Organizational Integrity

Author(s):  
Carsten Stark
2017 ◽  
Vol 3 (2) ◽  
pp. 272
Author(s):  
Yousef Hajim Al-Taie ◽  
Darwn Faraidun Abdulla ◽  
Wrya Najm Rasheed

The ethical  leadership is considered as one of the most  vital  practices , leadership styles and as an aspects of appropriate behavior to build organizational social relationships between the human capital in organization and its outside , and characterized their relationship by two-way , between the superior and subordinate from one way and  between them and the society on the other hand, in order to focus on strengthen relations processes and the appropriate decision making  in accordance with the behaviors of ethical  leadership Which focuses in its philosophy on credibility, trust and justice in the distribution of decision-making among individuals, and the most important thing that  individuals need is to encourage ethical values that limit the behavior of perverse action or negative behavior, and whenever  the leadership does ethically, they may  led to achieve organizational integrity, which emphasizes its philosophy to avoid negative behaviors or illegal and adhere by the behavior rules and ethical discipline  that would limit from the behavior of deviant corruption or rooted in the organizations. Organizational integrity it deliberated as the most significant aspects of the development of organizations in the third millennium, which focuses socially on the forces of work and highlight the positive side of the Organization activities and educating and training of individuals on such those kind of actions, taking into consideration its impact on the external environment and adherence to ethical standards and principles that they have a mental acceptance. Therefore, it can be said that through ethical leadership and organizational integrity, organizations can reduce the spread of administrative corruption and eliminate its nutrients and incubators by fostering a culture of ethical leadership and working with the principles of organizational integrity within the wholly organization. Hence, the current study focused on the three key variables.  The independent variable is the ethical leadership, according to the model of (Sajefert et al..2016), with its dimension which includes (Justice, ethical principles, orientation towards individuals, separation between authorities, classification and anxiety bearing), while the mediator variable is the organizational integrity which were applied based on the model of (Moon & Hamition: 2013), which its sub-dimensions consists of  (critical task, supervision, focus on the process, focus on efficiency, human resource, trust, learning and improvement, change management). However,  the dependent variable of our study is nutrients of administrative corruption including  the dimensions, which have been obtained from the preliminary study of a number of experts and academics, as identified as more than twenty dimensions and  then the following dimensions, which have been got the agreement between most of the experts, are  (mortal routine, job Infiltration during work, career lazing, partisan interest, multiple control points, lack Importance in specialization, carelessness, lack of commitment, lack of knowledge of the profession ethics, Competencies and incompetence Conflict, the lack of strict laws and regulations, linking salary to productivity). Questionnaires were designed and which have been pre-tested for data collection and measurements were developed using a random sampling method. The questionnaires were distributed for the sample of 70 employees in three important departments in Najaf Governorate (Tax Department, State Real Estate Department and Registration Department) to be a part of the current study. Numerical statistical methods were applied, including mean, standard deviation, percent weight, C.V, and simple and multiple linear regressions using SMART PLS program. The results showed a positive correlation among the three variables in varying proportions. Based on the results of the current study, a number of recommendations were suggested to strengthen the importance of ethical leadership in achieving organizational integrity as well as to reduce the spread of administrative corruption and eliminate its nutrients and incubators in other organizations.


2021 ◽  
pp. 94-99
Author(s):  
V. A. Sichevliuk

The article discusses the interrelation between theoretical concepts of jurisprudence and legal practice on the exampleof the category «legal subjectity». With an indication of real practical situations, the necessity of implementing the relevant theoretical achievements of legal science in the standards of practical legal activity is justified. It is noted that at the level of practice the integral content of legal categories, principles and other theoretical concepts of jurisprudence is inevitably operationalized and takes the form of terms. At the same time, the requirement for the unambiguity of the latter creates a constant need for practice in interpreting their content. The correct interpretation of the terms involves a combination of the achievements of theory and practical experience. Deviation from this rule leads to errors in terminology and mistakes in the interpretation of law. Attention is drawn to the need of using in the texts of judicial, administrative, contractual, and other documents the correct wording on the legal subjectity of separated units and governing bodies of legal entities. The contradictions of the notion of «complex legal entity» are also highlighted. Examples are given of how the legislative acts of Ukraine in some cases do not correspond to the basic principles of the legal entity institution, allowing the existence in the internal organizational space of legal entities of other legal entities. It is emphasized that this status of structural subdivisions of organizations and public authorities contradicts the need to ensure their organizational integrity as subjects of law, endowed with a complete kind of legal subjectity, namely «personal legal subjectity». Keywords: theoretical concepts of jurisprudence, category «legal subjectity», legal entity, personal legal subjectity, structural division of a legal entity.


Author(s):  
Jacob Dahl Rendtorff

With a focus on the role of integrity in relation to business ethics versus economic strategy, this chapter contains following sections: 1) the concept of organizational integrity as a moral notion as it is described in the work of Lynn-Sharp Paine on organizational integrity, 2) the concept of integrity as an economic notion as it is described in the recent work of Michael Jensen—this section discusses recent efforts in the business economics literature to consider integrity as an important notion of strategy—, 3) Paine contra Jensen: a virtue or a workability concept of integrity—here, the authors discuss the basic dilemmas and problems of integrating integrity, economic performance, and strategy in the perspective of the two theories about integrity of Paine and Jensen.


2018 ◽  
Vol 48 (8) ◽  
pp. 872-885 ◽  
Author(s):  
Anthony D. Molina

An organizational integrity system consists of the range of institutions, policies, actors, and practices that are meant to promote the integrity of an organization. These include compliance-based mechanisms, values-based mechanisms, and the informal day-to-day practices that contribute to its ethical climate. Crucially, the way in which these various elements of the system interact can have the effect of either mitigating or exacerbating an organization’s vulnerability to integrity violations. This research draws on insights from the field of behavioral ethics to highlight the manner in which a systems approach can aid in assessing and managing the factors that contribute to organizational integrity risks. Along these lines, the integrity system of the U.S. Department of Veterans Affairs (VA) is analyzed, with particular emphasis on a case study of the events surrounding the so-called 2014 waitlist scandal. On one hand, the VA has an elaborate integrity system consisting of conceptually well-designed compliance and values-based mechanisms, especially with respect to its award-winning IntegratedEthics program. On the other hand, certain policies and practices within the VA, as well as a number of external pressures outside its control, had the effect of undermining these formal elements of the system. Consequently, the case of the 2014 VA waitlist scandal appears to have been a perfect storm of integrity risk factors that illustrates the importance of taking a systems approach to managing organizational integrity risks.


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