders deal with, and the difficulty in many instances of man and the environment essay determining which is the helicopter, most ethical alternative. There are several systemic factors.

One is the competition for scarce resources. It is easy to man and the environment essay slip into unethical acts to gain a competitive advantage in award application letter college, the race for position or power. A second is conflicting loyalties, which Johns labels the the environment, most troublesome ethical dilemma facing public officials. The Iran Contra affair is a case of unethical behavior on the part of tate thesis North, Poindexter, Secord, and man and McFarlane because of of good manager misplaced loyalty to the executive chain of command. Johns also identifies systemic factors in groups and teams which can lead to unethical behavior. The Environment Essay? One is groupthink , which can occur in qualities manager, a homogeneous group with a strong leader. A second is the man and the environment essay, presence of idealogues: individuals who view their own extreme positions as right and any opposing positions as wrong.

A third is the organization's response to pa henare tate dissent. Man And? There are few incentives for whistleblowers or those who try to expose unethical behavior in organizations. Organizational norms encourage going along and discourage questioning the unethical actions of helicopter thesis others. This can quickly compromise ethical standards in any organization. CAUSES OF UNETHICAL BEHAVIOR. COMPLEXITY OF STRATEGIC ISSUES OBSCURES ETHICS COMPETITION FOR SCARCE RESOURCES/ POWER/POSITION CONFLICTING LOYALTIES. GROUPTHINK PRESENCE OF IDEALOGUES NEGATIVE ORGANIZATIONAL RESPONSE TO DISSENT. Kenneth R. Andrews, in Ethics in Practice, contends that there are three aspects to ethical behavior in organizations: the development of the individual as an ethical person, the man and, effect of the organization as an ethical or unethical environment, and thinking exercises the actions or procedures developed by the organization to encourage ethical behavior and discourage unethical behavior. INFLUENCES ON ETHICAL BEHAVIOR.

PRIOR DEVELOPMENT OF INDIVIDUAL AS ETHICAL PERSON. THE ORGANIZATION AS AN ETHICAL ENVIRONMENT. PROCEDURES THAT ENCOURAGE ETHICAL BEHAVIOR. Most of an individual's ethical development occurs before entering an organization. Essay? The influence of family, church, community, and school will determine individual values.

The organization, to a large extent, is dealing with individuals whose value base has been established. This might imply that ethical organizations are those fortunate enough to bring in ethical individuals, while unethical organizations brought in unethical people. But it is helicopter thesis, not that simple. While the internalized values of individuals are important, the organization has a major impact on man and the environment essay, the behavior of its members, and can have a positive or negative influence on their values. One example of the development of ethical individuals is the service academies. In their admissions processes, the of good essay, academies attempt to man and get individuals of tate thesis good character with the values integral to the military profession. However, the academies also recognize that their core values may be different than those prevalent in society, and they devote considerable effort to the development and internalization of their core values. As is evident from periodic breaches of integrity at the academies, e.g., cheating scandals, these attempts to instill core values do not always succeed. There are three qualities individuals must possess to make ethical decisions.

The first is the ability to recognize ethical issues and to reason through the ethical consequences of decisions. The ability to man and the environment see second and third order effects, one of the elements of strategic thinking, is very important. The second is the ability to look at alternative points of manager essay view, deciding what is essay, right in a particular set of circumstances. This is client therapeutic, similar to the ability to the environment reframe. And the qualities essay, third is the man and the environment, ability to deal with ambiguity and uncertainty; making a decision on the best information available. ATTRIBUTES FOR ETHICAL DECISIONS. SEEING SECOND- AND THIRD-ORDER CONSEQUENCES-WARGAMING ETHICAL CONSEQUENCES OF DECISIONS SEEING ALTERNATIVE POINTS OF VIEW-REFRAMING DEALING WITH AMBIGUITY AND UNCERTAINTY-MAKING DECISIONS WITH BEST INFORMATION AVAILABLE. As important as these individual characteristics are, the influence of the organization is fun critical thinking for nurses, equally important. The ethical standards that one observes in the organization will have a significant effect on individual behavior.

People will do what they are rewarded for doing (Andrews). The organization has its greatest impact in the standards it establishes for ethical and unethical conduct in essay, its formal reward systems. Informal norms also have a strong influence on individuals' behavior as do the actions of the pa henare thesis, leaders of the organization. Strategic leaders must understand that their actions, more than words alone, will determine the operating values in the organization. The influence of the organizational context is underscored in Why Be Honest If Honesty Doesn't Pay? In this article, Bhide and Stevenson note that there often are no economic or other incentives to man and essay encourage ethical behavior and discourage unethical behavior.

They contend that it most often is the fun critical, dishonest individual who gets ahead, and that cases where unethical behavior was punished are far outweighed by man and the environment essay those in helicopter thesis, which there either were no consequences or unethical behavior was rewarded. The Gordon Ghekkos of the world (the unethical corporate executive played by Michael Douglas in the movie Wall Street) often get ahead, because they rarely are held to account for man and the environment essay their actions. While these observations might lead one to a cynical view of ethics in organizations, Bhide and Stevenson come to a different conclusion. Mohawk College? They see room for optimism despite the lack of financial gain for ethical behavior, or the absence of negative consequences for unethical behavior. Their reasoning is based in the fact that so many people do behave ethically, in man and, spite of the apparent lack of gain. Ethical behavior must be intrinsically rewarding; and most people behave ethically because it's the nurse relationship, right thing to do. People are guided by their personal value systems. They often choose the harder right instead of the easier wrong specifically because of their intrinsic values of what is right. Bhide and Stevenson make this caveat: We should remember, however, that this. Man And The Environment Essay? works only as long as most of us live by an honorable moral compass. Since our trust isn't grounded in self-interest, it is fragile.

And, indeed, we all know of organizations, industries, and of good even whole societies in which trust has given way either to a destructive free-for-all or to inflexible rules and man and bureaucracy. Award Application? Only our individual wills, our determination to do what is right, whether or not it is profitable, save us from choosing between chaos and stagnation. Chaloupka, in Ethical Responses: How to Influence One's Organization, asserts that organization members have only three choices when confronted with unethical behavior: exit, voice, or loyalty. Exit is the most direct response: if you can't live with behavior that does not meet your own ethical standards, leave. The Environment Essay? However, exit is not only a direct response, it is client therapeutic essay, a final one, so the the environment essay, personal and organizational consequences must be considered. The most important personal consequences are the costs. Where do you go from there? What other options are available? How marketable are you?

Can you afford the financial loss? There are specific organizational consequences as well. Will the ethics of the organization's leaders change? Will they do business with someone else who doesn't have the high standards you do? In leaving, one gives up the ability to influence the organization directly. When considering exit, one must ask, Could I have had more of an impact by remaining in the organization and trying to of good manager change it from within? Voice . This means expressing discomfort with and opposition to the observed unethical behavior. To whom do you voice your objections? The obvious choice is your supervisor. But what if your supervisor condones the unethical behavior, or worse, is man and essay, its source?

You may be jeopardizing your position, and maybe your membership in the organization. A second choice is to go to senior management. This also has potential risk. The senior leadership may be condoning or even directing the unethical behavior. This action may bring your loyalty into question. If so, your objections may be covered up or ignored, and you may end up being forced out of the organization. On the other hand, it may be that the senior leadership is unaware of the unethical behavior, and nurse client therapeutic you may have initiated an organizational response eliminating unethical behavior and restoring ethical standards. A third option is to man and the environment essay go public, to engage in whistleblowing.

This is also risky, because it can lead to reprisals with negative consequences. The level of risk depends on the commitment of the for nurses, organization to the environment essay high ethical standards and on its willingness to encourage whistleblowing in its own best interests. Nurse Relationship Essay? Many organizations have shown commitment to ferreting out unethical individuals and maintaining high ethical standards by establishing procedures for anonymous reporting of ethical breaches and safeguards to protect whistleblowers. Exit and voice may be combined. An individual resigns in protest and man and essay goes public with his or her reasons for helicopter thesis leaving. This leaves the individual vulnerable to the label of an employee who quit before being fired, but it also can lead to increased credibility as someone acting on conviction in spite of man and the environment personal cost. Exit combined with voice is exercises for nurses, most effective if taken by someone at the upper levels of the organization. An organization can more easily ignore the exit + voice of a lower level employee than it can the resignation of a strategic leader, followed immediately by a press conference. The widely publicized resignation of former President Bush from the National Rifle Association over what he viewed as extreme actions is an example of man and the environment essay exit combined with voice. It undoubtedly had a much greater effect on the NRA than the resignation of someone less well known and respected. The resignation of James Webb as Secretary of the of good essay, Navy is another example of effective exit combined with voice.

Loyalty . The final response to unethical behavior in essay, an organization is letter mohawk college, loyalty. This is the alternative to essay exit. Instead of leaving, the individual remains and tries to change the for nurses, organization from within. Loyalty thus discourages or delays exit. Loyalty also may discourage public voice, since being loyal to man and the environment essay the organization means trying to solve problems from thinking exercises within without causing public embarrassment or damage. Loyalty can also encourage unethical behavior, particularly in organizations which promote loyalty above all. These organizations discourage exit and voice, and basically want their members to go along with organizational practices.

An interesting question is, Can an individual be loyal to man and the environment an organization by engaging in exit or voice as a response to unethical behavior? Chaloupka maintains that both exit and qualities manager voice must exist for continued organizational effectiveness. Additionally, an organization cannot maintain high ethical standards without mechanisms for eliminating unethical behavior. Also, loyalty is not always a virtue. Loyalty should be predicated on the organization's ethical demonstration that it is worthy of man and the environment loyalty. If the organization condones unethical behavior, it relieves the qualities, individual of any responsibility to be loyal. BUILDING AN ETHICAL CLIMATE. How can the strategic leaders of an organization build an ethical climate? Andrews suggests a number of steps that foster corporate ethics. First are the the environment essay, actions of the strategic leadership and the way they deal with ethical issues. The pattern of top leaders' behavior determines organizational values.

A second step is to make explicit ethics policies. Ethical codes are one common example. The next step is to increase awareness of how to apply those ethical codes. Training on how to thesis anno deal with situations with an ethical dimension, and how to anticipate situations that involve ethical choices, can go a long way toward ethical institutional practices. Another step to increase the salience of ethics is to expand the information system to focus on areas where ethics may come into play. Knowing what actually is going on in the organization is essential to understanding the ethical principles which govern behavior. The information system should also support ethical behavior, and the environment essay allow the pa henare tate thesis, strategic leader to know when or where there are potential ethical breaches so that corrective action can be taken. The real danger is that when unethical behavior is unnoticed, or not punished, members will assume it is condoned by the organization's leadership. Establishing moral principles means determining the core values which should guide the organization.

O'Brien suggests four for consideration: localness, merit, openness, and leanness. By localness, he means adopting a philosophy of pushing power down to the lowest level possible, and encouraging initiative and man and the environment autonomy. By merit, he means directing actions toward the overall goals of the organization, and what is best for all. By openness, he means being forthright and honest in qualities manager, all dealings. And by leanness, he means efficient use of resources and economies when possible. ULTIMATELY, THE QUEST FOR ORGANIZATIONAL TRANSFORMATION MUST BEGIN WITH A PERSONAL COMMITMENT WITHIN EACH INDIVIDUAL TO PURSUE MORAL EXCELLENCE. Encouraging leaders to pursue their own moral development is critical at higher levels because strategic leaders set the moral climate for the organization.

O'Brien believes that moral development is even more important than professional development. Creating a culture based on moral excellence requires a commitment among managers to man and embody and thesis develop two qualities in their leadership: virtue and wisdom. However, creating an the environment essay organization characterized by moral excellence is a lengthy process. It involves changing organizational culture, discussed in the next chapter.

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