Ethics Management for Public Administrators: Building Organizations of Integrity / Edition 1 available in Paperback
- Pub. Date:
- Taylor & Francis
This practical, "how to" book is dedicated to building organizations of integrity. It has been written for college students contemplating careers in public service, elected and appointed officials, administrators, and career public servants in America and abroad. Concisely comprehensive, "Ethics Management for Public Administrators" takes a public management perspective towards constructing ethical organizations. It includes: an introduction to ethics management; a discussion of the U.S. Constitutional and administrative environment in which officials carry out their duties; descriptions and assessments of the tools available to elected and appointed officials who are committed to building ethical organizations; a review of existing ethics management programs in American cities and counties; an overview of legislative and administrative measures taken by Congress, presidents, the judiciary, and the fifty states to foster ethical governance; unique coverage of ethics management around the world, with focus on Europe and Asia; hands-on skill building exercises that conclude each chapter with active learning opportunities; and, an outline of the challenges confronting citizens and public officials committed to ethical governance.
|Publisher:||Taylor & Francis|
|Edition description:||Older Edition|
|Product dimensions:||5.90(w) x 8.90(h) x 0.60(d)|
Table of Contents
This book offers a radically different approach from the clever, but overly simplistic and frequently misleading formulas for success offered most self-help business literature. The authors believe that in today's turbulent competitive environment it is necessary to embrace uncertain and set more realistic expectations, while creating greater flexibility to adapt to ever-changing situations. Philip G. Clampitt and Robert DeKoch develop three important themes throughout the book: (1) Creating the illusion of certainty or "acting if you know when you don't" is both unwise and counterproductive; (2) Embracing uncertainty is the key to effective leadership; (3) Leaders and organizations need to develop specific competencies to enable them to embrace uncertainty. The book shows how to develop these skill using examples drawn from the authors' experience in both the classroom and the real world.