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FOUR PRINCIPLES OF ETHICAL MANAGEMENT

The ‘Opal’ Principles

O penness	P erformance with Integrity
A ccountability	L eadership
A Statement of Principles	Geoff Hunt
Supporting Lectures Available	Contact: g.hunt@surrey.ac.uk

Background

Into the year 2000 we are seeing major change in UK organizational culture as evidenced by the Cadbury and Hampel Reports on Corporate Governance, the Nolan Committee Reports on the ethics of public office, the UK Government's report Governance of Public Bodies, the UK Public Interest Disclosure Bill, the incorporation of European Convention on Human Rights, the Fairness at Work legislation, various initiatives on workplace bullying (Anti-harassment bill; growth of anti-Bullying NGOs), the Institute of Management Code of Conduct, County Council codes of conduct, Anti-Fraud & Anti-Corruption Strategies of various bodies, Integrity-testing in the police service, the growth of ethics committees, and the development of social and ethical auditing and accounting (E.g. Institute of Ethical & Social Accountability), and the imminent UK Freedom of Information. A cultural revolution is under way in the UK- and not a day too early. How is senior and middle management in major public and private organisations responding to this? Is it being left behind? Here is our OPAL framework of principles. These are fleshed out in lectures which are available by contacting FTC. Feel free to use this framework free of charge - all we ask is that you acknowledge Freedom to Care (remember we are non-profit and entirely voluntary!).

OPENNESS

Statement of the principle:

Open management is that which facilitates honesty, transparency, timely and effective communication and sharing in decision-making and the avoidance of unnecessary secrecy, defensiveness and exclusion.

Themes:

• Presumption in favour of openness (i.e. give good reasons for not disclosing)
• Truthfulness
• Objectivity & Impartiality
• Facilitation of the Expression of Views
• Demonstration of Trust
• Active Communication / Informing in good time
• Respect Privacy / Confidentiality of Individuals
• Availability / Accessibility of managers
• High Visibility of managers and management

PERFORMANCE WITH INTEGRITY

Statement of the Principle:

Performance with integrity is the ability to perform the duties required of one’s role without sacrificing personal, professional or corporate integrity; but rather allowing that integrity to inform and mould the means and objectives of performance

Themes:

• Creating a challenging working environment
• Encouraging creativity
• Creating a culture of praise and recognition
• Dealing constructively with poor performance
• Avoiding ethical corner-cutting in pursuit of performance objectives and public relations
• The manager as guardian of the integrity of organisation
• Professional discretion

ACCOUNTABILITY

Statement of the principle:

Accountability is the preparedness to explain and justify individual and corporate acts and omissions to relevant stakeholders at appropriate times, and mechanisms by which this preparedness may be effected.

Themes:

• Openly accepting consequences (good or bad) of your managerial action
• Accepting responsibility to praise/reward good performance and deal with poor performance of own staff
• Communicate true value of staff to staff
• Declare interests / avoid conflicts of interest
• Avoid acting in discriminatory fashion
• Help develop and maintain organizational processes of accountability

LEADERSHIP

Statement of the Principle:

Leadership is providing direction and guidance to others through the force of personal example, sound judgment and courage - which in themselves command moral, ethical and professional respect.

Themes:

• Taking command without bullying
• Taking ownership and developing social capital
• Engagement with staff and all stakeholders
• Encouraging staff to take ownership
• Negotiating attitude to problem-solving
• Personal ownership of development of one’s skills, knowledge and attitudes
• Promoting a specific culture for your team
• Creating / encouraging / supporting empowerment
• Avoiding demeaning or de-valuing staff
• Respect conscience and integrity of subordinates

NOTE: This framework results in part from Geoff Hunt's involvement in an initiative of the Surrey Police Service , UK to consider its management style.