Transcript Profession and administrative ethics

Public Management
Administrative Ethics
Thursday, March 31, 2016
Hun Myoung Park, Ph.D.
Public Management & Policy Analysis Program
Graduate School of International Relations
Profession and Ethics
• Perry and Kraemer (1983)
– Normative orientation
– Instrumental orientation
• Public servants by definition are those who
serve citizens who pay for the services.
• They have strong power and discretion
that influence society significantly.
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Lowis & Catron
• Compliance approach
– Control public officials
– From “ought” to “must”
– Decline in discretion and flexibility
• Aspirational approach
– Enunciate high-minded principles
– Reciprocity, reversibility, utility, universality
and consistency
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Lowis & Catron
• Public service virtues
– Humility (self-restraint), moral sensitivity and
imagination, moral courage, and prudence
• Public service vices
– Self-righteousness (view himself as more
ethical than others), self-indulgence (unable
to resist temptation), self-protection, and selfdeception (mask real but ignoble motives)
• “Ethical dilemmas”
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Dwight Waldo 1
• “What must be faced is that all decision
and action in the public interest is
inevitably morally complex, and that the
price of any good characteristically entails
some bad.”
• “How can this be, when sins and crimes
are committed in the name of the public?”
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Dwight Waldo 2
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Obligation to the constitution and law
Obligation to nation or country
Obligation to democracy
Obligation to organizational-bureaucratic
norms
• Obligation to profession and
professionalism
• Obligation to family and friends
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Dwight Waldo 3
• Obligation to self
• Obligation to middle-range collectivities
• Obligation to public interest or general
welfare
• Obligation to humanity or the world
• Obligation to religious, or to God
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Moon Young Lee
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Hierarchy of Transcendental Ethics
1. Nonviolence (working to rule)
2. Personal ethics
3. Social ethics
4. Self-sacrifice
Public issues precede private issues
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Why Profession and Ethics?
• Not to avoid penalty and punishment?
• Instrumental normative orientation
• Managerial leadership (authority) is not
given by the position, but to be built
• Mobilize knowledge, skills, experience,
entrepreneurship, ethics, etc. to build your
leadership that is supported by your
subordinates and colleagues (including
boss).
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MGE’s Perspective
• Recognize the target mission (public
issues) in a particular circumstances
• Recognize external environments and
their relationships
• Priority is given to public issues
• Analyze (simulate) possible scenarios
(formality and informality considered)
• Nonviolence and “working to rules”
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For Good Public Managers
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Be citizen-oriented
Be knowledgeable
Be skillful
Be professional
Be entrepreneurial
Be ethical, and then
Be proud of your job
Enjoy your life.
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