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Submitted by: Artur Victoria
My experience as advisor tells that if you want your business running well you have to get confidence with your employees and with your clients showing a solid company ethical structure. I am available for further inquiries
Values determination:
This examine the various ways in which an organization can unearth its core values, have them canvassed, consulted upon and agreed to, by all employees, as the first step in building a code. It would essentially state the critical path from values to principles, principles to
standards, and to codification of guidelines, as the basis for a Code.
Key points regarding the development of Codes
If you don’t need a Code, don’t develop one! In some smaller organizations, something less than a formal code, perhaps a brief statement which all endorse, may be sufficient depending upon the culture and climate.
If you do need one (and most organizations do), you MUST develop one, or there will be an informal “Code”, possibly working against you, via folklore and cultural myths.
Codes must be developed only through proper consultation with all stakeholders. Topdown does not work! Those whom you don’t consult, will be your “weak-link” forever after.
A Code must be more than a mother/fatherhood statement. It must spell out Values and Principles and, to the extent necessary, provide clear Guidelines and advice on dealing with scenarios that may arise, which could present users with an ethical dilemma.
A Code must be realistic, practical and workable in a “real world” setting. If it is too highsounding and utopian it will be written off as irrelevant by the majority of its potential
users.
Codes must be palatable in terms of size and language. They must be easy to read and, if it has to be complex and lengthy, it must be well indexed in order to easily locate issues.
Language must cater for multicultural and differing educational needs.
Once established the Code must be driven hard from the CEO down and it must be evident that non-compliance will be very costly for those concerned.
Codes must be reinforced by proper awareness raising, education and training of its users, eg: general employee orientation, special purpose training, client education. This must be an ongoing process, not “one-off’.
A Code must not contravene, either in law or in spirit, any other widely accepted principles or over-riding conventions, such as the right to fair-trading, freedom of speech, equity and access, freedom of information, etc.
A Code cannot work effectively in isolation, it needs to be supported by other “environmental” actions to place it into context and provide the muscle to achieve compliance, eg: Industry-wide “social” pressure – Industry-wide marketing of expectations – Community education and information – Wide publicity & exposure of unethical behavior – Political lobbying to achieve legislative support
A Code needs to be regularly reviewed for currency and relevance to todays rapidly changing circumstances and newly emerging dilemmas; and
A Code must be highly visible through extensive public display, with values and principles restated in eg: notice boards, newsletters, publications, documents, annual reports, public announcements, prospectuses, introductions to new products or services. People should
Principle 1
Efficiency, Effectiveness and Diligence
Self Development & Self Care Obligations
Principle 2
Lawful and Unlawful Instructions
Principle 3
Avoidance of Wasteful Practices
Approved Use of Public Property & Facilities
Effective Management of Human Resources
Use of Government Vehicles
Safekeeping of Public Property
Economic Use of Consumables
Use of Communication Facilities
Official Travel and Travel Allowances
Principle 4
Personal Behavior
Respect for the dignity, rights and views of others
Concern for fellow employees
Concern for safety health and welfare
Use and abuse of authority
Avoidance of harassment and discrimination
Use and abuse of substances
Managerial Behavior
Principle 5
Provision of Goods & Services
Ethical Decision Making
Human Resource Management and Employment
Principle 6
Appearance before Committees and Hearings
Impartiality
Public Liability
Principle 7
Cultural norms
Outside work behavior
Confidentiality and Disclosure
Improper use of privileged information
Public and private comment
Principle 8
Conflict of Interest
Political and Industrial Participation
Gifts, Gratuities, Hospitality, Rewards and Benefits
Intellectual Property
Public Duty and Private Affairs
Principle 9
Information and Records Management
Protection of restricted or private information
Impacts of advances information technology
Provision of accurate and complete information
Freedom of Information
Main Principles
Responsiveness to governments;
Close focus on results;
Merit as the basis for staffing;
Highest standards of probity, integrity & conduct;
Strong commitment to accountability;
Continuous improvement through teams & individuals.
Divided into the following aspects of the code at the time:
SERVING THE GOVERNMENT
Responsiveness & Impartiality
Accountability
SERVING THE PUBLIC
Being responsive to the public
Making fair and equitable decisions
EFFICIENCY, EFFECTIVENESS, PROFESSIONALISM & INTEGRITY
Working professionally
Public comment on political & social issues
Participating in political activities
Participating in industrial activities
Privacy of personal information
Managing official information
Using official facilities
Avoiding improper use of official powers
Strategic Implementation Knowledge Box: as at 18/1112004 3:23 PM 17
Prior authorisation for public comment
Written comment
CONFLICT OF INTERESTS
Financial or other private interests
Acceptance of gifts & other benefits
Outside employment while working in the public service
Acceptance of business opportunities
WORKING IN THE SERVICE
Working with others
Being responsive to the public
About the Author:
sites.google.com/site/cliparturvictoria/sites.google.com/site/arturvictoria/arturvictoria.blogspot.com/
Source:
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