Building an Ethical Organization Part II
December 16, 2012
Facilitator: Paulina Cary
As in part I of ???Building an Ethical Organization This written message provides a starting point for the Women Health Services (WHS) to comply with the mandates of its mission statement. An assessment of this essay will provide an obvious image of what WHS is all about, its innermost reason, its main beliefs, standards and honorable codes.
Being the manager of the Women Health Services is rewarding because this organization assists females in need as well as helps families handle everyday life events. This organization also services women with OB GYN. WHS is not for profit organization. WHS is mandated to utilize the latest technology to facilitate health care, especially in times of increasing client case loads along with the constantly changing society.
The mission statement states says that the innermost reason of WHS is “To offer the highest standard of quality health care, concern, and sense of wellbeing to the clients that do not have these attributes in their lives.” The mission statement is altruistic in nature because the client??™s needs come first. The needs of WHS are secondary. Ethical framework is the blueprint to guide and focus employee behavior. The mission statement is good for business by attracting clients in large amounts. Lastly the mission statement will put a strong passion within the clients to work harder. Working hard to meet the company??™s goal and develop an impression of actually what the organization is about. The mission statement needs to be accurate and cannot be unclear in anyway. The mission statement must have feeling in order to influence people emotionally and it should be easy to recite. Mission statements must not be complicated or hard to understand. The mission statement is the glue that makes for a strong successful organization. The components of the mission statement should always include ???the projected ideal outcomes for the population served??? (Ethical Leadership in Human Services: A Multi-Dimensional Approach, by Susan Schissler Manning. Copyright ?© 2003 by Pearson Education, Inc). The mission statement should be short, giving too much may confuse the main idea.
There is a part of the WHS mission statement is “to enhance the day to day reality and future potential of our clients.” As such WHS main priority is to deliver top quality health care to its clients. The way to do this is to be responsible and active involvement of the employees of WHS, consumers, and relevant social organizations.
WHS Essential Values
Values the lives of clients and their relations
Ascertains the client needs and delivers beyond the call of duty
Familiar with the emotions of clients, feeling compassion for their situation
Empathetic feelings make concerted strategies to solve clients??™ tribulations
Strategies should be flexible enough to deal with changing needs of client
Improving strategies to help clients
Uses ingenious approaches
Down to business in solving client problems
Adheres to rules and/or healthcare related laws
Goes the extra mile to serve
Create new opportunities for interaction among diverse groups
Recognizes that partnerships are made up of people, not institutions
All of these core values are developed to persuade activity influence behavior. Empathy causes one to give genuine support to the client through highs and lows of their being. Empathy allows the healthcare profession to relate to the client. This allows the client to open the lines of communication. Potential clients are the first to see the mission statement. This sets the tone stage for understanding the nature of the organization as a whole. It helps individuals organize their thoughts with respect to other organization variables. These variables include principles, purpose, ideas, customs, and aims. The mission statement is an indispensable element of an organizations structure. The mission statement briefly outlines the organization principles and goals, and it communicates the vital service that the organization provides. An honorable code has to be produced and adhered to by WHS with the stakeholders as observers providing essential feedback.
Women Health Services moral code is:
Moral Code 1 Perform in the best interests of the Clientele
The top priority of WHS employees is to respect the clientele. When services are given to clients it must be done altruistically. Also WHS employees should suggest to patients to be proactive about solving their medical problems. This must be done while preserving the trust that the client has in the WHS employee.
Moral Code2: Clientele civil liberties
WHS employees must work hard at discerning the requirements of their patients.
Moral Code 3: Safeguarding of Client information
WHS employees must make every effort possible to safeguard the medical information of their clients. This is the HIPAA law. In some cases if information needs to be shared outside the relationship between the consumer and the staff; then a written release of consent must be signed by the consumer permitting this to take place. The only time a consent of release does not need permission from the client, if there is threat of harm from the client to him or herself or others.
Moral Code 4: Scrutiny of assessments
Laboratory and other test must be explained to the consumer. A healthcare profession must not expect the consumer to understand what all of the medical jargon is. Furthermore all requested tests must be evaluated to ensure that they are appropriate.
Moral Code 5: Proficiency
WHS employees have well defined areas of expert knowledge. They must not make a decision out of their scope of practice. WHS employees must continue their education by attending trainings in their field and making sure they are up to date with new medical discoveries.
Moral Code 6: Working Associations
WHS employees must act in a professional matter, not only in their relationships with various clients, but also in their dealings with other WHS employees.
Moral Code 7: Standards pertaining to the law and ethics
WHS employees must understand legalities and ethics related to their field of work. Knowledge of the HIPAA law is good practice.
Moral Code 8: Accountability
WHS employees service people with the highest quality of healthcare. The employees take their jobs seriously and obey all rules. When a WHS employee makes a mistake with a client, they are held accountable. Learning from their mistake ensures that won??™t happen again.
These codes offer an outline that WHS employees can utilize in order to execute the statement of work defined in the Women Health Services Group mission statement. The 8 codes defined above provide guidance to the employee on how to fulfill the mission statement goals by acting in an ethical manner. If circumstances arises that is unusual to the WHS employee, all the employee has to do is to look at the 8 codes. In doing so, the employee can compare his or her hypothetical or proposed actions with the rule set defined above. If the hypothetical or proposed action is consistent with the rules then the employee can proceed to help the client. If not then the employee needs to think a little more about the course of action. In the end proper decisions will be made and the best care possible will be given.
The moral codes along with the mission statement of WHS underscore the fact that the organization is gears their attention only towards servicing the client??™s needs. This client center of attention funnels the conduct of the employees into an assortment of broad activity areas. In turn each broad activity area is composed of multiple specific activity areas. It is within this stratification that the activities of the WHS must be monitored. Activities monitored will determine if the organization is fulfilling the mandates of the mission statement. A leaders role in all of this is to ensure that the activities ensue competently. Part of this involves giving employees the freedom to suggest their own ideas for maintaining or changing the organizational structure. Employees will feel as if they are a part of the organization if they are allowed to give their input. Not only do the employees feel appreciated, but also leaders expand access to countless thoughts that would not have obviously occurred to them. When employees become part of the machinery for maintenance and change of an organization, morale is dramatically improved. Work becomes a great place to be and negativity in any way shape or form becomes something that is frowned upon.
The mission statement, morality codes, manager and employee attitudes, make up the organizational culture of The Women Health Services Group. This organizational culture impacts all activities and goals. The organizational culture places explicit constraints on opinion and actions of the employees. An example would be, if the central focus of the mission statement is “the client comes first” and the employees passionately believe this, being elements of organizational culture then it would be impossible for the organization to make new sets of goals based on profiting at the expense of their clients. This is not of morality and neither is it client centered. This is the result of the long-term goals being in-sync with the values of the organization.
Managers within this framework should allow the employees to act freely and with as little supervision as possible. If the leaders do the opposite of that, it would be micromanaging. When there is less micromanaging, the manager can then focus on other matters involving the organization like nurturing and propagating the company vision. Lack of excessive control over employee activities frees up a managers time. Working like this definitely makes the client become more autonomous. The only downside is that the employees must be brought up to speed quickly. But after this initial training period significant benefits will start accruing. It is in this way that the organization will accomplish all of its stated goals.
Managers must be absolutely positive that patients have the best care possible while at the same time creating a workplace that allows employees to be successful in their areas of expertise. ???Any ethics training program will not likely succeed in converting people who are totally bereft of morality; however, the task of ethics training or education for MPA students or public servants is not so extreme. MPA students or trainees in public organizations have, we may assume, a structure of fundamental values, including regime values; so the presence of a set of core values is not at issue. What is in question is the ability of untutored or unsophisticated sensibilities to cope effectively with the many complex and subtle ethical dilemmas endemic to public service.??? (Garofalo, C,? and? Dean G (September 1994)? “Ethics education and training in the public service.???)
Quantitative evaluation of the ethical status of any organization is a commission that is weighed down with difficulties. One indicator of ethics is the frequency of complaints received from the clientele. Obviously these reoccurring complaints are correlated with the ethical practices of the organization. There are many other ethical indicators. The way to get a hold on this matter is to put in practice in-house audits, and supervision. This will ensure that the activities of the employees are not ethically being violated. If this is done then corrective action (or not) can be taken.
???Ethical behavior is not simply a matter of good laws or of good people; both are necessary. Internal auditors must, therefore, rely on both compliance- and integrity-based strategies to ensure ethical business environments. Compliance-oriented strategies define the boundaries that management has decided will not be crossed. These boundaries, which must be communicated and demonstrated by management, establish zero-tolerance policies and consequences for violations.??? (Eliason, M (Dec, 1999) ???Compliance plus Integrity)
In summary: ???to succeed at building ethical behavior, an organization must have a governance process that is built on a rigorous set of checks and balances and is characterized by transparency. It requires much more than simply talking about ethics or issuing guidelines for ethical behavior. It is not enough to talk and issue rules about ethics and stress “tone at the top.” This may well encourage employees to behave ethically, but without more substance, ethical platitudes mean very little success for the organization as a whole.??? (Grace S. and? John H. (April 2006)???How to make an ethics program work.”
Eliason, M (Dec, 1999) ???Compliance plus Integrity.? Apollo Library.?
Garofalo, C,? and? Dean G (September 1994)? “Ethics education and training in the public
Service.”? American Review of Public Administration? 24.n3? 283(15).? Apollo Library.
Grace S. and? John H. (April 2006)???How to make an ethics program work.”
The CPA Journal? 76.4? 66(2).? Apollo Library.?
(Ethical Leadership in Human Services: A Multi-Dimensional Approach, by Susan Schissler Manning. Copyright ?© 2003 by Pearson Education, Inc).