4.1 Moral Characteristics in Employees and Superiors Health Discussion
Question Description
My course is Ethics of Healthcare – Master of Health Administration.
a. Directly posting their own responses as answers to the questions below. Write in no more than 600 words but no less than 500 words.
1. Identify the moral characteristics you would like to see in employees. What moral characteristics would you like to see in superiors?
2. Go to the ACHE website and study the ACHE Code of Ethics and share your thoughts
3. Think about your future as an ethics-based administrator/clinician. What advice would you give to yourself so that you can be an administrator/clinician who practices with ethics?
b. Reply to at least one classmate in no more than 200 words but no less than 150 words.
Reply to my classmate Discussion:
1) I want employees and coworkers to have integrity and sense of personal morality. If I were a supervisor or held a higher managerial role, I wouldn’t want employees to be “yes men”. I would want employees who speak up and against unethical practices and behaviors. I want employees who take personal responsibility to addressing issues, not just complaining about them, but being proactive in solving them or elevating the issue to those who can solve it. I don’t want employees who believe certain things “aren’t their job”. Ethical behavior and practices are everyone’s job. If an employee sees a supervisor acting unethically or remotely questionably, I would expect them to act accordingly by reporting the behavior, and vice versa for supervisor to employee. I want employees to have principles they stand by. Even if their principles don’t align with mine or they feel more strongly for a principle than I do, I would prefer that over someone who doesn’t feel connected to a cause or principle or who is so indifferent that they feel no particular way regarding anything. I would want employees to be able to say “no”, employees who can justify why they think something is right or wrong, and employees who have the confidence to stand up for themselves and for others.
Many of the traits I would expect to see in supervisors are identical to traits I expect to see in employees. After all, many supervisors were promoted from employees by displaying exceptional leadership and exceeding expectations pertaining to their job function. Leadership is the main trait. A supervisor should lead by example. Supervisory roles are not that distant from their line-work employees, supervisors should be able to assist their employees when needed and should do so willingly. Supervisors shouldn’t feel superior to employees and take advantage of their authority. Supervisors should illustrate traits of justice, fairness, persistence, honesty, integrity, and the ability to inspire and encourage these traits in others. A supervisor or any managerial role would have the willingness to talk about their flaws, how they can address them, and a willingness to change over time.
2) The ACHE Code of Ethics is a mechanism for knowing the standards and practices of the healthcare leadership profession. The ACHE CoE states the ethical duties and obligations of a healthcare administrator. The ACHE, being one of the foremost organizations in health leadership, has the authority to issue a ethical code illustrating the responsibility demands of an ethical healthcare leader.
I found the ACHE CoE to be all-encompassing but vague enough, so people can draw their own conclusions about what ethics means to them and define their own judgments. If the CoE was too strict or detailed, it would appear legalistic and no longer voluntary. The Cof balances specificity, ambiguity, and flexibility in a way that healthcare leaders can regulate themselves and define their own set of moral principles and professional standards. I believe many of the areas are self-explanatory but sometimes it is necessary to be reminded or to see them in a new light. The ACHE CoE is an essential guideline for all current and prospective healthcare leaders, employees, and even patients.
3) Do not be reactive. Take the time to investigate and collect all information and data. Do not make a rushed decision, jump to conclusions, or rely on inherent biases. Do everything in your power to better understand a situation.
Maintain unwavering conviction and principles. There will be many instances where your convictions and principles will be challenged. Other people will attempt to persuade you to overlook your principles “this one time”. You will be tempted or even forced to act in an opposite manner. There are times when it may be difficult to maintain moral integrity, especially when enticed by financial or career gains. It may be difficult not to compromise your moral integrity in a competitive world where other people easily give in or give up on their principles. Not everyone will act the same way and some people will happily trade their integrity for a