Public sector managers and ethical dilemmas
Controversies surrounding the behaviour of ministers and high profile leaders seem to be commonplace in public life. That there has been a resurgence of interest in the study of ethics is not surprising. The spotlight on ethics in the public domain has been due in part to the crisis in confi¬dence about government and a lack of public trust in organisations. Furthermore, a complex organi¬sational environment where managers are being required to juggle a ‘multitude of competing obli¬gations and interests' (Cooper 1998, p. 244) has provided fertile around for the emergence of ethical dilemmas. In this paper we put forward a tentative model that reveals important inputs that bear upon an individual, such as a public sector manager, who is confronted with an ethical dilem¬ma. In the final part of the paper we illustrate the model's efficacy with an ethical dilemma described by a retired senior public servant to determine whether the model works in practice.
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|Item Type:||Journal Article|
|Keywords:||public sector managers, ethics, ethical dilemmas, model|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300)|
Australian and New Zealand Standard Research Classification > STUDIES IN HUMAN SOCIETY (160000) > POLICY AND ADMINISTRATION (160500) > Public Administration (160509)
|Divisions:||Current > QUT Faculties and Divisions > Faculty of Education|
|Copyright Owner:||Copyright 2004 The Australian and New Zealand Academy of Management|
|Copyright Statement:||Reproduced in accordance with the copyright policy of the publisher|
|Deposited On:||24 Oct 2006|
|Last Modified:||29 Feb 2012 23:04|
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