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This text deals with key issues for public services mangers and integrates theory and practice throughout. Case studies and research from various countries are used to illustrate the issues, the overall aim being to help managers identify ethical dilemmas. An ethical framework is presented to support managers in their practical decisions, which explores ethical relationships between managers and a range of stakeholders. These include politicians, citizens and clients. The text also locates ethics at different levels: the individual, the organizational, and the societal.

Tabla de contenidos provista por Syndetics

• Series editor's preface(p. ix)
• Preface(p. xi)
• Acknowledgements(p. xiii)
• 1 Introduction: the ethics agenda(p. 1)
• Introduction(p. 1)
• The comparative dimension(p. 7)
• Theory and practice(p. 8)
• The managerial focus(p. 9)
• Regime values(p. 10)
• Conclusion(p. 14)
• 2 Ethical issues(p. 17)
• Introduction(p. 17)
• Issues enduring and universal(p. 18)
• The UK experience(p. 21)
• Managers' perspectives(p. 26)
• Conclusion(p. 32)
• 3 Ethical theory and public service principles(p. 34)
• Introduction and definitions(p. 34)
• Theory(p. 37)
• Principles in the public services(p. 44)
• Conclusion(p. 50)
• 4 The public service ethos(p. 51)
• Introduction(p. 51)
• Proposition 1 There exists a public service ethos(p. 53)
• Proposition 2 The public service ethos is under threat from management reforms that have taken place in recent years(p. 58)
• Proposition 3 The undermining of the public service ethos is a 'bad thing'(p. 63)
• Conclusion(p. 65)
• 5 Roles, relationships and rules(p. 67)
• Introduction(p. 67)
• The concept of trust(p. 71)
• The content of the minister-civil servant relationship(p. 75)
• Professional relationships and trust(p. 81)
• Managing across organizational boundaries and partnerships(p. 84)
• Rules and rule-governed behaviour(p. 87)
• Conclusion(p. 92)
• 6 The organizational dimension(p. 94)
• Introduction(p. 94)
• Organizational forms and structures(p. 99)
• The fabric of the organization(p. 103)
• Organizational culture and control(p. 105)
• Organizational control and individual morals(p. 108)
• Whistleblowing(p. 112)
• Conclusion(p. 114)
• 7 Ethics and evaluation(p. 116)
• Introduction(p. 116)
• The ethical context(p. 119)
• Models of performance measurement(p. 122)
• Performance appraisal(p. 125)
• Performance and control(p. 126)
• Conclusion(p. 127)
• 8 Ethical training for decisions(p. 129)
• Introduction(p. 129)
• Ethical decisions in the short term(p. 131)
• The moral development of the individual(p. 138)
• The learning organization(p. 140)
• The learning society?(p. 143)
• Conclusion(p. 145)
• 9 Conclusions(p. 147)
• The purpose of government(p. 148)
• Theory and practice(p. 149)
• Obligations and relationships(p. 150)
• Ethical enforcement(p. 151)
• Traditions and practices(p. 152)
• Learning, evaluation and ethics(p. 152)
• References(p. 154)
• Index(p. 163)

Notas de autor provistas por Syndetics

Alan Lawton is Senior Lecturer in Public Services Management at the Open University Business School.