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Public Management Administrative Ethics Sunday, August 10, 2014

Public Management Administrative Ethics Sunday, August 10, 2014. Hun Myoung Park, Ph.D. Public Management & Policy Analysis Program Graduate School of International Relations. Profession and Ethics. Perry and Kraemer (1983) Normative orientation Instrumental orientation

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Public Management Administrative Ethics Sunday, August 10, 2014

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  1. Public ManagementAdministrative EthicsSunday, August 10, 2014 Hun Myoung Park, Ph.D. Public Management & Policy Analysis ProgramGraduate School of International Relations

  2. Profession and Ethics • Perry and Kraemer (1983) • Normative orientation • Instrumental orientation • Public servants by definition are those who serve citizens who pay for the services. • They have strong power and discretion that influence society significantly.

  3. Lowis & Catron • Compliance approach • Control public officials • From “ought” to “must” • Decline in discretion and flexibility • Aspirational approach • Enunciate high-minded principles • Reciprocity, reversibility, utility, universality and consistency

  4. Lowis & Catron • Public service Virtues • Humility (self-restraint), moral sensitivity and imagination, moral courage, and prudence • Public service vices • Self-righteousness (view himself as more ethical than others), self-indulgence (unable to resist temptation), self-protection, and self-deception (mask real but ignoble motives) • “Ethical dilemmas”

  5. Dwight Waldo • “What must be faced is that all decision and action in the public interest is inevitably morally complex, and that the price of any good characteristically entails some bad.” • “How can this be, when sins and crimes are committed in the name of the public?”

  6. Dwight Waldo • Obligation to the constitution and law • Obligation to nation or country • Obligation to democracy • Obligation to organizational-bureaucratic norms • Obligation to profession and professionalism • Obligation to family and friends

  7. Dwight Waldo • Obligation to self • Obligation to middle-range collectivities • Obligation to public interest or general welfare • Obligation to humanity or the world • Obligation to religious, or to God

  8. Moon Young Lee • Hierarchy of Transcendental Ethics • 1. Nonviolence (working to rule) • 2. Personal ethics • 3. Social ethics • 4. Self-sacrifice • Public issues precede private issues

  9. Why Profession and Ethics? • Not to avoid penalty and punishment? • Instrumental normative orientation • Managerial leadership (authority) is not given by the position, but to be built • Mobilize knowledge, skills, experience, entrepreneurship, ethics, etc. to build your leadership that is supported by your subordinates and colleagues (including boss).

  10. MGE’s Perspective • Recognize the target mission (public issues) in a particular circumstances • Recognize external environments and their relationships • Priority is given to public issues • Analyze (simulate) possible scenarios (formality and informality considered) • Nonviolence and “working to rules”

  11. For Good Public Managers • Be citizen-oriented • Be knowledgeable • Be skillfull • Be professional • Be entrepreneuriial • Be ethical, and then • Be proud of your job • Enjoy your life.

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