Type: Discussion Board Unit: Career Tracks Due Date: Tue, 3/3/17 Deliverable Length:  200-300 words What expectations should a criminal justice student interested in a career in law enforcement anticipate in terms of pre-hiring requirements, as well as on the job requirements?  In answering this question, your posting should discuss the following: · A specific law enforcement agency · How to apply for the position · Testing requirements for the position (e.g., written and reading comprehension examinations) · Subsequent writing entrance examination(s) · Physical abilities testing · Medical and psychological testing · Polygraph examination · Background investigation · Training requirements and training time in the police academy · Possible job responsibilities of a new police officer This copy is for your personal, non-commercial use only. To order presentation-ready copies for distribution to your colleagues, clients or customers visit http://www.djreprints.com. http://www.wsj.com/articles/SB118556645640080592 GE's Accounting Draws Fresh Focus On News of Improper Sales Bookin... http://www.wsj.com/articles/SB118556645640080592 1 of 2 1/8/2017 3:13 PM Copyright ©2017 Dow Jones & Company, Inc. All Rights Reserved This copy is for your personal, non-commercial use only. To order presentation-ready copies for distribution to your colleagues, clients or customers visit http://www.djreprints.com. GE's Accounting Draws Fresh Focus On News of Improper Sales Bookin... http://www.wsj.com/articles/SB118556645640080592 2 of 2 1/8/2017 3:13 PM Center for Creative Leadership Leading Effectively e-Newsletter - December 2008 Issue Do the Right Thing 10 Rules for Leading Ethically [email protected] It's been all too easy to criticize the unethical behaviors of business and political leaders these days. But if your company isn't among those generating scandal and scorn, consider yourself warned. Lapses in ethical judgment occur every day in our organizations and, likely, in our private lives. Ethical leadership isn't about avoiding the worst behaviors. It isn't about technically following laws and regulations. Ethics determines fair and honest behavior and establishes boundaries about how we relate to each other. In that sense, the only way for people to work well together, and to have good professional and personal relationships, is to think and act in an ethical way." To reclaim ethical leadership for yourself & your organization -> Rules for Ethical Leadership 1. The rule of mindfulness. Pay attention! Mindfulness means being attuned to what is going on and then reflecting (without judgment) on the impact your decisions have on others. Organizational mindfulness requires connecting mindful people together to help others in the organization achieve greater congruence between their intentions and outcomes. 2. The rule of respecting others. Recognize and reward the positive intent of others in their actions. It helps create a cu ...

1. Type: Discussion Board
Unit: Career Tracks
Due Date: Tue, 3/3/17
Deliverable Length: 200-300 words
What expectations should a criminal justice student interested
in a career in law enforcement anticipate in terms of pre-hiring
requirements, as well as on the job requirements?
In answering this question, your posting should discuss the
following:
· A specific law enforcement agency
· How to apply for the position
· Testing requirements for the position (e.g., written and
reading comprehension examinations)
· Subsequent writing entrance examination(s)
· Physical abilities testing
· Medical and psychological testing
· Polygraph examination
· Background investigation
· Training requirements and training time in the police academy
· Possible job responsibilities of a new police officer
This copy is for your personal, non-commercial use only. To
order presentation-ready copies for distribution to your
colleagues, clients or customers visit
http://www.djreprints.com.
http://www.wsj.com/articles/SB118556645640080592
GE's Accounting Draws Fresh Focus On News of Improper
Sales Bookin...

2. http://www.wsj.com/articles/SB118556645640080592
1 of 2 1/8/2017 3:13 PM
Copyright ©2017 Dow Jones & Company, Inc. All
Rights Reserved
This copy is for your personal, non-commercial use only. To
order presentation-ready copies for distribution to your
colleagues, clients or customers visit
http://www.djreprints.com.
GE's Accounting Draws Fresh Focus On News of Improper
Sales Bookin...
http://www.wsj.com/articles/SB118556645640080592
2 of 2 1/8/2017 3:13 PM
Center for Creative Leadership
Leading Effectively e-Newsletter - December 2008 Issue
Do the Right Thing
10 Rules for Leading Ethically [email protected]
It's been all too easy to criticize the unethical behaviors of
business and political leaders these days. But if your company
isn't among those generating scandal and scorn, consider
yourself warned. Lapses in ethical judgment occur every day in
our organizations and, likely, in our private lives.
Ethical leadership isn't about avoiding the worst behaviors. It
isn't about technically following laws and regulations. Ethics
determines fair and honest behavior and establishes boundaries
about how we relate to each other. In that sense, the only way
for people to work well together, and to have good professional

3. and personal relationships, is to think and act in an ethical
way."
To reclaim ethical leadership for yourself & your organization -
> Rules for Ethical Leadership
1. The rule of mindfulness. Pay attention! Mindfulness means
being attuned to what is going on and then reflecting (without
judgment) on the impact your decisions have on others.
Organizational mindfulness requires connecting mindful people
together to help others in the organization achieve greater
congruence between their intentions and outcomes.
2. The rule of respecting others. Recognize and reward the
positive intent of others in their actions. It helps create a
culture of appreciation and encourages support. But don't leave
out self-respect. It is true that you must respect yourself before
others can respect you.
3. The rule of engagement. Take the high ground. Understand
the limitations, strengths and circumstances under which you
initiate and manage your interactions with others. Engage others
by being prepared, polite and positive.
4. The rule of wisdom. Let your wisdom govern your actions
and decisions. Wisdom is the ability to discern or judge what is
true, right or lasting. Sometimes, it is merely common sense and
good judgment, blended with a smart plan and clear course of
action. Wisdom is usually considered to be a trait that can be
developed through experience but not taught.
5. The rule of action. Respond in a timely way to any unethical
behavior you observe or receive information about. Stop any
inappropriate activity and rectify the situation immediately.
Action requires clear intention. Knowing why you are taking
action is a considered response rather than a reaction.

4. 6. The rule of power. Know your power and use it well. Power
is a person's ability to influence others. Through influence, you
spread ideas, set direction, make choices and guide outcomes.
All these require accountability and honesty.
7. The rule of dialogue. Talk about ethics and keep the
conversation going. Encourage people to understand the full
meaning of ethics by talking about it in staff meetings and other
work-related areas. Create ongoing communication, rather than
attempting to reach some conclusion or express personal
viewpoints.
8. The rule of acting without self-interest. Place high value on
the fact that other people are actual or potential co-workers,
peers, bosses, customers and neighbors. When we act with the
best interest of others in mind, we enjoy less conflict, easier
problem solving and a greater sense of trust.
9. The rule of listening. Learn to listen. Most of us take
listening for granted, so we don't work very hard at improving
it. But effective listening doesn't just happen; it takes a great
deal of purpose. It's hard work and requires your complete
attention.
10. The rule of safety. Protect others. Safety is the condition of
being protected against physical harm - socially, spiritually,
financially, politically and emotionally. Strive to do no harm
and make certain that people around you have a safe harbor to
do what is right.
UD SBA / Walk The Talk
Suggestions To Assist In Considering A Case Or Ethical
Situation
“Resolved”
· Review the details & background of the case

5. · Identify the Ethical problem, issue or conflict case presents
· Generate possible
Solution
s
· State probable Outcomes of each main solution
· Describe Likely impact of each solution on people’s lives
· Explain Values upheld & violated by each main solution
· Evaluate the values, outcomes, likely impact of solutions
· Decide which solution is best & justify your decision
· Defend the decision against any weaknesses
Useful Ethical Principles to Consider
Rules:
· Do not deceive

6. · Do not harm others
· Keep promises and act faithfully
· Permit and encourage others to act rationally and freely
· Keep confidential information in proper circles
· Do not violate the law
Respect Rights to:
· Knowledge. Hidden defects in product I am considering
purchasing
· Privacy / Due Process / Safety
· Free Expression of Opinions / Complaints
Consider Types of Justice / Fairness:
· Procedural:
insure a fair chance at due process

7. · Compensatory:
fair compensation for harm done
· Retributive:
punishment received as deserved
· Distributive:
fair distribution of benefits & burdens in society
Four Basic Elements of a Capitalist System:
· Profit:
right to earn & keep earnings from business dealings over &
beyond the cost of doing business
· Private Property: right to own property & dispose of it as the
owner sees fit
· Competition:
striving after the same goal, profit, or market by more than one
individual or business

8. · Fairness or Justice:
the principle that keeps the competition legal, ethical, open ,
fair & honest.
Religious & / or Humanitarian Ideals:
· The Golden Rule
· Beneficence – desire / commitment to make the world better
The Ethical Executive
Traps that Impair Acting Ethically
By Robert Hoyk and Paul Hersey
Premise: most people most of the time want to be ethical, want
to do the right thing. They often tend to look for what an
ethical and honest way to proceed when faced with a challenge.
So they have, therefore, a sense of what the right thing to do is.
A problem arises with respect to whether they will do the right
thing when there are competing interests, often legitimate and
even important ones. What these authors have done is catalogue
these situations which they call traps. This brief paper
describes what those traps are and gives examples of several of
them.
What we wish to do in class is consider ways of dealing with

9. such dilemmas in a manner that is consistent with our values.
Hoyk and Hersey divided traps into two types, Primary and
Defensive. They are listed and defined here with examples
given for the first few.
Primary Traps are circumstances or external pressures that
entice us to abandon our values and ethical beliefs. They make a
gradual path toward unethical behavior look rewarding and
appealing. These traps sensitize our self-interest and encourage
us to wander from ethical desires.
Trap 1: Obedience to Authority – Acting unethically because
the actions follow hierarchal power in the organization. What
the boss says goes. If you want to keep your job, you obey.
Example: Scott Sullivan, CFO of World Com ordered controller
David Meyers to hide expenses.
Trap 2: Small Steps – As unethical behavior occurs in small
steps, it gradually becomes more severe. Although the decision-
maker may not act in this way all at once, he or she may become
more tolerant as the behavior is broken into a series of unethical
activities.
Example:
Fastow of World Com began by breaking 2 regulations when he
created a special

10. purposes entity on the balance sheet. Kept going downhill from
there.
Trap 3: Indirect Responsibility – Distancing oneself from
responsibility even if seemingly insignificant actions are
contributing to ethical behavior.
Example:
People who kept records for concentration camps.
“Doing paper work, not exterminating Jews.”
Trap 4: Faceless Victims – Disguising the true affects of
unethical behavior by generalizing those who are affected. In its
analysis of the Ford Pinto, the auto company often referred to
“dead injured persons” as “units”.
Example:
Laying people off by email, automated voice mail & the like.
B 52 Saturation bombing in Vietnam.

11. Treating death & injuries due to faulty gas tank on Pinto as
statistics
within acceptable limits and calling victims “units”.
Trap 5: Lost in the Group – Distributing responsibility among
several members of a group, limiting personal responsibility. In
a group, accountability is diminished, making members more
apt to harm others.
Example: “Everybody’s doing it.”
Trap 6: Competition – Believing that a business decision is a
“zero-sum game”. If you win, the other loses, decreasing mutual
benefit. Competition encourages the hiding of information,
mistrust, and betrayal.
Trap 7: Tyranny of Goals – A form of self-interest that
encourages decision-makers to move too fast and cut corners to
achieve goals. This trap is driven by the false belief that the
achievement of one or more goals will achieve happiness.
Trap 8: Money – A form of self-interest that directly ties money
to happiness. Aspirations spiral out of control as money

12. becomes a means of comparison with others.
Trap 9: Conflicts of Interest – Feeling forced to cheat or
mislead in order to serve two masters and avoid being caught in
the middle. May include the acceptance of bribes or playing one
party against another.
Trap 10: Conflicts of Loyalty – Similar to conflicts of interest,
one is pulled in opposing directions by conflicting influences.
This trap tends to focus on money and the conflict between the
company’s management and its shareholders.
Trap 11: Conformity – Pressure against becoming the dissenter
in a questionable situation.
Trap 12: Conformity Pressure – Environmental demand to
follow established norms to resist sharp opposition. This
pressure often surfaces when managers use sarcasm or
punishment to enforce “team play”.
Trap 13: “Don’t Make Waves” – Avoiding critical questions, the
challenges of decisions, debate, and disagreement in order to
keep the peace in a group setting. Practicing polite board room
or meeting behavior, because dissent is viewed as detrimental or
unneeded.

13. Trap 14: Self-Enhancement – The belief that oneself is superior
or above average, stimulating the feeling of protection against
depression or failure. Allowing blurred perceptions of personal
abilities mentally diminishes belief that a situation can
overpower ethical values.
Trap 15: Time Pressure – Minimizing ethical awareness due to
time constraints. Taking short-cuts to achieve goals, despite the
consequences of hurried decisions.
Trap 16: Decision Schema – Failing to make ethical decisions
because mental schemas or behavioral patterns have not been
formed. The unique nature of the situation increases the
likelihood of reacting in a way that is inconsistent with beliefs
and values.
Trap 17: Enacting a Role – The separation of the person from
the work or decision, based on the belief that work life differs
from reality. Compartmentalizing life to justify unethical
behavior.
Trap 18: Power – Attributing the success of employees to one’s
own leadership, devaluing the work and capabilities of
employees. Creating emotional separation from employees as
people and minimizing empathy. This trap may result in leading

14. employees into unethical behavior.
Trap 19: Justification – Excusing unethical behavior and
convincing oneself that the decision needed to be made to
contribute to greater good.
Trap 20: Obligation – The fulfillment of a promise or
commitment no matter the consequences or questionable
activity fulfillment involves. Loyalty at any expense.
Defensive traps appear after a bad decision has already been
made, serving as a catalyst to a downward spiral of unethical
behavior. These traps attempt to minimize shame and guilt,
justify unethical behavior, and falsely create reward or
gratification for the action. Significantly involving emotions,
defensive traps often establish an internal battle in which the
decision-maker may ignore over time.
Trap 21: Anger – The squelching of empathy and guilt, allowing
hostility to cover up vulnerability. Anger is a powerful emotion
that quickly obliterates the tender emotions that accompany
ethical behavior.
Trap 22: Going Numb – Shutting down painful feelings to
diminish reaction. Extinguishing beliefs and thoughts that are
uncomfortable or difficult to handle.

15. Trap 23: Alcohol – The management of bad feelings through
substance abuse. Temporarily extinguishing feelings of guilt.
Trap 24: Desensitization – Committing a transgression over and
over again to deaden the feelings of guilt and remorse.
Trap 25: Reduction Words – Making an unethical transgression
seem smaller in order to minimize feelings of guilt and
worthlessness. The decision-maker admits that wrong has been
done, but fails to recognize the full extent of wrongdoing.
Trap 26: Renaming – The use of benign or benevolent words to
replace words that have a negative connotation. Renaming
influences our thinking and perceptions, helping maintain a
positive view of ourselves.
Trap 27: Advantageous Comparison – The lessening of guilt by
comparing the unethical transgression to something worse.
Considering only those who have harmed others worse than
oneself.
Trap 28: Zooming Out – Contrasting the big picture with the
relative size of the unethical behavior. Seeing the transgression
as trivial in comparison to the larger view.

16. Trap 29: “Everybody Does It” – Appeasing guilt by falsely
assuming that it’s something that everyone does. Engaging in
self-deception and actually believing it.
Trap 30: “We Won’t Get Caught”—Minimizing the importance
of the transgression when the chance of punishment is low.
Allowing the chances of punishment to dictate the seriousness
of the behavior.
Trap 31: “We Didn’t Hurt Them That Bad”—Minimizing the
harm done by one’s unethical behavior. Comparing the result of
the activity to circumstances where harm was much more
severe.
Trap 32: Self-Serving Bias – Following one’s tendency to take
credit for success and attribute failure to external causes.
Externalizing blame to the extent of actual belief. Guilt is
annihilated in order to maintain a positive self view, often
encouraging the blame of others for personal transgressions.
Trap 33: Addiction – The attempt to solve a problem through
reliance on short-term pleasure, even if it makes the problem
worse in the long term. Ignoring the long-term consequences of
short-term benefits.

17. Trap 34: Coworker Reactions – Looking to coworkers to ignore,
justify or condone unethical behavior in order to support one’s
view that no harm was done. Clinging to the assumption that if
no one whistleblows, the behavior must be acceptable.
Trap 35: Established Impressions – Refusing to change original
perceptions of a boss or coworker, often resulting in the
minimization of unethical behavior. Established impressions
tend to endure even if we are convinced later that our
impressions are wrong.
Trap 36: Contempt for the Victim – Dehumanizing others,
allowing oneself to lose empathy and see them as objects
without hopes or feelings. The loss of empathy for others makes
it easier to harm them without feeling guilt.
Trap 37: Doing is Believing – Occurs only when one feels he or
she has freely chosen to act. When we act unethically, we
automatically begin to view our transgressions in a less negative
way. What we do is what we become.