Government

Leadership and Ethics

In this assignment, you will explore how ethical behaviors can impact the issue you selected in Assignment 1.

Write a four to five (4-5) page paper in which you:

1. Propose two (2) ethical concerns that management may need to address related to the issue you selected in Assignment 1. (the issue I selected is “healthcare reform” & the assignment 1 is attached separately) Provide a rationale for your response.

2. Analyze the overall manner in which organizational structure impacts organizational ethics. Select one (1) public agency in the USA or one (1) non-profit organization in the USA in which the ethical concerns related to the issue you selected may not be considered unethical. Provide a rationale for your response.

3. Use the Inventory of Public Management Skills Management, located on pages 11 to 12 of the textbook (attached), to construct a self-evaluation. Assess your level of development in each of the skills. Discuss two to three (2-3) activities that would affect your ability as a leader to address the ethical concerns discussed in Question 1.

4. Based on the response in Question 3, discuss two to three (2-3) strategies you will implement to become an effective public administrator.

5. Include at least four (4) peer-reviewed references (no more than five [5] years old) from material outside the textbook. Note: Appropriate peer-reviewed references include scholarly articles and governmental Websites Wikipedia, other wikis, and any other Websites ending in anything other than “.gov” do not qualify as academic resources.

Your assignment must follow these formatting requirements:

1. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

2. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

From pages 11-12 of the text

· An Inventory of Public Management Skills

One way to elaborate on an action approach is to create an inventory of the skills and competencies required for successful public and nonprofit management. There are many ways such an inventory can be constructed. One of the best ways is to talk with public and nonprofit managers about their work, as we suggest in exercise 1 at the end of the chapter. Several research studies have sought to answer this question by identifying the skills that are critical to managerial success. Of these studies, an early study by the federal government’s Office of Personnel Management (OPM) is particularly helpful (Flanders & Utterback, 1985). The OPM study was based on information gathered from a large number of highly effective federal managers and produced a description of the broad elements of managerial performance at the supervisory, managerial, and executive levels.

Networking

Websites dealing with management issues at the federal level include the Office of Personnel Management at ­w­w­w­.­o­p­m­.­g­o­v and those services listed at ­w­w­w­.­u­s­a­.­g­o­v. You might also be interested in the websites of the following: Governing magazine at ­w­w­w­.­g­o­v­e­r­n­i­n­g­.­c­o­m; the Chronicle of Philanthropy at ­w­w­w­.­p­h­i­l­a­n­t­h­r­o­p­y­.­c­o­m; Government Executive magazine at ­w­w­w­.­g­o­v­e­x­e­c­.­c­o­m; and The Public Manager at ­w­w­w­.­t­h­e­p­u­b­l­i­c­m­a­n­a­g­e­r­.­o­r­g.

According to the OPM study, the competencies of managers include being sensitive to agency policies and national concerns; representing the organization and acting as a liaison to those outside the organization; establishing organizational goals and the processes to carry them out; obtaining and allocating necessary resources to achieve the agency’s purposes; effectively utilizing human resources; and monitoring, evaluating, and redirecting the work of the organization. But the OPM researchers recognized that managerial excellence requires not only doing the job, but doing it well. For this reason, they developed a set of skills, attitudes, and perspectives that seemed to distinguish the work of highly successful managers.

Different skills are required at different levels. As managers move up the organizational ladder, they must accumulate increasingly broader sets of skills. The researchers suggest, for example, that first-line supervisors must apply communication skills, interpersonal sensitivity, and technical competence to ensure effective performance on their own part and within the work unit. In addition, their actions must begin to reflect those characteristics in the next ring: leadership, flexibility, an action orientation, and a focus on results.

Middle managers, on the other hand, must demonstrate all these characteristics of effectiveness and begin to acquire the skills listed in the outer ring: a broad perspective, a strategic view, and environmental sensitivity. Executives at the highest levels of public service who are responsible for the accomplishment of broad agency objectives must demonstrate the full complement of effectiveness characteristics to be most successful. Clearly, a wide diversity of skills, regardless of how the job is constructed or of the style in which it is executed, will be essential to your success as a manager.

A more recent study by the OPM elaborated the core qualifications expected of the highest-level government executives, in this case focusing on those characterizing the Senior Executive Service. This study first presented five executive core qualifications: leading change, leading people, results driven, business acumen, and building coalitions. These qualifications were complemented by six “competencies”: interpersonal skills, oral communication skills, integrity or honesty, written communication skills, continual learning, and public service motivation (http://­w­w­w­.­o­p­m­.­g­o­v­/­s­e­s­/­r­e­c­r­u­i­t­m­e­n­t­/­q­u­a­l­i­f­y­.­a­s­p).

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