Answer the questions after reading the book and be careful for these:1- use easy  words and simple english.2-no plagiarism . because i will in addition to submitting thesis to Turnitin3- highlight the answer on the book , and mention the answer pages on the answer sheet.Attachments:

questions
PPA 568: Quiz Chapters 5 and 6 NAME: CHAPTER FIVE: (Put your answers on this form, starting after the blue word ANSWER.) Give an example of a role conflict where it is inside role vs. outside role. Do not use the example in the book. ANSWER: Give an example of a role conflict where it is inside role vs. inside role. Do not use the example in the book. ANSWER: How does the Institute of Public Administration of Canada define “Conflict of Interest?” ANSWER: Give an example of a conflict of authority. ANSWER: IMAGINE THAT YOU ARE HEAD OF THE MINISTRY OF HEALTH. Think of temptations you might have in dealing with conflict of interest. Make each example relate to your duties as head of that agency. Give an example of influence peddling that might occur in this position. ANSWER: Give an example of bribery that might occur in this position. ANSWER: Give an example of information peddling that might occur in this position. ANSWER: Give an example of a financial transaction being a conflict of interest that might occur in this position. ANSWER: Give an example of gifts and entertainment creating a conflict of interest that might occur in this position. ANSWER: Give an example of outside employment creating a conflict of interest that might occur in this position. ANSWER: Give an example of future employment creating a conflict of interest that might occur in this position. ANSWER: When does dealing with relatives create a conflict of interest? ANSWER: What word is often used to describe this particular conflict? ANSWER: CHAPTER SIX: What are two weaknesses of ethics laws? ANSWER: What are two weaknesses of ethics codes? ANSWER: What is the “Friedrich-Finer Debate?” What is the recommended outcome of that debate? ANSWER: Why is Trevino important to this debate? ANSWER: What are two advantages of having internal controls? ANSWER: What is the disadvantage of having internal controls? ANSWER: What are two disadvantages of having external controls? ANSWER: What is the advantage of having external controls? ANSWER: In the Fair City Police Department case, what were the internal controls? ANSWER: In the Fair City Police Department, what were the external controls? ANSWER: In the Die Free case, what are the internal controls? ANSWER: In the Die Free case, what are the external controls?
questions
Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved. Cooper, Terry L.. The Responsible Administrator : An Approach to Ethics for the Administrative Role (6). Hoboken, US: Jossey-Bass, 2012. ProQuest ebrary. Web. 25 March 2017. Copyright © 2012. Jossey-Bass. All rights reserved.
questions
E T H I C S IN P U B L I C A D M I N I S T R AT I O N : C H A P T E R S F I V E A N D S IX C HAPTER F IVE C ONFLICTS OF R ESPONSIBILITY  Chapter Three describes the nature of roles in modern and postmodern society.  Chapter Four discusses objective and subjective responsibility.  We have many roles, each of which consists of many sets of obligations and interests.  Therefore, conflicts can be frequent, even between the roles of citizen and administrator. C ONFLICTS OF A UTHORITY  Conflict between objective responsibilities imposed by two or more sources of authority  The law  Superiors  Politicians  The public T HE M AJOR , THE C APTAIN , AND C ORPORAL M ONTAGUE  What are the facts: law, superior’s orders, impact on subordinates?  What are the Principles: personal values, beliefs?  What alternatives do most justice to both objective and subjective responsibility  May need to subordinate orders to law, principle  May not be one easy answer  May be painful but the pain is understood R OLE C ONFLICTS : I NSIDE VS . O UTSIDE  Politics and Toilets  Public health officer  Duty to citizens  Duty to Director  Leader in National Public Health Association  Champion of high standards  Writer of Guidelines  Raising Salaries or Raising Hell?  Loyalty to staff vs. solidarity with management  Responsiveness to staff vs. authority of management  Union interests vs. department interests R OLE C ONFLICTS : I NSIDE VS . I NSIDE C ONSEQUENCES OF R OLE C ONFLICTS  Moral deterioration : frustration and inability to make decisions  Sense of responsibility reduced : pressure and chance determine decisions  Withdrawal: resignation, leave of absence, retirement  Avoid responsibility: avoid conflict and difficult decisions  Develop problem -solving ability: alternatives that satisfy desires and requirements without violating codes “M ORAL C REATIVITY ”  Understand facts of situation  Understand roles, values, codes  Consider all possible alternatives  Project consequences on roles and codes  Anticipate self -satisfaction level  Justify chosen alternative in terms of principles and consequences T HAT MODEL AGAIN C ONFLICTS OF I NTEREST  Public role vs. self interest  Broader than just economic interest  Broader than what is or isn’t legal  “Situation in which a public employee has a  private or personal interest  sufficient to influence or appear to influence  the objective exercise of his official duties.” Institute of Public Administration of Canada T YPES OF C ONFLICT OF I NTEREST  Bribery  Influence Peddling  Information Peddling  Financial Transactions  Gifts and Entertainment  Outside employment  Future employment  Dealings with relatives M AINTAINING THE P UBLIC T RUST  National Academy of Public Administration (after Watergate):  The officials in this political scandal did not understand that  “their obligations to the public as a whole  entail an additional and more rigorous set of standards and constraints associated with the concept of public.  Many practices which are permissible, even normal, in the private sector are, or should be, forbidden in government.”  Even the APPEARANCE of a conflict is interest is problematic. C HAPTER S IX MAI N TAI N I N G R ESP ON SI BL E CON DU CT  Personal Emphasis up to now  Cultivate an awareness of ethical dilemmas  Develop ways to conceptualize them  Practice ways to think about resolution  Need to consider organizational policy and management  Is a code enough?  Is a design better? T HE S ITUATIONAL C ONTEXT  Zimbardo’s The Lucifer Effect  Sensitive, caring students become brutal in a prison simulation  Trevino(1986) : individual and situational variables interact with cognitive component to determine how an individual will decide  Both job characteristics and organizational culture can contribute. I NTERNAL AND E XTERNAL C ONTROLS  Carl Friedrich: internal more important; Herman Finer: external institutional controls more.  Neither is sufficient alone; issue is emphasis.  Pay attention to more laws, management controls, performance evaluation tightening  Pay attention to counseling, training, professional codes of conduct.  The real issue: How to integrate the two “M UCH A DO A BOUT S OMETHING ”  What are the facts?  What are the principles involved?  What alternatives might resolve this? E XTERNAL C ONTROLS  Max Weber (1946) “The honor of the civil servant is vested in his ability to execute conscientiously the order of the superior authorities, exactly as if the order agreed with his own conviction.”  They are “tools” of the organizations. Without Sympathy or Enthusiasm: The Problem of Administrative Compassion, Thompson (1975).  The problem is: the “tools” are people. E THICS L EGISLATION  Does the law define obligation; is personal discretion reduced?  Law is a collective ethical judgment, a moral minimum established by the political community.  Principles and priorities are still critical.  People still engage in ethical assessments of laws  Vary in seriousness, sophistication, legitimacy E THICS L EGISLATION  Started with Andrew Jackson’s sharing of the “spoils”  Influence peddling, information peddling, and public funds for personal gain were common  No “science of administration” or concept of “public servant”  After that many federal and state ethics laws and committees C ODES OF E THICS  Center for the Study of Ethics in the Professions online database  Some focus on peer esteem and have no formal enforcement  Others censure, suspend, or expel:  National Education Association (NEA)  International City/County Management Association (ICMA) ASPA  Revised many times, awareness and use have increased  Enforcement not a part of it due to diverse membership  Tenents :  Serve the public interest  Respect the Constitution  Demonstrate personal integrity  Promote ethical organizations  Strive for professional excellence ASPA P ROS AND C ONS OF E THICS L EGISLATION  Pros  Provide broad constraints on decision -making  Provide sanctions for irresponsible decision -making  Provide cautionary examples  Cons  Broad and subject to interpretation  Difficult to enforce  Enforcement may be demoralizing P ROS AND C ONS OF C ODES OF E THICS  Pros  Can present lofty ideals of profession  Can be tailored to fit specific situations  Can be mechanism for clarifying values of group  Cons  Vague loftiness can inhibit concrete application  Difficult to enforce  Enforcement may be irrelevant — members can leave the association  Can stifle discretion and inhibit job performance I NTERNAL C ONTROLS  Responsiveness: the internalization of “technical knowledge” and sensitivity to “public sentiment” Friedrich(1935)  External controls are “poor substitutes for a sense of duty. …. One cannot commandeer responsibility. One can only cultivate it, safeguard its roots, stimulate its growth, and provide it with favorable climatic conditions.” Fritz Marx (1940) T HE N EW P UBLIC A DMINISTRATI ON  Minnowbrook Conference 1968: Began the movement  Administrators not simply neutral instruments of elected officials but bring to policymaking and administration a commitment to change.  Organizational change, social equity, and good management are strongly bound together.  Client -oriented administration: the public and its problems are the focus of concern. T ENENTS OF THE N EW P UBLIC A DMINISTRATIO N M OVEMENT  Administrators inevitably involved in politics  Political control over bureaucracy is essential  External political controls are not enough  External points of reference (management techniques, professional standards, democratic government) engender internal values and thus enhance responsible conduct. P R OS OF I N TER N AL CON TR OL S  Values internalized remain in the decision process. (Even if supervisor or external controls are weak or absent.)  Internalized values are likely to create a responsive bureaucracy that takes into account the unique dimensions of concrete situations.  Cultivating internal controls give a person self – confidence even in the midst of difficult decisions. C ONS OF I NTERNAL C ONTROLS  In a society with relative values, whose values should be adopted?  Internal controls can be unreliable and self – serving can contaminate responsibility  Competing internal values can create conflict, e.g. technical or professional standards can compete with sensitivity to public concerns.