A Comparison of Medical Ethics and Managerial Ethics in the Health Sector

<p>This multidisciplinary doctorate research draws on the disciplines of psychology and philosophy in its consideration and comparison of medical ethics and managerial ethics in the health sector. There is very little research which has compared the ethics of doctors and managers even though they work alongside each other in health organisations. Hence this thesis not only adds to the body of knowledge but also contributes a new perspective to applied ethics via the multidisciplinary approach. The empirical research was conducted in three phases. First, a pilot study which interviewed via the repertory grid method six doctors and managers from a Crown Health Enterprise (i.e. a public sector health provider organisation which manages a number of hospitals). Second, a series of repertory grid interviews conducted with nineteen doctors and managers from seven Crown Health Enterprises throughout New Zealand. In the third phase, the ethical constructs and role perceptions identified in the first and second phases were incorporated into a questionnaire which was distributed to 799 doctors and managers in three Crown Health Enterprises. The questionnaire posed a range of questions on role perceptions, ethical dilemmas faced, influences on ethically challenging decisions, ethical issues, and required respondents to rate an ethical manager, ethical doctor, unethical manager and unethical doctor on a range of constructs and rate which construct contributed the most to being an ethical manager and to being an ethical doctor. The main aim was to identify similarities and differences between doctors and managers. The questionnaire analysis revealed a complex three way interaction between doctor/manager raters and the ethical/unethical doctor/manager being rated. This interaction was best represented by seven of the bipolar constructs. Additionally it was found that a highly ethical doctor was seen as honest, focused on patients' best interests, and principled - has standards which are lived up to privately and publicly. The highly ethical manager was seen as honest, flexible and open to others' ideas, recognises and uses the skills of others for their good and the good of the health service, committed to and works hard for the public health service, and takes a long term/strategic view of issues and the wider implications of decisions. Overall it was concluded that the results showed that medical ethics and managerial ethics can be discussed within a general moral framework which allows for different priorities in each role. And that the fundamental difference in priorities between doctors and managers, lay in their basic role orientation - doctors focused on the patient, and managers focused on the organisation.</p>

A Comparison of Medical Ethics and Managerial Ethics in the Health Sector

<p>This multidisciplinary doctorate research draws on the disciplines of psychology and philosophy in its consideration and comparison of medical ethics and managerial ethics in the health sector. There is very little research which has compared the ethics of doctors and managers even though they work alongside each other in health organisations. Hence this thesis not only adds to the body of knowledge but also contributes a new perspective to applied ethics via the multidisciplinary approach. The empirical research was conducted in three phases. First, a pilot study which interviewed via the repertory grid method six doctors and managers from a Crown Health Enterprise (i.e. a public sector health provider organisation which manages a number of hospitals). Second, a series of repertory grid interviews conducted with nineteen doctors and managers from seven Crown Health Enterprises throughout New Zealand. In the third phase, the ethical constructs and role perceptions identified in the first and second phases were incorporated into a questionnaire which was distributed to 799 doctors and managers in three Crown Health Enterprises. The questionnaire posed a range of questions on role perceptions, ethical dilemmas faced, influences on ethically challenging decisions, ethical issues, and required respondents to rate an ethical manager, ethical doctor, unethical manager and unethical doctor on a range of constructs and rate which construct contributed the most to being an ethical manager and to being an ethical doctor. The main aim was to identify similarities and differences between doctors and managers. The questionnaire analysis revealed a complex three way interaction between doctor/manager raters and the ethical/unethical doctor/manager being rated. This interaction was best represented by seven of the bipolar constructs. Additionally it was found that a highly ethical doctor was seen as honest, focused on patients' best interests, and principled - has standards which are lived up to privately and publicly. The highly ethical manager was seen as honest, flexible and open to others' ideas, recognises and uses the skills of others for their good and the good of the health service, committed to and works hard for the public health service, and takes a long term/strategic view of issues and the wider implications of decisions. Overall it was concluded that the results showed that medical ethics and managerial ethics can be discussed within a general moral framework which allows for different priorities in each role. And that the fundamental difference in priorities between doctors and managers, lay in their basic role orientation - doctors focused on the patient, and managers focused on the organisation.</p>

The Rise and Fading Away of Charisma. Leadership Transition and Managerial Ethics in the Post-Soviet Media Holdings

This paper examines post-communist managerial ethics during the emergence and transition of charismatic leadership in two privately owned media holdings in Russia and Kyrgyzstan. These media holdings were bootstrapped in the 1990s and 2000s by people without management experience and connections. This paper argues that Weberian charismatic leadership was a necessary leadership style to start a private business for people without links to elite networks. However, once firms establish themselves on the market, charisma fades and yields itself to a legal-rational leadership style. In particular, the paper compares and contrasts the managerial ethics issues arising from the loyalty-based leader–follower relations in the charismatic leadership phase and the legal-rational phase of a firm’s development and maturation. While the legal-rational phase brings positive changes to workload management and employees’ rights for vacation and p/maternity leave, task delegation remains an unsolved issue. Ambiguous career advancement criteria of the legal-rational phase replace rapid career progression of junior and middle managers during the charismatic phase. By examining the dynamics of managerial ethics transformation, this study adds to the literature on post-communist leadership, management and governance. Recommendations are provided for privately owned firms on how to advance managerial ethics to attract and retain qualified talent.

ISLAMIC ETHICS, ISLAMIC LAW, AND THE PROPER MANAGERIAL BEHAVIOR

The paper is dedicated to two main issues, namely (1) the representation of general Islamic ethics, the analysis of its specific methodology of moral validation by referring to the Qur'an and Sunna, and its interconnectivity with the Islamic law – Shari’a, as well as to (2) presenting Islamic managerial ethics as a derivative from the general Islamic ethics when it comes to both building moral arguments and propagating the proper moral behavior by promoting moral virtues and normatively analyzing what is right and wrong in the particular business situation. Among the used methods, there was content analysis, comparable analysis, inference, and the evolution of the normative theories. Then, the very Islam-specific confluence of ethics and law is discussed. These data are presented and analyzed as a required context for proper understanding of applied ethics in Islam, and in the case of this paper – Islamic managerial ethics.

The Impact of Managerial Ethics on Job Performance - A Field Study in the Industrial Companies in Dhofar Region, Sultanate of Oman: أثر الأخلاقيات الإدارية على الأداء الوظيفي - دراسة ميدانية في الشركات الصناعية بمحافظة ظفار بسلطنة عمان

This study aimed to identify the impact of managerial ethics on job performance in the industrial companies in Dhofar region. The sample of the study consists of 120 employees who have administrative positions as per 40 questinnares per company, in Raysut Cement Company, Dhofar Power Company and Dhofar Feed Company. A total of 116 of them were valid for statistical analysis. The researchers used the analytical descriptive method since it is appropriate fot this type of the study. The most important results of the study are: There is statistically significant correlation between managerial ethics and job performance in the industrial companies in Dhofar region. In addition, the impact of organizational systems is the most managerial ethics that affects job performance, followed by organizational culture, while the effect of an individual's ethics came last. The most important recommendations of the study are: To spread and apply the culture of managerial ethics in these institutions among all employees and striving to accelerate the adoption of ethical codes as a fundamental pillar that is considered as the main objectives of the departments of the institutions.

Does Ethical Behavior of Management Influence Financial Reporting Quality?

This paper aims to examine the relationship between managerial ethics level and financial reporting quality mainly focusing on accounting conservatism. Recently, there has been evidence to support the argument that managerial ethics level can affect reporting quality in the business world. Hence, this paper seeks to compare both fraud and non-fraud firms in terms of their ethical practice in the business. Furthermore, this study provides a more realistic perspective by making a comparison with previous studies. To test the hypotheses, we chose 243 fraud firms and compared them with the same number of non-fraud firms listed in the KOSPI and KOSDAQ from 2005 to 2012. The analysis using two groups across the time horizon reveals that the measured values of accounting conservatism do not show any meaningful difference between fraud and non-fraud firms. Additionally, fraud firms have greater absolute discretionary accruals than their counterparts. This result suggests that fraud firms are more likely to manipulate their earnings than the non-fraud firms. Also, accruals quality of fraud firms is lower than that of non-fraud firms. The significance of the paper lies in the fact that we used different criteria to judge a company’s comparative ethics level.