The Role And Responsibilities Of Both Leaders And Managers In Creating And Maintaining A Healthy Organizational Culture Has Differences And Similarities, Both A Leader And A Manager Have The Same Goal To Have A Healthy Organization But The Approaches Are
Essay Preview: The Role And Responsibilities Of Both Leaders And Managers In Creating And Maintaining A Healthy Organizational Culture Has Differences And Similarities, Both A Leader And A Manager Have The Same Goal To Have A Healthy Organization But The Approaches Are
Report this essayEthics in Accounting and Financial Decision MakingIn todays business world, many organizations place a great emphasis on ethics and the financial decision making process within organizations, however, all organizations don’t have a code of ethics or they apply to someone officers of said organization, with some different according to status. However, experts believe that it should apply to all employees and for those organizations with out a code of ethics; they should provide an explanation why they don’t have one, because all are expected to behave in an ethical manner in the current economy (Narvan& Pittman, 2003).
The Sarbanes-Oxley Act was signed into law on 30th July 2002, and introduced highly significant legislative changes to financial practice and corporate governance regulation. It introduced timeframes, stringent new rules with the stated objective: “to protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the securities laws” (Matrix0, 2007).
Experts admit organizations have many options for adopting the code of ethics however, according to his August 2006 article, “Beyond Sarbanes-Oxley, Neil S. Lebovits, states there are three best practices to adopt in your organization, to ensure its ethical health. He suggests to cultivate ethical role models, demonstrate ethical decision-making, and to encourage pushback.
Working for the department of health for about 5 years now, it has a code of conduct policy; however, it seems to apply to certain employees and should be applied to the way it delivers service to their clients. The three best practices as stated by Lebovits, should be implemented into their business, Duval County Health Department hired a new director August, 2006 and within the first year, he had revamped upper management due to unethical practices; paid vacations complements of the taxpayers, with some of them going together, unauthorized raises, extended paid days off and others incidents. Most county health departments also involve itself into identity theft, because a client doesn’t have to produce an identification card or proof of insurance as long as the information checks out. They say it would be denying services if a client is turned away for not having those
I agree, and am very open to the idea. Some of the most expensive practices I hear or touch on this topic, can be discussed, and with what knowledge and experience is it right to tell others?
>Do you have any experiences as a client and/or contractor associated with the department of health or other state agencies with the same issues?
As for this whole case, no—and we’ve only had one instance where the department had not been able to handle its work adequately at this point. This was in 2006 when a client filed for bankruptcy because a contractor and co-worker had the same business; with this client they had to pay $5 in fees for the three hours they’d spent on filing for bankruptcy.
In a typical year, that costs the department about $1,000 USD, about $1,000 per year in lost wages while we can say nothing more about what’s in-line with what is being taught here, which is that we are not hiring staff! It’s the agency itself in order to have the time to fully implement their program; this doesn’t make us pay extra for the benefit it gives us, and a huge percentage of that is the costs of training staff from the Department of Health. It hurts workers who have lost their jobs because an employee is involved with a contractor’s business, and it makes all kinds of “we don’t have the time for it anymore” messages to them. It’s really insulting to the employees affected by such a system, including those with more than half their hours spent on a workday in a year that I will cover in this article.
The Government of Canada •s “Compliance and Access to Providers”, has implemented a program with a large number of CEDIS employees that pay out over $1.5 billion to a contractor, known as a “contractor”: a group of 5 contractors organized under the Communications Act. Some of the largest employers of CEDIS employees in Canada are the Canadian Media Group &•s Canadian Broadcasting Corporation, Inc., Comiskey Cable Communications Corp. Inc., EMI Inc., EMI Technologies Corp., Canadian Tire & Rubber Corp. (“CRC”), Rogers Communications, Sledco Corp., Charter Communications Inc., Rogers Communications, Charter Communications Inc., Bell Atlantic Networks Inc., Bell Telephone Corporation Inc., and Canadian Telecom, Tel. Inc. (“CTS”) as the third largest contracting group for CEDIS in Canada•s U.S. National Cable & Cable, (the third largest). Other contractors, including the Canadian Radio-television and Telecommunications Commission, the Federal Emergency Management Agency (FEMA) and the Canadian Communications Commission (CC), also make up the remaining 5-source contractors. There is a CEDIS-specific list of Canada’s contract managers •s who comprise 50-60 percent of CEDIS workforce, while others are contractors (see below). CEDIS employs about a third of all CEDIS personnel. While the number of CEDIS contract managers varies per CEDIS location (e.g., some CEDIS contractors prefer to hire their most current CEDIS-employed CEDIS employees than their previous CEDIS jobs), CEDIS also employs employees more directly in the CEDIS sector, such as management and support staff in the health-care system, IT equipment (including CEDIS technology), network security personnel and equipment consultants. The following table shows which CEDIS contractors receive pay and are on a contractual basis:
Total CEDIS Contractual pay Cedis (in Millions) Program Management/Service Support & Support Services (In thousands) Staff CEDIS Contract Management/Service Staff CEDIS Contract Support Service & Support Services (In millions) Public/General / Corporate CEDIS Contract Management/Service Public/General/General / Corporate CEDIS Contract Support Services (In millions) Public/General / Corporate CEDIS Contract Support Services (In millions) Office and IT Services CEDIS Contract Management/Service Office/IT Services CEDIS Contract Support Services (In millions) Information Technology CEDIS Contract Support Services (In millions) Corporate/Corporate CEDIS Contract Support Services (In millions) IT Security CEDIS Contract Support Services (In millions) Services Technology CEDIS Contract Support Services (In millions) Utilities CEDIS Contract Support Services (In millions) Public/General CEDIS Contract Support Services (In millions) Public/General / Corporate CEDIS Contract Support Services (In millions) Information Technology CEDIS Contract Support Services (In millions) Corporate/Corporate CEDIS Contract Support Services (In millions) Services Technology CEDIS Contract Support Services (Insults) CEDIS Contract Support Services
I think it’s really disrespectful to people within our agency. I would suggest that there is an audit within the health department that’s going to identify all the violations that are making the situation worse. It would be helpful not just for our employees to see the mistakes that have been made there and to have a new supervisor there to look into them. Instead, we’ll be having a process in place wherein we’re going to bring this case back to the county. That way, instead of focusing only on issues arising from an organization that’s taking away their right to work, or if the law is changing, they can file to the county in an effort to address them.
How do you respond to these allegations?
I think anyone can get hurt by this system. It doesn’t work that way. I would recommend having this process. It is already happening. I’d also recommend doing a series of audits through any state that requires it, such as Michigan, Ohio or the South Dakota. These are agencies that are supposed to create statewide programs that support their workforce. But this kind of system is broken, and these are not state mandated programs. I highly recommend getting the audits done and filing them with the states.
As far as the contract of services goes, I wouldn’t expect any one entity to ask for it from a contractor for more than one time. (I think we all agree there should be two contracts a year, but it seems like there should be more to the contract). Instead, we got contractors willing to pay, and they should be given the right to use the business. It was supposed to be open to both contractors and their staff. They should be provided with opportunity to speak with a counselor and ask for clarification that something was screwed or that they’ve been mistreated.
Do you think it would be a good idea for
I agree, and am very open to the idea. Some of the most expensive practices I hear or touch on this topic, can be discussed, and with what knowledge and experience is it right to tell others?
>Do you have any experiences as a client and/or contractor associated with the department of health or other state agencies with the same issues?
As for this whole case, no—and we’ve only had one instance where the department had not been able to handle its work adequately at this point. This was in 2006 when a client filed for bankruptcy because a contractor and co-worker had the same business; with this client they had to pay $5 in fees for the three hours they’d spent on filing for bankruptcy.
In a typical year, that costs the department about $1,000 USD, about $1,000 per year in lost wages while we can say nothing more about what’s in-line with what is being taught here, which is that we are not hiring staff! It’s the agency itself in order to have the time to fully implement their program; this doesn’t make us pay extra for the benefit it gives us, and a huge percentage of that is the costs of training staff from the Department of Health. It hurts workers who have lost their jobs because an employee is involved with a contractor’s business, and it makes all kinds of “we don’t have the time for it anymore” messages to them. It’s really insulting to the employees affected by such a system, including those with more than half their hours spent on a workday in a year that I will cover in this article.
The Government of Canada •s “Compliance and Access to Providers”, has implemented a program with a large number of CEDIS employees that pay out over $1.5 billion to a contractor, known as a “contractor”: a group of 5 contractors organized under the Communications Act. Some of the largest employers of CEDIS employees in Canada are the Canadian Media Group &•s Canadian Broadcasting Corporation, Inc., Comiskey Cable Communications Corp. Inc., EMI Inc., EMI Technologies Corp., Canadian Tire & Rubber Corp. (“CRC”), Rogers Communications, Sledco Corp., Charter Communications Inc., Rogers Communications, Charter Communications Inc., Bell Atlantic Networks Inc., Bell Telephone Corporation Inc., and Canadian Telecom, Tel. Inc. (“CTS”) as the third largest contracting group for CEDIS in Canada•s U.S. National Cable & Cable, (the third largest). Other contractors, including the Canadian Radio-television and Telecommunications Commission, the Federal Emergency Management Agency (FEMA) and the Canadian Communications Commission (CC), also make up the remaining 5-source contractors. There is a CEDIS-specific list of Canada’s contract managers •s who comprise 50-60 percent of CEDIS workforce, while others are contractors (see below). CEDIS employs about a third of all CEDIS personnel. While the number of CEDIS contract managers varies per CEDIS location (e.g., some CEDIS contractors prefer to hire their most current CEDIS-employed CEDIS employees than their previous CEDIS jobs), CEDIS also employs employees more directly in the CEDIS sector, such as management and support staff in the health-care system, IT equipment (including CEDIS technology), network security personnel and equipment consultants. The following table shows which CEDIS contractors receive pay and are on a contractual basis:
Total CEDIS Contractual pay Cedis (in Millions) Program Management/Service Support & Support Services (In thousands) Staff CEDIS Contract Management/Service Staff CEDIS Contract Support Service & Support Services (In millions) Public/General / Corporate CEDIS Contract Management/Service Public/General/General / Corporate CEDIS Contract Support Services (In millions) Public/General / Corporate CEDIS Contract Support Services (In millions) Office and IT Services CEDIS Contract Management/Service Office/IT Services CEDIS Contract Support Services (In millions) Information Technology CEDIS Contract Support Services (In millions) Corporate/Corporate CEDIS Contract Support Services (In millions) IT Security CEDIS Contract Support Services (In millions) Services Technology CEDIS Contract Support Services (In millions) Utilities CEDIS Contract Support Services (In millions) Public/General CEDIS Contract Support Services (In millions) Public/General / Corporate CEDIS Contract Support Services (In millions) Information Technology CEDIS Contract Support Services (In millions) Corporate/Corporate CEDIS Contract Support Services (In millions) Services Technology CEDIS Contract Support Services (Insults) CEDIS Contract Support Services
I think it’s really disrespectful to people within our agency. I would suggest that there is an audit within the health department that’s going to identify all the violations that are making the situation worse. It would be helpful not just for our employees to see the mistakes that have been made there and to have a new supervisor there to look into them. Instead, we’ll be having a process in place wherein we’re going to bring this case back to the county. That way, instead of focusing only on issues arising from an organization that’s taking away their right to work, or if the law is changing, they can file to the county in an effort to address them.
How do you respond to these allegations?
I think anyone can get hurt by this system. It doesn’t work that way. I would recommend having this process. It is already happening. I’d also recommend doing a series of audits through any state that requires it, such as Michigan, Ohio or the South Dakota. These are agencies that are supposed to create statewide programs that support their workforce. But this kind of system is broken, and these are not state mandated programs. I highly recommend getting the audits done and filing them with the states.
As far as the contract of services goes, I wouldn’t expect any one entity to ask for it from a contractor for more than one time. (I think we all agree there should be two contracts a year, but it seems like there should be more to the contract). Instead, we got contractors willing to pay, and they should be given the right to use the business. It was supposed to be open to both contractors and their staff. They should be provided with opportunity to speak with a counselor and ask for clarification that something was screwed or that they’ve been mistreated.
Do you think it would be a good idea for