Week - Readings Module Objectives and Intro

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Nov 24, 2024

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Readings: total pages 67 In Chapter 8 of Duska, page 157, read the section titled, “Blowing the whistle,” pages 166-170 (total pages 5). In Duska, in Appendix B, read the Section “Resolving Ethical Issues,” page 232-233 (total pages 2). In Menzel, read Chapter 1, “Ethics Management,” page 3-29, you can stop after the summary (total pages 26). In Menzel in Chapter 4, page 77, read a section titled “Ethics Codes” (and Oaths) pages 87 through 103. This reading discusses various professional organizations that encourage ethical behavior among government employees at the federal, county, and municipal levels. It also includes examples of Codes of Ethics and Oaths taken at these levels (total pages 16). In Menzel read Chapter 8, page 184, through the Summing Up (pages 184- 203). This chapter discusses overall efforts to discourage-and-deter (rather than encourage-and-inspire) ethical behavior at the National level; namely, the institutions of the Presidency, Senate, House of Representatives, and the Judiciary. He also repeats this for the state and local levels; unfortunately, we don’t have time to review those levels too (total pages 19). Module Objectives -To learn how to focus on and discuss ethical behavior in organizations by “drilling down” to identify policy, operations, employees, organization performance, culture, and leadership factors impacting ethical behavior in organizations. -To learn the three components of the U.S. governmental system (Executive, Legislative, and Judicial branches) so one can view it as an “organization.” And demonstrate how all three must work together to pass laws that are considered “Constitutional.” -To discuss how learning about government as an ethical role model encourages or discourages ethical behavior. -To explain the role of government accountants as ethical role models in relation to government power, influence, and the accounting and administration professions. Introduction

In this module, we examine the roles of organizations and their influence on employees and society to encourage or discourage ethical behavior. Because most of us work in, or remotely for organizations. This creates a challenging relationship between raising ethical issues while also considering our professional and individual self-interest particularly our economic livelihood. Organizations can influence employee behavior either positively by demonstrating and discussing positive ethical behavior or negatively by ignoring or even supporting corruption and fraud or by attacking whistleblowers. These potential impacts on individuals and society are magnified when the organization is a government or an accounting organization. In terms of impacts beyond an individual’s self-interest, it’s easy to imagine the negative ethical impact on all citizens when a society’s role models such as judges, mayors, council people, governors, presidents, legislative representatives, or civil servants behave unethically or commit wrongdoing. This module asks you to consider specific organization questions impacting your ethical behavior such as: What are the ethical values reflected in your government organization? What does the “too frequent” news of wrongdoing by financial officials from both the private and government sectors tell us about all organizations? What are some of the methods organizations use to encourage ethical behavior? What feedback exists to reinforce positive ethical behavior and sanction negative ethical behavior? What role models exist to encourage ethical principles to become reality? What do organizations tell us about human nature and power related to ethical behavior? In this module, we infer some national implications of unethical behavior by reviewing specific examples of unethical behavior among federal officials. We also examine federal efforts to encourage ethical behavior. This module also examines whistleblowing. I want to make two critical points about Duska’s reading on this topic. First, one point indicates that the consequences of whistleblowing “can be dire (page 170).” I believe that this is an understatement. My review of this research indicates that whistleblowers usually experience major negative consequences such as job loss. Unfortunately, I’m afraid “successful” whistleblowers are the exception to the rule. Duska’s second point indicates that among the factors to consider in deciding to become a whistleblower, is whether or not there is a likelihood of success. This would seem to be exceptionally difficult to determine in complex situations such as whistleblowing. Some of these complexities include the alleged misconduct itself, the individuals and circumstances involved, the legal issues, and the financial impacts on the organization and perhaps the public. I think the idea of “considering the likelihood of success”

might further complicate an already complicated situation by either providing false hope for a successful outcome or a ready excuse to avoid raising the ethical issue altogether. Other cautions should also be noted with whistleblowing. One caution is that initiating a whistleblowing case probably requires legal advice, and as far as I know New Jersey’s law (and perhaps most states that have these laws) do not provide resources to pay for legal assistance to pursue a whistleblower allegation. This probably has a significant impact on the number of employees who make allegations under a whistleblower act. Therefore, prior to deciding to blow the whistle, it can be useful to obtain independent legal answers to questions such as the following: what legal protections if any, are available to protect whistleblowers; how many cases have been processed under the applicable law in your state; and what was the outcome of these cases; and, what were the financial costs to the whistleblower. Related to this issue, it’s useful to note that sometimes laws are enacted that may have been originally designed to accomplish positive ends but in practice do not address the whole story. If you do some preliminary research and see that there are few or no cases processed under the law, further analysis may discover some reasons why. Perhaps other mechanisms are being used or the law may be ineffective. I believe that State law libraries can usually help to answer general questions about any whistleblower laws enacted in the state. But, individual legal advice is also critical. These principles apply to any complicated decision: it’s useful to gather important information from various informed sources and to develop a plan with alternatives prior to deciding.

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Week - Readings Module Objectives and Intro

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