Organizational ethics is concept which focues on support and aplication ethical principles and values in organizational action. According to theory of social responsibility have organization duties to stakeholders; this theory is background of concept organizational ethics. Stakeholders are clients, but also employees too. I intrested in duties of organization or more precisely hospital to empolyees in this thesis. For research about ethical conduct of employees in hospital in context of organizational ethics I chosed qualitative methodology and interview as the major method of research. Accordinc to analysis I identified main phenomenon as ethical problems of employees in hospital. Employees was selected by proffessional orientation and working position for research. There were nurses, physicians, members of health care management and members of top management in hospital. Keywords: Organizational ethics, stakeholders, professional ethics, nurse, physician, management, organization culture, code of ethics.

Indiana University-Purdue University Indianapolis (IUPUI) / This paper introduces a unified model for organizational change that is designed to help change analysts think through the decision-making process. Most organizational leaders do not manage change effectively because they fail to acquire the minimum amount of information necessary to make a sound decision. In large part, this deficiency is a result of considering only a small part of the organization’s total change reality, which can be expressed in terms of the following four categories: 1) Environment creates change, 2) Organization responds to environmental change, 3) Organization initiates new changes, and 4) Organization changes environment. Through the principle of diagnostic communication, leaders can adjust to the incoming changes [categories 1 and 2]. Through the principle of rhetorical communication, they can create effective outgoing changes [categories 3 and 4]. Through the principle of dialogical communication, they can achieve a strategic balance between too much conformity, which results from diagnostic communication in isolation, and too much non-conformity, which results from communication in isolation. By understanding and communicating about change from this multi-dimensional perspective, organizational leaders, both designated and non-designated, can learn to appreciate the extent to which they influence and are influenced by the larger cultural environment of which they are a part.

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Made available in DSpace on 2010-04-20T20:48:44Z (GMT). No. of bitstreams: 3 154736.pdf.jpg: 11167 bytes, checksum: c54429c7a19993eb1a0d8c317d47e577 (MD5) 154736.pdf: 793144 bytes, checksum: 6ff2b730403c9bd9d9e6890986bc3ac4 (MD5) 154736.pdf.txt: 256846 bytes, checksum: 718e16e7c731050f8c866fb834e0a273 (MD5) Previous issue date: 2007-05-03T00:00:00Z / This work approaches some of the behaviors revealed by the industrial employees from the region of the medium Vale do Paraíba, State of São Paulo, which can be characterized as behavior deviation inside the organization, because they are in disagreement with the internal codes – implicit or explicit ones – and that result in losses for the organization. The research aims at identifying its decisive and significant factors. This is an exploratory study which uses the questionnaire technique, applied to a sample of 1.450 employees, and the interview as well. The statistic pattern utilized to determine the behavior deviation incidence, submitted to the evaluation, has been considered useful for the deviation foresight. Among the results are the identification of the behavior deviation incidence, with 63% of occurrence related to the amount of the 936 participators that returned valid questionnaires; the identification of the decisive factors – the organizational and ethical environment, the subjective and the economic factors –; and the proposal of a cycle that represents the dynamics that guides the behavior deviation and its determiners that encloses the following steps: the decisive factor, the occurrence of the behavior deviation, the losses for organization-employee, the feedback of the process. The participators profile is related to the behavior deviation issue, according to their instruction level and their work area. The results obtained with the interviews have pointed that employees of the enterprises considered in this research are involved in extra activities, usually to complement their wages. There is a disconnection between employee and employer, what can suggest communication failures and inadequacy of behaviors codes and rules; there is a culture of the behavior deviation. The research has pointed that: (1) it is possible to use that cycle to identify and predict the behavior deviation, since this behavior is considered conflicting with the enterprise interests; (2) the organizational culture may be incorporated in order to develop the ethical behaviors of the employees and consequent competitive advantages for the organization; (3) it is necessary to create a planning process that regards all the involved social actors, having as basis the ethical principles applied to the behaviors codes formation, in order to encourage the development of the character values. / A ética, nos dias de hoje, ocupa um lugar primordial no campo organizacional, como também em toda a sociedade. A primeira metade do século XX se caracterizou, de certa forma, por um período em que predominou a abordagem mecanicista. A máquina, como foco de atenções, parecia se sobrepor ao ser humano. Na segunda metade do século XX o empregado passou a ser valorizado enquanto pessoa. Isso fortaleceu a abordagem psico-sociológica. Uma das questões que se coloca é: como as organizações podem transcender a mera produção de bens e serviços e a geração de valor econômico, e como harmonizar os interesses das empresas, da sociedade e das pessoas? A resposta a esses questionamentos passa por se considerar, de maneira incisiva, o homem no ambiente profissional, sua postura ética, e os fatores que dominam a sua relação com a empresa que o emprega. Esta tese tem como objetivos proporcionar uma visão da problemática do desvio de conduta na organização, mostrar quais são os seus fatores determinantes, e de que maneira tais fatores operam na incidência do desvio de conduta. O espaço de análise considerado foram empresas industriais localizadas na região do Médio Vale do Paraíba, no Estado de São Paulo. Utilizou-se a pesquisa bibliográfica como fonte de embasamento teórico-conceitual e um estudo exploratório, com abordagens qualitativa e quantitativa. A análise qualitativa indicou, como resultado, os fatores determinantes do desvio de conduta. A análise quantitativa forneceu um modelo estatístico que descreve a relação entre os fatores determinantes e a incidência do desvio. O modelo obtido, submetido a validação, foi considerado útil para previsão do desvio de conduta. Concluiu-se que é necessário um processo de planejamento que envolva todos os atores sociais, com base em princípios éticos aplicados à formação de códigos de conduta, voltados a incentivar o desenvolvimento dos valores de caráter.

La gestion de cas est une pratique professionnelle qui s’implante actuellement en France, en particulier dans le domaine des soins aux personnes âgées en perte d’autonomie. Les « gestionnaires de cas » interviennent auprès de personnes âgées vivant à domicile dont la situation est jugée particulièrement complexe sur le plan médical et social. Ils ont pour mission d’évaluer les besoins des personnes suivies, de mettre en place les soins et les aides nécessaires, et d’assurer un suivi à long terme. Ils participent au processus d’intégration de l’organisation des soins en identifiant les dysfonctionnements au niveau de leur territoire, dans le cadre du « dispositif MAIA ». L’apparition de cette nouvelle pratique professionnelle soulève des enjeux éthiques spécifiques, du fait du positionnement particulier des gestionnaires de cas vis-à-vis des personnes accompagnées et de leur rôle nouveau dans le système de soins. L’objectif de ce travail est de proposer un cadre cohérent pour penser l’éthique de la gestion de cas, à partir de l’analyse des valeurs, des attitudes et des pratiques des gestionnaires de cas. Notre approche méthodologique s’appuie sur une recherche qualitative permettant un dialogue permanent entre faits observés et constructions théoriques, selon les principes de l’éthique empirique intégrée. Notre recueil de données comprend des entretiens approfondis avec des gestionnaires de cas, des entretiens semi-structurés avec les « pilotes » qui les encadrent, des groupes de discussions et un questionnaire écrit. L’étude française est complétée par une étude de cas visant à évaluer les conséquences sur l’éthique des professionnels d’un contexte organisationnel différent, à partir de groupes de discussion réalisés au Québec (Sherbrooke) et en Allemagne (Greifswald). L’analyse des données nous a amené à reconnaitre l’individualisation de la relation comme une valeur phare de la gestion de cas. L’engagement des professionnels dans une relation soignante leur permet de faire face aux conflits de valeurs que crée leur double mission de protéger des personnes vulnérables et de respecter leurs choix. Les gestionnaires de cas s’appuient en effet sur cette relation pour négocier avec la personne accompagnée un projet de soin qui fasse sens dans son histoire de vie. Cette individualisation de la relation entre en tension avec la nécessaire à une organisation du système de soins juste et efficiente. Le développement d’une éthique professionnelle spécifique à la gestion de cas nécessite donc de penser conjointement le rôle clinique du gestionnaire de cas, vis-à-vis des personnes accompagnés, et son rôle institutionnel. L’équilibre entre ces deux rôles est à construire dans le cadre d’une éthique organisationnelle, compatible avec l’éthique des professionnels et garante des droits des personnes accompagnées, propre à chaque système de santé. / Case management is a professional practice currently implemented in France. It is addressed to elderly persons living in community whose social and medical situation is regarded as particularly complex. Case managers have to assess needs in order to plan and coordinate necessary services. They assure a long term intensive follow-up. Furthermore, they promote the integration of the health care system by identifying malfunctions on their territories, as expected by the “MAIA” model. The emergence of this new practice raises specific ethical challenges, because of case managers’ two missions, patient-centered and system-centered. The aim of this study is to propose a coherent framework for case management ethics, based upon an analysis of case managers’ values, attitudes and practices. This study is based on one qualitative inquiry, allowing a continuous dialogue between observed facts and ethical theories, according to the approach of integrated empirical ethics. Our data collection contains in-depth interviews with case managers, semi-standardized interviews with some of their “pilots”, focus groups and a written questionnaire. This French survey is completed with a “case study” in order to assess the consequences of different organizational contexts on professionals’ ethics. We have therefore performed focus groups in Canada (Sherbrooke) and Germany (Greifswald). Our data analysis leads us to identify the individualization of relationships as a core value of case management. The commitment of the professionals in a care relationship helps them to face the dilemma between client’s protection and client’s empowerment. They rely on this relationship to negotiate with the client a care project that makes sense in terms of his/her life story. However, this individualized relationship can conflict with the standardization, necessary for the equity and the effectiveness of the health care system. Hence, the development of a professional ethics for case managers implies handling both, their clinical client-centered role and their systemic role. The balance between these two missions has to be elaborated in terms of an organizational ethics, consistent with the ethics of the professionals and guaranteeing the respect of the clients’ right, specific to each health care system.