Manual The Search for Meaning in Organizations: Seven Practical Questions for Ethical Managers

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Contents

  1. Complete Guide to Ethics Management: An Ethics Toolkit for Managers
  2. Ethical Leadership
  3. You are here
  4. Ethical Leadership Guide: Definition, Qualities, Pros & Cons, Examples | Cleverism

Complete Guide to Ethics Management: An Ethics Toolkit for Managers

Before a model can be utilized, leaders need to work through a set of steps to be sure they are bringing a comprehensive lens to handling ethical disputes or problems. Some initial analysis has to happen for leaders to truly understand where they need to bring in ethical principles. Leaders need to decide why an ethical decision needs to be made and the outcomes that are desired for the decision.

Consult Resources and Seek Assistance Leaders then need to work on developing a strategy using the resources and people around them. Whether it be qualified co-workers, HR professionals, or policies and handbooks set long ago, leaders need to gain clarity from other sources when creating a strategy to tackle the issue.

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Ethical Leadership

Think About the Lasting Effects While identifying the problem and seeking viable resources to help is the way to go, any advice for how to handle an issue should be filtered through the lens of how it will affect others. For instance, if there is an issue with employees getting to work on time, managers could install policies that change the time workers report, but if they are not careful, it may have a detrimental impact on other workers, and even clients.

Consider Regulations in Other Industries Regulations and standards that other companies have established can be a good starting point for developing ethical strategies. Leaders should take a look at how they handle specific issues that have come their way. Everyone does not always get it right percent of the time. Therefore, it is essential to see the good and bad side to become even more informed about a decision that should be made.

Decide on a Decision After consulting others and doing a bit of extra research, it is time for a final decision. Since the choice will likely impact many it is a good idea to create a proposal of what the issue is and how leaders plan to work with the team to solve it. If the problem is more personal and involves harassment of some kind, it is more appropriate to only deal with those involved and establish a plan of action to handle that particular situation.

However, for widespread ethical issues that have become a problem in the workplace, it is a good practice to bring decisions to the team at large. Implement and Evaluate This is where talk meets action. It is easy for people to research and create solutions to a problem, but when dealing with morality and ethics, it can be challenging to put it into action finally.

No one benefits from a plan that is not put into practice, so at some point, leaders need to facilitate the implementation of the ethical decision. Also, the application is not enough. Evaluation allows everyone to see how the approach is working out, and if there were some unintended consequences leaders did not foresee. Is the problem finally fixed? Did things get better or worse?

Analysis of this issue can help those involved figure out if the implementation was the appropriate response. While each situation may call for specific steps to come before others, this is a general process that leaders can use to approach ethical decision-making. We have talked about the approach; now it is time to discuss the lens that leaders can use to make the final decision that leads to implementation. It purposely leaves out anything related to making a profit so that leaders can focus on values instead of a potential impact on revenue.

The letters in PLUS each stand for a filter that leaders can use for decision-making:. These filters can even be applied to the process, so leaders have a clear ethical framework all along the way. Defining the problem automatically requires leaders to see if it is violating any of the PLUS ethical filters. It should also be used to assess the viability of any decisions that are being considered for implementation, and make a decision about whether the one that was chosen resolved the PLUS considerations questioned in the first step.

The Aging Life Care Professional should be aware of the power of the relationship when working with vulnerable populations who are at risk of exploitation. The Aging Life Care Professional should prepare for practice coverage in the event of an absence which may be temporary or permanent. Relationships between the Aging Life Care Professional and clients are terminated for a variety of reasons.

Aging Life Care Professionals are professionals with diverse educational backgrounds and skill sets. The Aging Life Care Professional should assist clients to make informed decisions about paid caregiver services. The Aging Life Care Professional serve clients by informing them of the range of available caregiver services and the implications of each option.

The Aging Life Care Professional who accepts decision-making authority on behalf of a client should do so only as a last resort and with extreme caution. Decision-making authority may include, but is not limited to, healthcare decisions and financial management. Providing services to clients under court jurisdiction adds a layer of complexity since each of the stakeholders have their own professional or personal perspectives. Participation in relevant continuing education programs will enable Aging Life Care Professionals to remain current in best practices and maintain a base of professional knowledge and skills in order to practice in a proficient and ethical manner.

Members in the Advanced category are required to meet the membership criteria and to hold one of the ALCA-approved certifications.

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Due to the varied backgrounds of members, certification is an independent method of verifying a basic level of professional practice. Certification provides the public with an objective criterion to evaluate Aging Life Care Professionals before they engage their services. All fees for Aging Life Care services are to be stated in written form and discussed with the person accepting responsibility for payment.

Billing is an integral part of the professional practice of Aging Life Care. To help manage expectations and prevent any misunderstandings regarding fees and services, billing practices should be provided and agreed to in writing. The Aging Life Care Professional has a responsibility to clearly communicate the nature of Aging Life Care and his or her areas of expertise in order to establish realistic expectations. The Aging Life Care Professional should provide full disclosure regarding business, professional or personal relationships when making referrals or recommendations.

Clients rely on Aging Life Care Professionals to provide them with reliable and objective information about resources. The Aging Life Care Professional should act with transparency and maintain a position of objectivity when making any recommendations for services to avoid the possibility of a conflict of interest.

Each Aging Life Care practice, no matter the size, should have a plan in place to address potential business disruptions. Circumstances beyond the control of the ALCP may arise which impact the functioning of the business. The Code of Ethics provides Accountability to our Clients ALCA members recognize diversity in our society and embrace a multi-cultural approach to support the worth, dignity, potential and uniqueness of each client. Education of Aging Life Care Professionals ALCA recognizes the diversity of the experience and education of its members and the needs of members for guidance in both their professional and business roles, and thus the Code of Ethics was developed to guide members in each of these roles.


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Loyalty and Responsibility An Aging Life Care Professional is trustworthy and dependable in all aspects of both professional and business relationships. Justice An Aging Life Care Professional behaves in a just and fair way in all professional and business relationships. Standard 1 - Identifying the Client Standard The primary client is the person whose care needs have initiated the referral to an Aging Life Care Professional.

Guidelines The primary client may not necessarily be the person who makes the initial contact or the person responsible for payment for services rendered. The Aging Life Care Professional should request assistance of peers, as needed, to help the client system find an acceptable solution when conflicts occur. Back to Table of Contents.

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Standard 2 - Promoting Self-Determination Standard Aging Life Care Professionals should promote self-determination of the primary client as appropriate within the context of their situation. If the primary client does not comprehend the factors involved in the decision-making process and, therefore, cannot make an informed decision, then the Aging Life Care Professional should see that all decisions concerning the primary client are made by the person s with the legal authority to do so.

The risks and benefits of all options are presented and understood. Due diligence must be exercised at all times to protect the confidentiality of this information.

Ethical Leadership Guide: Definition, Qualities, Pros & Cons, Examples | Cleverism

Guidelines The Aging Life Care Professional should consider all information in client records confidential. This pertains to active and inactive clients as well as closed cases. The Aging Life Care Professional should maintain a valid authorization to exchange information. The Aging Life Care Professional should use discretion when sharing client information with others.

The Aging Life Care Professional should not disclose identifying information when discussing clients for teaching, training or consultation purposes. The Aging Life Care Professional should explain to the client or designated decision maker that confidentiality may be waived if the Aging Life Care Professional believes it is necessary to protect the client from harming self or others.


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  • Business Ethics (Stanford Encyclopedia of Philosophy);
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  • Standard 4 - Communication Technology and Practice Standard: The Aging Life Care Professional should take precautions to mitigate the inherent risk of using electronic communications. Rationale Technology has enhanced the ability of the Aging Life Care Professional to communicate with clients and client systems.