Avoiding Scandal and Headlines with Ethics and Accountability
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| Title: | Avoiding Scandal and Headlines with Ethics and Accountability |
|---|---|
| Language: | English |
| Authors: | Haubold, Glen, Throneberry, Angela |
| Source: | Facilities Manager. May-Jun 2010 26(3):30-34. |
| Availability: | APPA: Association of Higher Education Facilities Officers. 1643 Prince Street, Alexandria, VA 22314. Tel: 703-684-1446; Fax: 703-543-2772; e-mail: appa@appa.org; Web site: http://www.appa.org |
| Peer Reviewed: | N |
| Physical Description: | |
| Page Count: | 5 |
| Publication Date: | 2010 |
| Document Type: | Journal Articles Reports - Descriptive |
| Education Level: | Higher Education |
| Descriptors: | Accountability, Ethics, Leadership, Program Implementation, Organizational Culture, Organizational Climate, Organizational Communication, Facilities Management, Leadership Effectiveness, Performance Factors, Performance Technology, Audits (Verification), Critical Path Method |
| ISSN: | 0882-7249 |
| Abstract: | Procedures, financial controls and reports, and leadership are the three major components that "set the tone" for an effective, accountable, and ethical organization. Procedures must be formally documented instead of passed down verbally on the premise that "we've always done it this way." Meaningful management reports should be developed and shared across the organization. Finally, upper management must assert leadership and challenge the status quo if the organization is to be successful. Well-documented written procedures, coupled with frequent review and discussion with management, staff, and supervisors, insure that every employee understands the expectations, rules, and parameters of their environment and their employment. While controls and procedures are necessary to the efficient operation of any business enterprise, study after study has determined that the most important component of the success of any organization is leadership. An ethical, value-based culture can be created when people trust their leadership to do the right thing. This article discusses how the implementation of best business practices and proper financial controls can allow an organization to watch for the warning signs of inappropriate behavior and to quickly identify wrongdoing and establish accountability if it does occur. (Contains 1 note.) |
| Abstractor: | ERIC |
| Entry Date: | 2011 |
| Access URL: | https://www.appa.org/FacilitiesManager/index.cfm?ItemNumber=2581 |
| Accession Number: | EJ910307 |
| Database: | ERIC |
| Abstract: | Procedures, financial controls and reports, and leadership are the three major components that "set the tone" for an effective, accountable, and ethical organization. Procedures must be formally documented instead of passed down verbally on the premise that "we've always done it this way." Meaningful management reports should be developed and shared across the organization. Finally, upper management must assert leadership and challenge the status quo if the organization is to be successful. Well-documented written procedures, coupled with frequent review and discussion with management, staff, and supervisors, insure that every employee understands the expectations, rules, and parameters of their environment and their employment. While controls and procedures are necessary to the efficient operation of any business enterprise, study after study has determined that the most important component of the success of any organization is leadership. An ethical, value-based culture can be created when people trust their leadership to do the right thing. This article discusses how the implementation of best business practices and proper financial controls can allow an organization to watch for the warning signs of inappropriate behavior and to quickly identify wrongdoing and establish accountability if it does occur. (Contains 1 note.) |
|---|---|
| ISSN: | 0882-7249 |
