This title was first published in 2003. Over the past two decades in Australia and other developed nations, public sector management philosophies and how the public sector is organised have changed dramatically. At the same time, there have been many demands, and several attempts, to preserve and promote ethical behaviour within the public sector - though few go much beyond the publication of a Code. Both developments require an understanding of how public organisations operate in this new environment. Organisational and management theory are seen as providing important potential insights into the opportunities and pitfalls for building ethics into the practices, culture, and norms of public organisations. This book brings together the experience and research of a range of 'reflective practitioners' and 'engaged academics' in public sector management, organisational theory, management theory, public sector ethics and law. It addresses what management and organisation theory might suggest about the nature of public organisations and the institutionalisation of ethics.
'This collection of essays is a welcome addition to the literature for both the teacher in the classroom and the researcher. It brings together some of the leading thinkers around organizational ethics from throughout the world, providing provocative insights into the burgeoning world of organizational ethics.' Dr Stuart C. Gilman, President, Ethics Resource Center, Washington, USA
Contents: Ethics in a Changing Context: The new public sector: changing management, organization, and ethics, Patrick Bishop and Carmel Connors; Ethics in a changing state - problems and opportunities, R.F.I. Smith; Great expectations - but whose? Stakeholder theory and its implications for ethical behaviour in public organizations, John Martin; The hubris of principle: what organizational theory and neurophysiology reveal about the limits of ethical principles as guides to responsible action, Michael Harmon; The good, the bad, and the impossible: a psychoanalytic perspective on the discourse of ethics, O.C. McSwite; The matrix of integrity: is it possible to shift the emphasis from compliance to responsibility in changing contexts? - lessons from the United Kingdom, Alan Doig. The Case Studies: Just rhetoric? Exploring the language of leadership, John Uhr; Bureaucracy, power, and ethics, Stewart Clegg and Jon Stokes; The challenge of justice and caring for the organization of the school, Marie Brennan; Ethics in the public sector: listening to the voices of women executives, Brigid Limerick; Isolated agents, Robert Kelso; Creating or maintaining an ethical, effective public organization, Robert Cunningham. Managing For Ethical Outcomes: The three frames and ethics - an education Queensland perspective, Jim Varghese; Public integrity capacity, management theory, and organizational theory, Joseph A. Petrick; Index.
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