Ethical Leadership in Action - United Nations Public Administration ...
Ethical Leadership in Action - United Nations Public Administration ... Ethical Leadership in Action - United Nations Public Administration ...
• Senior managers should also take proactive action to update departmental guidelines and to plug system loopholes as soon as inadequacy or weakness is identified. Even those who are not directly involved in the formulation of departmental guidelines or improvement to control systems may also provide feedback on their adequacy, validity, applicability and effectiveness. Manager’s role in system control • Ensure that guidelines and control systems are operating without conflicts and contradictions • Propose improvement to departmental guidelines and control systems • Maintain proper control of resources • • Give quick and accurate responses to enquiries Monitor if the goals set are realistic and measure the progress • Inculcate a sense of self-discipline at all levels • Spot check the performance of staff, especially those undertaking outdoor work • Collect feedback from clients / contractors III. Implementation of Integrity Programmes • Training forms an important part of an integrity programme. • The main objectives of implementing integrity programmes are to: 36 • Improve staff’s understanding of the statutory provisions, the civil service integrity rules and values set by departments and the standards expected of staff;
Action • Enhance staff’s awareness of the importance of upholding a high standard of civil service integrity; and • Generate open discussion so that colleagues can exchange shared values. • Sessions on integrity should be included in induction and refresher courses, especially for those taking up supervisory posts. • The focus of integrity training should be on enhancing staff’s understanding of the importance of integrity and ethics and practical work issues such as dealing with ethical dilemmas and conflict of interest. IV. Sustaining Integrity Promotion Efforts • One effective means to nurture an ethical culture is the setting up of an integrity promotion committee, to be chaired by a senior officer of the department, to sustain the positive atmosphere and the impact created by integrity programmes. Subject to the needs of the department, the integrity promotion committee may have sub-committees focusing on specific areas of work. • An example of the proposed integrity promotion committee is the Steering Committee of the Force Anti- Corruption Strategy (FACS) of the Hong Kong Police Force. • An integrity promotion committee of such kind has the following benefits: • Facilitate the formulation, implementation, monitoring and review of long and short-term policies and strategies of promoting integrity and reducing corruption and malpractice; and 37 • Send a clear and strong signal to staff that the department is committed to promoting integrity and combating corruption and malpractice in the long run.
- Page 1 and 2: Ethical Leadership in Action Handbo
- Page 3 and 4: The Challenges Awareness Ahead Aler
- Page 5 and 6: The Challenges Ahead The Growing Im
- Page 7 and 8: Awareness Alert your staff to to th
- Page 9 and 10: Awareness 1. Section 3 It is a very
- Page 11 and 12: Awareness Loans of Money Status of
- Page 13 and 14: Awareness • Listed below is the s
- Page 15 and 16: Awareness 3. Section 10 It is the s
- Page 17 and 18: Awareness Checklist for Managers
- Page 19 and 20: Awareness • An officer investing
- Page 21 and 22: Awareness Checklist for Managers
- Page 23 and 24: Awareness Checklist for Managers
- Page 25 and 26: Corruption and malpractice are risk
- Page 27 and 28: II. Checks and Balances • Checks
- Page 29 and 30: Awareness Action Alert Convey your
- Page 31: Action II. Exercising Monitoring an
- Page 35 and 36: Action V. Aligning the People and t
- Page 37 and 38: List of relevant CSB Circulars, CSR
• Senior managers should also take proactive action to<br />
update departmental guidel<strong>in</strong>es and to plug system<br />
loopholes as soon as <strong>in</strong>adequacy or weakness is<br />
identified. Even those who are not directly <strong>in</strong>volved<br />
<strong>in</strong> the formulation of departmental guidel<strong>in</strong>es or<br />
improvement to control systems may also provide<br />
feedback on their adequacy, validity, applicability and<br />
effectiveness.<br />
Manager’s role <strong>in</strong> system control<br />
• Ensure that guidel<strong>in</strong>es and control systems are<br />
operat<strong>in</strong>g without conflicts and contradictions<br />
•<br />
Propose improvement to departmental guidel<strong>in</strong>es<br />
and control systems<br />
• Ma<strong>in</strong>ta<strong>in</strong> proper control of resources<br />
•<br />
•<br />
Give quick and accurate responses to enquiries<br />
Monitor if the goals set are realistic and measure<br />
the progress<br />
• Inculcate a sense of self-discipl<strong>in</strong>e at all levels<br />
•<br />
Spot check the performance of staff, especially<br />
those undertak<strong>in</strong>g outdoor work<br />
• Collect feedback from clients / contractors<br />
III. Implementation of Integrity Programmes<br />
• Tra<strong>in</strong><strong>in</strong>g forms an important part of an <strong>in</strong>tegrity<br />
programme.<br />
• The ma<strong>in</strong> objectives of implement<strong>in</strong>g <strong>in</strong>tegrity<br />
programmes are to:<br />
36<br />
• Improve staff’s understand<strong>in</strong>g of the statutory<br />
provisions, the civil service <strong>in</strong>tegrity rules and<br />
values set by departments and the standards<br />
expected of staff;
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