Please Use Attached Information For National Collegiate Athl

Please Use Attached Informationnational Collegiate Athletic Associat

Please Use Attached Informationnational Collegiate Athletic Associat PLEASE USE ATTACHED INFORMATION!! National Collegiate Athletic Association Ethics and Compliance Program 200 points Read "Case Study 6: National Collegiate Athletic Association Ethics and Compliance Program," located on page 444 of the textbook. Write a four to six (4-6) page paper addressing the following prompts:

1. Determine the fundamental ways in which the NCAA's ethics program failed to prevent the scandals at Penn State, Ohio State, and the University of Alaska. Support your response with one (1) example from each of these schools' scandals.

2. Examine the principal ways in which the leadership of the NCAA contributed to the ethical violations of Penn State, Ohio State, and the University of Alaska. Support your response with one (1) example from each of these schools' scandals.

3. Predict the key differences in the scenarios that occurred at Penn State, Ohio State, and the University of Alaska if an effective ethics program was in place. Provide a rationale for your response.

4. Postulate two (2) actions that NCAA leadership should take in order to regain the trust and confidence of students and stakeholders.

5. Recommend two (2) measures that the HR departments of colleges and universities should take to prevent similar incidents from occurring in the future. Provide a rationale for your response.

Use at least three (3) quality academic resources, including the course textbook: Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2017). Business ethics: Ethical decision making and cases (11th ed.). Stamford, CT: Cengage Learning. Avoid Wikipedia and non-academic sources. All citations and references must follow APA format, and the paper should be typed, double-spaced, using Times New Roman font size 12, with one-inch margins.

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Paper For Above instruction

Introduction

The scandals involving Penn State, Ohio State, and the University of Alaska have not only tarnished the reputations of these institutions but also highlighted significant deficiencies in the ethical oversight and leadership within collegiate athletics. The NCAA, as the regulatory authority overseeing college sports, is responsible for establishing a culture of integrity and accountability. The failure of its ethics and compliance programs, along with leadership lapses, contributed substantially to these scandals. This paper analyzes how the NCAA’s ethics programs failed, how leadership contributed to ethical violations, the potential differences if effective programs were in place, and actionable recommendations to prevent future misconduct.

Failures of the NCAA's Ethics Program

The NCAA’s ethics program largely failed due to its inability to enforce consistent standards and foster a culture of accountability in collegiate institutions. One fundamental flaw was the lack of proactive measures to identify and address potential ethical risks before scandals erupted. For example, at Penn State, the failure to act decisively following the allegations against Jerry Sandusky exemplifies this lapse. The NCAA’s inability to enforce disciplined oversight allowed the scandal to fester, ultimately leading to severe sanctions. Similarly, at Ohio State, the NCAA’s failure to effectively monitor and regulate booster involvement permitted the incident involving the tattoo parlor scandal to escalate, revealing gaps in preventive oversight. At the University of Alaska, insufficient emphasis on compliance culture allowed violations to persist unnoticed until they became publicly scandalous, underscoring the lack of preventative measures.

Another core failure was the reactive approach of the NCAA, which focused on punishing violations after they occurred rather than fostering ongoing ethical compliance. This shortfall diminished trust in the NCAA’s ability to uphold integrity. For instance, after the Penn State scandal, sanctions were imposed; however, the delay in effective action underscored the reactive nature of the NCAA’s response. Overall, these scandals demonstrate that the NCAA's ethics program lacked the proactive, preventive elements necessary to maintain a culture of integrity effectively.

Leadership Contributions to Ethical Violations

Leadership within the NCAA and the targeted institutions played a crucial role in enabling ethical breaches. A principal issue was inadequate leadership commitment to fostering ethical climates. At Penn State, then-Coach Joe Paterno's failure to report suspicions about Sandusky’s misconduct reflects leadership’s neglect of ethical responsibility, facilitating a culture where safeguarding reputations was prioritized over justice. In Ohio State, leadership's complicity in allowing booster influence over athletic programs exemplifies neglect of ethical oversight; NCAA leaders did not sufficiently enforce strict boundaries to prevent such misconduct. At the University of Alaska, leadership’s apparent neglect in establishing rigorous compliance protocols allowed misconduct to continue unnoticed, reflecting a lack of accountability.

Furthermore, NCAA leadership exhibited a tendency to prioritize competitive success and revenue generation over ethical considerations. This focus created an environment where violations were overlooked or minimized. For example, the NCAA’s delayed response and leniency toward Penn State’s violations initially demonstrated a hesitance to enforce stringent sanctions, possibly due to the immense financial and reputational stakes involved. Effective leadership requires not only setting ethical standards but also consistently enforcing them, which was lacking in these cases.

Potential Impact of Effective Ethics Programs

Had the NCAA implemented robust and effective ethics programs, the scenarios at Penn State, Ohio State, and the University of Alaska might have differed significantly. An effective program would have emphasized proactive ethical risk management, reinforced a culture of integrity, and held individuals accountable before violations occurred. At Penn State, early detection mechanisms could have identified the misconduct signals related to Sandusky, prompting prompt intervention and potentially preventing the escalation of abuse allegations. Similarly, at Ohio State, stronger oversight and whistleblower protections might have brought booster misconduct to light earlier, thwarting the scandal before it gained media prominence.

At the University of Alaska, a well-structured ethics program emphasizing compliance and regular audits could have prevented violations from reaching a public threshold. An effective program would have also fostered an environment where staff and athletes felt empowered to report unethical practices without fear of retaliation. As a result, scandals could have been mitigated or avoided altogether, preserving the integrity of the institutions involved.

Actions for NCAA Leadership to Rebuild Trust

To restore confidence among students, stakeholders, and the broader community, NCAA leadership should pursue transparency and accountability. First, implementing transparent reporting mechanisms for violations and regular public disclosures about compliance efforts would demonstrate a firm commitment to integrity. Second, the NCAA must engage stakeholders—athletic departments, student-athletes, and academic institutions—in developing and enforcing strict ethical standards, emphasizing a shared responsibility for ethical conduct.

These measures would communicate that the NCAA values accountability and is committed to providing a safe, fair, and equitable environment for collegiate athletes and stakeholders. Establishing independent oversight bodies or ethics committees with authority to enforce disciplinary measures can further reinforce trust and signal a genuine commitment to ethical governance.

Measures for College and University HR Departments

HR departments play a vital role in cultivating a culture of compliance and integrity. First, they should implement comprehensive ethics training and awareness programs for athletes, coaches, and staff, emphasizing ethical decision-making and the importance of reporting misconduct. Such training must be ongoing and reinforced through periodic assessments to ensure understanding and application.

Second, HR departments should establish secure, confidential whistleblower channels that protect individuals reporting unethical behavior. These channels should be accompanied by clear policies detailing protections against retaliation. By fostering an environment where ethical concerns can be raised without fear, colleges and universities can detect issues early and respond effectively, reducing the likelihood of misconduct escalating.

These measures are supported by research indicating that ongoing ethics training and protected reporting mechanisms significantly reduce misconduct (Ferrell et al., 2017). Implementing such strategies enhances organizational culture integrity and aligns with best practices in ethical compliance.

Conclusion

The scandals at Penn State, Ohio State, and the University of Alaska reveal critical shortcomings in the NCAA’s ethics and compliance programs, compounded by leadership failures. Effective prevention requires a proactive, transparent approach and a culture that prioritizes integrity over success. NCAA leadership must take decisive actions to rebuild trust, while colleges and universities should implement comprehensive ethics training and secure reporting mechanisms. Only through sustained commitment to ethical standards can collegiate athletics restore credibility and ensure a safe environment for all stakeholders.

References

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