YD+Orgs+and+Environments


 * EXAMPLE:**
 * Youth Development Organizations & Their Environments**


 * //NOTE:// This is an example of a group wiki effort based on the questions for week 1. Use this as a guide for completing your group's wiki assignments each week!**

__**GROUP 1:**__ Based on your understanding of the readings, develop answers to the following queries. In all cases, don't just answer the questions from the text. Describe, analyze, and provide examples from both the readings AND personal, real-world experience to support your answers! Your group should complete your synthesis by **11:59pm on Sunday, October 28.**

**1**. **What do Bolman & Deal (2008) have to say about the reasons why humans organize, and what are some of the key drawbacks of organized activity? What is the "curse of cluelessness"?**

Humans organize ideas into categories, or frames, at times due to the fact that they misinterpret information, the information they are getting is fuzzy, or information is hard to get. Instead of organizing misinterpreted information, it is important to reframe, or adapt to presented information instead of organizing incorrectly. Bolman & Deal (2008) introduce reframing as their prescription for understanding things, while utilizing information found through different lenses or perspectives.

Bolman & Deal (2008) give an example with Home Depot hiring Bob Nardelli as CEO in late 2000 to follow free-spirited founders who had successfully promoted "Make love to the customers." Nardelli revamped Home Depot with command-and-control managment, discipline, and metrics. After an early increase in profits Home Depot started seeing a steady decline in employee morale and customer satisfaction. Long story short, Nardelli came in and changed what had made Home Depot a success in the past. As Bolman & Deal (2008) show Nardelli was a victim of not seeing the complete picture, but just and incomplete or distorted picture. While very organized, Home Depot did not keep its employee's and customer's needs and happiness in mind. Nardelli continued to insist to board members and shareholders that his system was working, and all was well. He ended up leaving Home Depot in 2007. Good example and tie to the reading! Does this ever happen in our organizations within the human services sector? (BB)

While seeking to succeed, organizations may produce unintentional consequences, impacting the consumers or clients in a negative manner, as seen in recent recalls of cantaloupe or over-the-counter medications. As the authors share, sometimes leaders within organizations "seem hard-pressed to manage organizations so that their virtues exceed their vices" (Bolman & Deal, 2008, p. 7). In these cases, organized activity has a drawback of potentially harming or hindering the experience of the people, by creating frustrations and a lack of consistency.

The Curse of Cluelessness is when someone’s image of a situation is wrong, which in turn makes that person’s actions also wrong. Not knowing that their image is wrong however, the person insists their system is correct like in the Nardelli example above. Several times in our text, Bolman & Deal (2008) use the saying "lost at sea" to highlight when an individual's sense-making efforts fail. Good catch! (BB)

When working with youth, leaders may find themselves handling situations with youth who see their point of view as being the "right" side of the issue. Oftentimes, a mediation session may allow youth to vocalize the issues that they are perceiving or simply share their thoughts that are "correct" and then they can be presented with information from another person who may not see everything in the same manner. In this way, they are shown a greater picture than they had known, potentially suppressing the curse of cluelessness and changing behaviors or thoughts. For instance, in one situation, a young lady was convinced that her apartment mate was breaking the guest policy by having her friend at the apartment every day. She became frustrated and began having her guests stay overnight more than the allotted days, therefore breaking a policy. In reality, her friend had not broken a rule, but her view of the situation caused her reactions to go against the exact policy that she had first questioned. An interesting point - we tend to see things through our own lenses / from our own perspectives - engaging in productive and meaningful dialogue can help get multiple perspectives (BB)

This could also be compared to an organizations misinterpreting information and allowing the information to dictate behaviors that may not accurately meet the true needs of the community.

**2. How keen do B&D seem to be regarding our track record for improving and changing organizations? According to the authors, what are some of the "tried and true" change strategies that have been adopted, and what are the typical results?**

Bolman & Deal (2008) begin Chapter 1 by prefacing that many managers are clueless about the problems in their organizations. Geared toward success, these managers find it hard to see the pitfalls in their own plan. Simply put, not seeing the entire picture of the well-being of the organization is a great weakness, and all too often, organizations fail. In some cases, like Enron, organizations are hurt beyond repair due to this negligent oversight. In other cases, organizations make a great attempt to resolve their company’s problems. Typically, there are two common approaches to restructuring organizations: hire **new management** or hire **consultants**. In these cases, we find that new managers are not often armed with the information they need to solve a problem so threatening to an organization. When new management is deemed unhelpful, consultants are hired. Consultants tend to cost a lot of money, and sometimes do more harm than good. After gaining guidance and trying to implement strategies or changing an organization in some manner, organizations must be mindful of the consequences and potential implementation issues that may arise. The authors shared that if efforts on the part of the management or consultants fail, government agencies are often called upon via legislation, policies, and regulations (Bolman & Deal, 2008, p 9). Oftentimes, efforts are costly in comparison to the benefits reaped by said organization. By learning and understanding framing concepts, organizations and their leaders arm themselves against potential risks. This idea of not having enough information - or not being able to see the "big picture" (i.e. getting too focused on our own micro-situations) is a real theme in B&D. (BB)

**3. The crux of B&D's book is about the power of "framing" and "reframing". What do these terms mean? Describe the "Four Frames" approach to organizational improvement that B&D talk about in Chapter 1. What do the authors mean when they talk about "multi-frame" thinking?**


 * Frames** can best be described as “mental shortcuts”. Framing is a cognitive process that allows us to make assessments quickly based on prior knowledge. These “frames” help us shape ideas about the world around us. **Reframing** is stepping outside of preconceived frames, reassessing the situation, and changing the context of the environment. The text provides an excellent example of when a woman reframed a situation. A burglar had entered her home during a dinner party with the intention to rob the guests. Rather than panic, she invited the burglar to have a glass of wine with the group. At the end of the night, everyone was safe, no one had been robbed, and the burglar exited the front door like a guest. The entire context of the situation had changed as a result of reframing. This concept can serve as a tool for leaders, as they may need to shifts points of view in various situations within an organization. **Multi-framing** is the concept of using more than one or all of the conceptual frames for developing an organization. Bolman & Deal (2008) explain that this can deepen one’s appreciation and understanding of an organization. YES! (BB)

There are **four frames** that we often find organizations fitting themselves into:


 * **Structural**- Perceiving an organization as a factory, this frame is constructed around technology, architecture, goals, structure, and formal relationships. Responsibilities are specialized and segregated and systems operate around rules, policies, and procedures. Similar to an assembly line. The conflict in these organizations is that they tend not to evolve according to circumstances and often requires a restructure to stay current.
 * **Human resource**- This frame creates a family environment within the organization. Workers are extended family and there is a great focus on emotional wellbeing and job satisfaction. The challenge is tailoring the organization to each individual’s needs and specific skills to keep all employees happy.
 * **Political-**The political frame is compared to the jungle, where success is the “survival of the fittest”. Conflict is high in this work environment because there is competition among workers for scarce resources. The problem in this work environment is that sometimes power is too concentrated in the wrong places, or it is so dispersed among other employees that nothing gets done. A strong mission and agenda need to be developed and aligned with an organized and qualified leading board.
 * **Symbolic-** This frame can compare organizations to temples or carnivals. In this aspect, organizational culture is formed around symbols, heroes, and myths rather than rules, hierarchy, and guidelines. This environment creates a general experience for the consumer. In this culture, employees have a “role”, like a part in a play, instead of rigid responsibilities. When the employee does not present their character with a certain enthusiasm, the consumer experience loses its majesty.

**4. In Chapter 2, B&D use the example of the tragedy of Sept. 11, 2011 to help us understand why systems and organizations often fail. In so doing, they draw out a number of fallacies in organizational thinking. What are some of the falsehoods that people often use to explain organizational and systems failure?**

There are three falsehoods that people often use to explain organizational and systems failure: blaming people, blaming bureaucracy, and thirsting for power. When looking to blame people, individual blunders result from individuals having "bad attitudes, abrasive personalities, neurotic tendencies, stupidity, or incompetence" (Bolman & Deal, 2008, p. 25). Unfortunately, when organizations seek out an individual to blame, the organization as a whole may have long-lasting issues, as a larger system failure may have been oversimplified within the social context. When seeking to blame the bureaucracy, there may have been issues due to a lack of clear goals or roles, or being stifled by set rules or policies. With a tighter grasp of the freedoms an organization has, having flexibility may not feel possible and a sense of rigidity may become overwhelming. Additionally, problems may be attributed to a thirst for power, as organization each vie for more resources and superiority amongst competitors. These are individuals’ ways of trying to simply explain or justify complex situations. These are the falsehoods one might currently see in the way people talk about our government and the economic situation of this country. People have placed blame on Presidents past and current, we have blamed the political system and the separate political parities are accusing each other of just wanting more power.  Do you see any parallels or similarities between these three fallacies and a misapplication of at least three of the frames? Blaming people (misapplying the HR frame), blaming bureaucracy (misapplying the Structural frame), and thirsting for power (misapplying the Political frame)? (BB)

**5. According to B&D, organizations consist of at least 3 "universal peculiarities" (p. 29) that make organizations difficult to figure out. What are they, and describe how they might make life difficult for the management team of a youth-serving organization.**

Organizations can be deceptive, confusing and demoralizing. This could be difficult for the management team of a youth-serving organization because they are most likely glass half full type of people who envision things happening by the book. However because organizations are so complex, they are unpredictable and leaders are often dealing with people whose actions are unpredictable and the outcomes are unpredictable as well. This can be very demoralizing and confusing, and expecting things to happen as planned/by the book can cause an oversight of the mistakes. Interesting point - so we need a certain amount of flexibility in our leadership approaches as well as an ability to see the "big picture" - sound right? (BB)

As seen in the example with Helen Demarco, if leaders of an organization are not presented with the most accurate and prevailing information, decisions may be made that may not be utilizing resources in the best method, utilizing the skills and abilities of the staff in the most effective way, and may simply serve as a learning lesson for other organizations in the future (Bolman & Deal, 2008). The management team of a youth-serving organization may have limited resources and may need to report to a multitude of stakeholders throughout the year, making it imperative to have validated assessment information and numbers to share when necessary. Being able to be transparent in their efforts, the management team could enhance their efforts within their organization if stakeholders remain trusting and supportive of the mission of the organization.  Again - we see the theme of not having enough information and its impact on organizational decision-making.... (BB)

Additionally, management must be aware of the characteristics of their organization and aware of where their organization stands within the context of similar organizations and within the community. This will allow for greater understanding and an increased aptitude for properly responding to situations or questions when they arise. The hope is that management can prepare for issues in a proactive manner, instead of having to be caught off guard if circumstances could be avoided. For instance, if trying to develop a new youth-serving organization, management must be aware of other organizations within the community and how their presence impacts the overall community as a new "competitor" seeking community members to become involved in program offerings. Not being aware creates an increased chance of having to make snap-judgement decisions. <span style="color: #ff0000; font-family: Arial,Helvetica,sans-serif;"> Snap judgment decisions - or inefficient allocation of resources, excessive gaps or overlaps, etc. (BB)

<span style="font-family: Arial,Helvetica,sans-serif;">If joining forces and working in collaboration with other organizations, management should also be aware that based upon unpredictable behavior, they may not always be able to prepare for different challenges that can arise, nor can they assume that communication will always be 100% accurate, making it important to properly plan and disseminate information across departments, etc. to ensure a united from when approaching a situation or starting a new campaign, etc. <span style="color: #ff0000; font-family: Arial,Helvetica,sans-serif;"> Nice point - effective INTEGRATION, which is a main component of the structural frame! (BB)

<span style="font-family: Arial,Helvetica,sans-serif;">**6.<span style="font-family: Arial,Helvetica,sans-serif;"> B&D, Schmid (2004), and Salamon (2010) talk about the role that the larger operating environment plays in shaping systems and organizational behavior. Talk about the idea of organizations as "open systems" (i.e. that idea that organizations both are shaped by and shape their environments), and provide some examples from each of these three readings. **

Context is influential in the understanding of decisions, processes, and methods chosen to help sustain an organization. In an effort to have a grasp on what helps to shape the systems and behaviors of an organization, the environment that the organization operates within should be evaluated. As “open systems,” organizations increase effectiveness by being able to plan for, manage, and then respond when necessary to the changes in the external environment. The environment may be filled with ambiguity and complexity. One method many organizations utilize in trying to cope with this type of environment is to approach it in more simplified terms, breaking down aspects into smaller, more manageable parts and tasks (Bolman & Deal, 2008). Furthermore, organizations can utilize the premise of mental maps and framing to give context to environmental changes, potential issues, and hopeful opportunities. Being prepared to utilize different perspectives to view an issue allows organizations to have a healthier approach to planning for changes and adapting to changes beyond their control. Additionally, organizations using more educated and controlled structures and background for making snap judgements and first impressions can have an advantage within their environment. For instance, had Enron executives had a perspective framed within multiple viewpoints, built about knowledge and more educated backing, then he may not have kept insisting he had done the right thing when looking back on the situation in hindsight. As the authors shared, Ken Lay continued to think he had always done the best for the company and the constituents, even when his company failed, impacting the lives of multitudes of people (Bolman & Deal, 2008).

The external environment can impact all aspects of an organization, such as the financial downfall and fiscal changes within the economy, creating a change to the previously depended upon funding from the government or other stakeholders. For instance, as history presented an increased trend in consumer-side subsidies, consumers developed a greater range of choice, decreasing the amount of producer-side subsidies being provided (Salamon, 2010). As changing methods in funding, consumer choices, and technological advances emerge, organizations can adapt by developing new methods or uses for the technology, utilizing equivalent methods as competitors to seek new clientele, but must stay aware of their organizational goals and efforts within the structure of the environment.

Non-profit organizations are an excellent example of the environment impacting the sustainability for the future, as Salamon (2010) shares statistics of 8 different fields having a reduction in non-profit shares in comparison to the for-profit sector (p. 84). When looking to adapt to changes, organizations can increase awareness of the environmental changes and prepare in advance for potential issues. For instance, Schmid (2004) shares that organizations can create financial reserves and human resources to help deal with the changes in budgeting from other sectors (p. 105). This was exemplified at my place of employment, saving as much as possible (being fiscally responsible), not filling every vacancy, but instead, waiting for finalized numbers and resources to be known and building reserves for future budgetary issues that may arise within the economic environment. Although these efforts may seem difficult at times and may be taken personally by employees, organizational leaders aim to promote survival within the changing environment. Well said! Good example here, as well as a good example of org-environment relationships within the NFP sector (BB)

The environment can also allow for opportunities to emerge for organizations. YES! (BB) For instance, as the population continues to have longer life spans, resources will need to be available to properly care for and provide services for the needs of individuals within this demographic. Consequently, organizations may have the opportunity for expansion or creation to respond to this need within the community. Patrons began being charged fees by organizations, increasing revenue and withstanding poor economic changes that may have influenced their potential viability. Additionally, by exploring more business-like ventures, non-profit organizations serve as an example of adaptation for expanded growth and acceptance within the market (commercialization efforts).

In efforts to influence their environment, organizations can utilize methods such as public relations, building relationships with other organizations and members of the community through partnerships, increased advertising efforts and methods to increase awareness and a desired need by the community for services rendered, or to become involved in the political environment in an effort to influence funding and resources available to different sectors.

Overall, there is a necessity for organizations to rise to the occasion, making changes when the environment requires it to develop a chance of withstanding the pressures of the environment. As “open systems,” organizations help to shape the surrounding environment and are influenced as the surrounding environment changes. An even flow of flexibility and change is necessary both within the organization and the environment, as each affects the other. Well stated! Good answer!

<span style="font-family: Arial,Helvetica,sans-serif;">**7. Talk about the perspectives of the three organization-environment theories that Schmid (2004) discusses and what implications these have for organizational leadership.**

<span style="font-family: Arial,Helvetica,sans-serif;">Schmid (2004) highlights the importance and implications of three organization-environment theories including: ecological, institutional, and adaptation theories. Each of theories influence decisions and realities that organizational leaders must react to in an effort maintain performance numbers, a client base, resources, and continued survival within their given sector.

<span style="font-family: Arial,Helvetica,sans-serif;">__Ecological Theories:__ This type of theory investigates the selection processes in organizations, with the main approach being the //population ecology theory//. The population ecology theory emphasizes that within a defined ecological niche comprised of organizations with similar characteristics and structure, organizations that survive and withstand are those that have the unique characteristics needed in relation to the external environment. External influences within an environment may immediately impact the viability of an organization, making it imperative for organizational leadership to be aware of environmental factors that may influence such as financial stability, social norms within a community, technological changes or advances, and legal impacts within a local and global manner (via a SWOT analysis of the organization). According to the literature, continued social interest or human need with a required response may help the survival of social service organizations. Therefore, organizational leaders should stay abreast of the current needs within their community and be aware of other services already in existence, etc. (i.e. complete a needs assessment) that may impact viability within the market. <span style="font-family: Arial,Helvetica,sans-serif;">Furthermore, within the context of this theory, organizational leaders may be faced with a decision to do one of the following: 1. Maintain status quo within the environment and allow the environment to dictate if the organization may survive given the circumstances and if the organization has the needed characteristics. 2. Investigate new niches and domains that the organizations could seek out by being creative and innovative.

<span style="font-family: Arial,Helvetica,sans-serif;">__Institutional Theories__: the main one is //neo-institutional theory// This type of theory focuses on the incorporation of rationalized practices and procedures that are responsive to the environment surrounding the organization. Organizations that aim to incorporate methods of meeting the demands of an environment with strengthened and structured work procedures and processes, increasing adaptability and credibility. Organizational leaders must be cognizant of resources and the impact that a stronger sense of validity and credibility will influence the ability to receive monetary and other forms of resources from stakeholders, etc. Developing a structure that mirrors the hallmarks of success and institutional rules can allow leaders to be more aware of how each decision will impact future abilities and processes, including available resources. Additionally, organizational leaders must develop a “copeability” method to maintain the organization’s identity within the context of a changing environment. Leaders may also gain a greater footing by strengthening their voice within the political sector and within the overarching community.

<span style="font-family: Arial,Helvetica,sans-serif;">__Adaptation Theories__: Of these theories, the main two are the //political economy approach// and //resource dependence theory.// With an ever-changing environment to adapt to, organizations must be aware of the importance of legitimacy and power and economic resources available. Dependence on resources influences the processes of an organization and interactions and influences of external interest groups. Additionally, organization may become dependent on resources outside of the organization, which would impact survivability. By reducing dependence and having control over needed resources and increasing dependence on agents in the environment, organizations may have an advantage in an effort to survive. With a diversified clientele, organizations may seek to strengthen the ability to withstand environmental changes and not be in a continual competitive stance, as leaders should aim to survive based upon competence and organizational structures. Leaders may develop a strategic plan for the organization and understand the relationship between the current and future needs of the organization and how the organization plans to adapt or respond to these needs.

<span style="color: #ff0000; font-family: Arial,Helvetica,sans-serif;">Just curious - do any of you have a favorite organizational theory? One of these that strikes you as the most useful or the most applicable to your context? (BB)

<span style="font-family: Arial,Helvetica,sans-serif;">**8. Kouzes & Posner (K&P) talk about the principles and traits of effective leaders in Chapters 1 and 2 of their book. Briefly describe their 5 Practices of Exemplary Leadership. Based on your read of Chapters 1 and 2, describe K&P's approach to conceptualizing effective leadership - what is effective leadership and who has the potential to be an effective leader? How would K&P's approach to leadership be effective (or not) in navigating the complex, ambiguous, and surprising conditions that exemplify modern systems and organizations?**

<span style="font-family: Arial,Helvetica,sans-serif;">__Model the Way__- This is to “walk the walk”. An effective leader needs to clarify expectations and be an example of the values the organization has. Anybody should be able to look at a leader and see what they stand for, what they believe, and those thoughts need to translate to the program. <span style="font-family: Arial,Helvetica,sans-serif;">__Inspire a Shared Vision__- All leaders not only need to think in the present, but also in the future; all the while remembering the past. A great leader can always inspire support. That support can take a vision well into the future. It is the job of the leader to make sure the vision is unified. <span style="font-family: Arial,Helvetica,sans-serif;">__Challenge the process-__ This trait of a leader involves seeing/searching for opportunities, knowing when to take calculated risks and sometimes walk down the unbeaten path. <span style="font-family: Arial,Helvetica,sans-serif;">__Enable others to act__- A leader should inspire and provide the opportunity for others to get involved. There is always the saying there is strength in numbers. Many people working towards a goal is more effective than a few. <span style="font-family: Arial,Helvetica,sans-serif;">__Encourage the heart__- recognizing the contributions of others is a character trait that is very popular in a leader. Thanking and celebrating everyone that has been a part of the process is the best way to encourage the heart and the continued hard work. <span style="font-family: Arial,Helvetica,sans-serif;">“//When the leader in everyone is liberated, extraordinary things will happen.//” I think that this K&P quote really sums up the main message in Chapters 1&2; anyone and everyone has leadership abilities. <span style="color: #ff0000; font-family: Arial,Helvetica,sans-serif;">Do you agree with this view of "dispersed leadership"? In other words - can everyone and anyone be a leader? (BB) <span style="font-family: Arial,Helvetica,sans-serif;">It is what you do with those abilities that will define you as a leader. It takes someone that has the ability to step up when need and still be humble. A leader needs to be able to completely believe in the cause and inspire others to believe in it as well. A leader needs to be able to grow and change to be able to adapt to the times. I believe that the K&P approach to leadership is a great foundation and can work very well in modern systems. I think that K&P’s method of leadership provides a solid groundwork, and each individual leader will personalize it. If everyone tried to be the exact same type of leader, people would only get so far. I have always thought that there are many types of leaders and each one is just as important as the next. There are vocal leaders, leaders by example, leaders by faith, and leaders that sit in the back ground and just make sure that everything is taken care of. Each and every organization is different but each and every person is different. <span style="color: #ff0000; font-family: Arial,Helvetica,sans-serif;"> How is this diversity in leadership styles an asset to an organization? Is it? (BB)

<span style="font-family: Arial,Helvetica,sans-serif;">**9. One of the critiques of B&D is that they use examples that are primarily focused on the for-profit, commercial sector (although they claim that their perspectives are universally applicable, and do indeed offer some examples from public and not-for-profit organizations). After reading Solomon's (2010) thoughts on the the challenges and risks facing not-for-profit leaders, how might you apply B&D's Four Frames to some of the challenges facing the not-for-profit sector?**

<span style="font-family: Arial,Helvetica,sans-serif;">__Structural__- The Solomon article talks about the challenge of competition. There are many non-profit organizations that have the same overall goals competing with one another for funds, participants, space etc. How each program is structured can make a difference in the success of the program. A programs mission, geographic location, staff/volunteer and participants are all a part of the structure and they all have an effect of the overall success. When you are completing with other non-profits (as well as the competition with ALL other organizations) the structure of the program can determine how and if the program thrives. The key to overcoming the competition challenge is to have a structural design that best benefits the target population. <span style="font-family: Arial,Helvetica,sans-serif;">__Human resource__- As times change, programs change with them. The human resource frame can be applied to the Technology Challenge mentioned by Solomon. Many organizations are beginning to rely more heavily new technology to support the program. Fundraising is done online. Registration can be done multiple ways. A non-profit organization needs to be able to have the support staff to be able to handle all the technology that is being used. <span style="color: #ff0000; font-family: Arial,Helvetica,sans-serif;"> An interesting point - and in some cases - technology may in fact be replacing some organizational staff members - can you think of some examples of this? (BB) <span style="font-family: Arial,Helvetica,sans-serif;">__Political__- When I think about the political changes that a non-profit organization faces, one of the first things that comes to my mind is funding. The first challenge that Solomon mentions in the article is the Fiscal Challenge. Many non-profit organizations depend on some type government funding to run their program. Obtaining and securing funding can become a political game. The program has to secure funding from the current government and then make sure that funding can be accessed as the government changes. This comes back to the need and structure of the program. If the program has a strong structure the Fiscal Challenge can be lighten (even just a little). <span style="color: #ff0000; font-family: Arial,Helvetica,sans-serif;">A good point - funding is, almost always, a political decision. See the various organizational theories identified above for some examples of this! (BB) <span style="font-family: Arial,Helvetica,sans-serif;">__Symbolic__- The Effectiveness Challenge Solomon refers to, can be looked at in different ways. One way is to look at the program by the data. Statistically is the program accomplishing what it has set out to do? The second way is to look at the non-statist side of the effectiveness. I believe that this is where the symbolic frame can be applied. The history and the future of the organization will always play a role in the effectiveness of the program. Is the program set to face the change in times, has it handled change well in the past? These are questions that may be answered statistically but also it can be evaluated in history and mission. <span style="color: #ff0000; font-family: Arial,Helvetica,sans-serif;">Yes! And it begs the question - does a strong organizational culture breed success? Or does success breed a strong organizational culture? (BB)

<span style="font-family: Arial,Helvetica,sans-serif;">**10. According to Jeavon (2010), what is meant by the terms "ethics" and "professional ethics"? Describe the five key ethical qualities and obligations of non-profit organizations and managers. According to Jeavon, how are these put into practice? Would K&P's "Exemplary Leader" be well suited to put ethical leadership into practice? Why?**

Jeavon (2010) described __ethics__ as the study of moral topics, including moral issues, responsibilities, and ideals of character of a person or group of people. Ethics is the core values and/or principles of an individual or group. Jeavon (2010) described __professional ethics__ are a set of core rules/values that apply to human beings over the totality of their interrelationships with one another, and that take precedence over all other rules. To ensure professional ethics, it must be incorporated and embedded into a company's core values and modeled from the top of the organization. Having board members, trustees, managers, and administration model these ethical behaviors will help to better ensure professional ethics.

__Integrity__-Continuity between appearance and reality, between intention and action, between promise and performance, in every aspect of a person's existence. Jeavon (2010) shows how this can be put to practice "at the organizational level where integrity is most obviously demonstrated to be present or absent by comparing an organizations own literature--fundraising materials, reports, mission statements, and such- with its actual program priorities and performance (p. 8)." __Openness__- Transparency when dealing with stakeholders, coworkers, and participants. This transparency gives an individual, group, or organization trustworthiness when it comes to the stakeholders, coworkers, and participants. An example given by Jeavon (2010) is of leaders of organizations who in the effort to build support and commitment of staff, volunteers, and donors, a manager's willingness to talk openly about rationales for programs, the reasons for decisions, and approaches to problem solving can be invaluable. Another example is of my current job in which my supervisor has granted me access to his work email account to help him keep track of appointments, important deadlines, meetings, etc. His openness and transparency with this has given me a great deal of trust in him. __Accountabilit__y- A step beyond transparency is accountability. A good example of this shared by Jeavon (2010) is when it comes to non-profit organizations: An example found by Jeavon (2010) is by accepting the privilege of tax-exemption and the right to solicit tax deductible contributions, public benefit non-profits also accept obligation to be ready to answer for their behavior and performance. Explaining why and how you, or your organization accomplish tasks and reach your goals and objectives is being accountable for your actions. Another example of accountability with one of our group members is his job as a college assistant coach. As a coach, he must follow the rules and regulations of the NCAA. Two ways in which he is help accountable are with weekly phone call logs and weekly practice/play logs which are turned into supervisors and saved. __Service-__ Whether it is service to people or a cause, service is why non-profit organizations operate. There should be a strong commitment to service shown from the top of these organizations. Jeavon (2010) shares his thoughts of what this means for a leader in an organization by saying the commitment should be clear in the leader making sound, tactical decisions that focus on reaching the mission of the organization, instead of advancing their own careers, missions, or beliefs. __Charity-__ Jeavon (2010) show what it means to be a caring organization by putting the welfare and good of the public and others above the interests of your own. Managers and leaders must set the tone of an organization with charity. If leaders expect and ask their workers to treat participants with love and respect, they must show that same love and respect to the workers. Also, by leaders loving and respecting each other, it sets the table for workers and participants to treat each other similarly (Jeavon, 2010).

K and P's Exemplary Leader would be well suited to put ethical leadership into practice. This is shown through the five Practices of Exemplary Leadership (listed in more detail #8): Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. These five practices align well with ethical leadership. How? (BB)