Due October 2, 2020, By 5:00 PM Eastern Time In The Foundati ✓ Solved

Due October 2, 2020 by 5:00PM Eastern Timein The Foundations Of Public

Due October 2, 2020 By 500pm Eastern Timein The Foundations Of Public

DUE OCTOBER 2, 2020 by 5:00PM EASTERN TIME In the Foundations of Public Administration course, we discussed many concepts ranging from ethics to organizational behavior to public financial management. For this Final Exam, read the attached case study. Another Cheating Scandal Case-1.pdf (see attachment) Address the following questions: · Discuss the unethical activity. Was there a failure in accountability? Explain. · What impact did the political and cultural environment have on the decisions of those involved in the wrongdoing throughout the Escambia County School system? · What role did group dynamics play in the case study? (informal or formal groups) · Discuss the role of leadership throughout the case study. · Discuss the failure in public personnel management, specifically addressing performance appraisal and pay for performance issues. · Identify intergovernmental relations throughout the case study. Did this have any impact on the wrongdoing that occurred? · Discuss the importance of a program audit and evaluation in preventing and addressing the crisis at hand.

Sample Paper For Above instruction

Ethical Failures and Organizational Dynamics in the Escambia County School System

The case study on the Escambia County School System reveals significant ethical lapses involving misconduct that compromised the integrity of the educational institution. Central to these issues was a scandal where officials engaged in dishonest practices, undermining trust and accountability. Specifically, unethical activity was exemplified by manipulation of performance metrics and improper influence in personnel management, which led to a failure in maintaining transparency and integrity within the organization.

Accountability failures are evident in the inability of leadership and oversight bodies to detect, prevent, or adequately respond to the misconduct. The absence of effective checks and balances allowed unethical practices to persist, demonstrating a breakdown in organizational responsibility. This failure had far-reaching implications, eroding public trust and hampering the system’s ability to serve its educational mission effectively.

The political and cultural environment played a pivotal role in shaping the decisions of those involved in the wrongdoing. Politically, pressures to meet certain performance targets or secure funding may have incentivized unethical shortcuts. Culturally, an environment that prioritized results over ethics fostered acceptance, enabling misconduct to flourish without substantial resistance. This environment diminished the perceived severity of unethical behaviors, further perpetuating the cycle of misconduct.

Group dynamics, both informal and formal, significantly influenced the case outcomes. Formal groups such as board committees and administrative teams may have exhibited groupthink—where conformity was prioritized over critical evaluation—leading to collective negligence or complicity. Informal groups, including social networks among staff and officials, possibly reinforced unethical norms and silence regarding misconduct, creating barriers to whistleblowing or reform.

Leadership played a crucial role in either mitigating or exacerbating the crisis. Effective leaders would have fostered ethical cultures and enforced compliance; however, in this case, leadership appeared passive or complicit. The lack of decisive action or transparent communication allowed unethical activities to persist and worsened the crisis. Leadership failure contributed to the erosion of organizational integrity.

Public personnel management also failed notably in performance appraisal and pay-for-performance systems. Incentive structures likely rewarded results without adequate regard for ethical considerations, encouraging misconduct to meet targets. The absence of rigorous performance evaluations and ethical checks contributed to a culture where misconduct was either overlooked or inadequately addressed, undermining personnel accountability.

Intergovernmental relations, including coordination with state education agencies and local government entities, were strained or insufficient. Weak intergovernmental oversight allowed unethical practices to operate with limited scrutiny, and lack of clear communication channels hindered effective response and oversight. These strained relations contributed to the systemic failure to address misconduct promptly and effectively.

Finally, the importance of program audits and evaluations cannot be overstated. Regular, comprehensive audits serve as critical mechanisms for detecting irregularities, ensuring compliance, and fostering accountability. In this case study, robust audit procedures might have identified early signs of misconduct, allowing timely intervention to prevent escalation and restore integrity within the school system.

In conclusion, this case underscores the importance of strong ethical leadership, transparent organizational practices, and effective intergovernmental cooperation in maintaining public trust and accountability. Implementing thorough audits and fostering an organizational culture that prioritizes ethics over results are essential strategies for preventing future crises.

References

• Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2019). Public Administration: An Action Orientation. Cengage Learning.
• Kettl, D. F. (2015). The Divided Welfare State: The Battle Over Public and Private Social Benefits in the United States. University of Michigan Press.
• Stillman, R. J. (2019). Public Administration: Concepts and Cases. Cengage Learning.
• Rainey, H. G. (2014). Understanding and Managing Public Organizations. Jossey-Bass.
• Klinger, E. (2018). Ethics in Public Administration. Routledge.
• Shafritz, J. M., Russell, E. W., & Borick, C. P. (2016). Introducing Public Administration. Routledge.
• Loomis, D. G. (2020). Managing Public Organizations. Routledge.
• Frederickson, H. G., & Johnson, G. A. (2018). Meeting the Challenges of the 21st Century in Public Administration. Routledge.
• Melkers, J., & Willoughby, K. (2018). Accountability and Governance in the Public Sector. Routledge.
• Arnstein, S. R. (1969). A Ladder of Citizen Participation. Journal of the American Institute of Planners, 35(4), 216–224.