Steven turner (20916)refueling government ethics
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This is a Powerpoint presentation that was assigned during my Acquistion and Contract Management Intro. course. I hope that the sound is available. Previous upload did not upload the sound for some reason.
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Response 1.A contract is the ways in which the Government procur.docx
Response 1.
A contract is the ways in which the Government procure goods and services through other sources that can be written or oral agreements. Acquisition personnel should be fully engaged in order for this process to go through a smooth transition all parties involved should have actual contribution to be successful. The Government rely heavily on these approved agencies which will eventually turn into a contractual binding document. Contract managers oversee the execution of agreements in organizations. They are responsible for ensuring all of the elements of a contract are legal, moral, ethical, and match the organizations overall goals. In procurement, this can include payment terms, where items are sourced, and how they are delivered. The supply chain has several moving parts and the contract manager needs to ensure all bases are covered prior to executing an agreement with a vendor. While creating purchasing terms with vendors, the contract manager is responsible for upholding contractual guidelines both by law and the morals of the organization so the business does not suffer in dealing with negative repercussions as a result of quality assurance report or summary.
The difference between Common Law is judge-made law (CSAL, 53). While Administrative Law is driven by governing agencies to control or decide rules and procedures also known as Administrative Procedure Act in 1946. Agencies are well aware of what their left and right limits are and regulates how they conduct business. Here are a few agencies that abide by this law are Federal Aviation Agency and Environmental Protection Agency.
I believe that we have the contract negotiation process, because it requires terms for agreement between two parties. This is a skill that is needed when trying to get new equipment or services, but it takes effort and practice to have when determining the best possible or low price.
Response 2
According to the Federal Acquisition Regulation, “a contract is a mutually binding legal relationship obligating the seller to furnish the supplies or services (including construction) and the buyer to pay for them. It includes all types of commitments that obligate the government to an expenditure of appropriated funds and that, except as otherwise authorized, are in writing”. Easy to explain, it is simply an agreement between two entities that exchanges services for payment and that have consequences if either side does not deliver from their end.
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Department of Defense COR HANDBOOK March 22,
Department of Defense
COR HANDBOOK
March 22, 2012
Director, Defense Procurement
and Acquisition Policy
OUSD(AT&L)
1
Foreword
The Department of Defense (DoD) relies heavily on the private sector to carry out aspects
of the Department’s mission. Because of the critical reliance on contractor support and
the large expenditures involved, contract surveillance is vital to ensure contractors are
providing quality services and supplies in a timely manner; to mitigate contractor
performance problems; and to ensure the Federal Government (Government) receives
best value for the Warfighter.
Contract quality performance is the responsibility of both the contractor and the
Government. The contractor is responsible for carrying out its obligations under the
contract in terms of quality, timeliness and cost. The Government is responsible for
ensuring that services and supplies acquired conform to the quality and performance
requirements of the contract.
Contract quality surveillance is an essential activity. In most cases, contract quality
surveillance is the responsibility of the requiring organization — the organization most
familiar with the technical complexities and nuances of the requirement — with
assistance from the contracting office. The requiring organization prescribes contract
quality requirements that the contracting office includes in contracts. Members of the
requiring organization are designated specific authority by the Contracting Officer to
conduct contract surveillance as a Contracting Officer’s Representative (COR) in order to
verify that the contractor is fulfilling contract requirements and to document performance
for the contract record. These CORs function as the eyes and ears of the Contracting
Officer and are a liaison between the Government and contractor when executing
surveillance responsibilities.
DoD1 policy requires that the requiring activity/COR management participate in
nominating CORs and assess their performance of COR responsibilities. COR
management affirms that the COR will be afforded necessary resources (time, equipment,
opportunity) to perform designated COR responsibilities.
This COR handbook addresses key aspects of contract quality surveillance and the roles
and responsibilities of the Contracting Officer, the COR and the requiring activity/COR
management. It is a comprehensive resource for the Contracting Officer, COR
1
Deputy Secretary of Defense Memorandum, “Monitoring Contract Performance in Contracts for Services,” 22
August 2008, http://www.acq.osd.mil/dpap/policy/policyvault/2008‐0468‐DPAP.pdf.
3
Contents
Introduction
Chapter 1: The Importance of Contract Surveillance
Related Duties
Chapter 1. Key Points
Chapter 2: Roles and Responsibilities for Contract Surveillance
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Response 1.A contract is the ways in which the Government procur.docx
Response 1.
A contract is the ways in which the Government procure goods and services through other sources that can be written or oral agreements. Acquisition personnel should be fully engaged in order for this process to go through a smooth transition all parties involved should have actual contribution to be successful. The Government rely heavily on these approved agencies which will eventually turn into a contractual binding document. Contract managers oversee the execution of agreements in organizations. They are responsible for ensuring all of the elements of a contract are legal, moral, ethical, and match the organizations overall goals. In procurement, this can include payment terms, where items are sourced, and how they are delivered. The supply chain has several moving parts and the contract manager needs to ensure all bases are covered prior to executing an agreement with a vendor. While creating purchasing terms with vendors, the contract manager is responsible for upholding contractual guidelines both by law and the morals of the organization so the business does not suffer in dealing with negative repercussions as a result of quality assurance report or summary.
The difference between Common Law is judge-made law (CSAL, 53). While Administrative Law is driven by governing agencies to control or decide rules and procedures also known as Administrative Procedure Act in 1946. Agencies are well aware of what their left and right limits are and regulates how they conduct business. Here are a few agencies that abide by this law are Federal Aviation Agency and Environmental Protection Agency.
I believe that we have the contract negotiation process, because it requires terms for agreement between two parties. This is a skill that is needed when trying to get new equipment or services, but it takes effort and practice to have when determining the best possible or low price.
Response 2
According to the Federal Acquisition Regulation, “a contract is a mutually binding legal relationship obligating the seller to furnish the supplies or services (including construction) and the buyer to pay for them. It includes all types of commitments that obligate the government to an expenditure of appropriated funds and that, except as otherwise authorized, are in writing”. Easy to explain, it is simply an agreement between two entities that exchanges services for payment and that have consequences if either side does not deliver from their end.
Common law is defined as laws that are decided by judges and court systems at a local level. Administrative law is the rules and regulations that that oversea government agencies and federal entities. The administrative law is created by laws created and passed by congress and the states.
The reason contract negotiation is important is because, we always strive for the best possible deal for the government. The more we can save on a certain contract, the more we can invest into a smaller contract that ...
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Department of Defense COR HANDBOOK March 22,
Department of Defense
COR HANDBOOK
March 22, 2012
Director, Defense Procurement
and Acquisition Policy
OUSD(AT&L)
1
Foreword
The Department of Defense (DoD) relies heavily on the private sector to carry out aspects
of the Department’s mission. Because of the critical reliance on contractor support and
the large expenditures involved, contract surveillance is vital to ensure contractors are
providing quality services and supplies in a timely manner; to mitigate contractor
performance problems; and to ensure the Federal Government (Government) receives
best value for the Warfighter.
Contract quality performance is the responsibility of both the contractor and the
Government. The contractor is responsible for carrying out its obligations under the
contract in terms of quality, timeliness and cost. The Government is responsible for
ensuring that services and supplies acquired conform to the quality and performance
requirements of the contract.
Contract quality surveillance is an essential activity. In most cases, contract quality
surveillance is the responsibility of the requiring organization — the organization most
familiar with the technical complexities and nuances of the requirement — with
assistance from the contracting office. The requiring organization prescribes contract
quality requirements that the contracting office includes in contracts. Members of the
requiring organization are designated specific authority by the Contracting Officer to
conduct contract surveillance as a Contracting Officer’s Representative (COR) in order to
verify that the contractor is fulfilling contract requirements and to document performance
for the contract record. These CORs function as the eyes and ears of the Contracting
Officer and are a liaison between the Government and contractor when executing
surveillance responsibilities.
DoD1 policy requires that the requiring activity/COR management participate in
nominating CORs and assess their performance of COR responsibilities. COR
management affirms that the COR will be afforded necessary resources (time, equipment,
opportunity) to perform designated COR responsibilities.
This COR handbook addresses key aspects of contract quality surveillance and the roles
and responsibilities of the Contracting Officer, the COR and the requiring activity/COR
management. It is a comprehensive resource for the Contracting Officer, COR
1
Deputy Secretary of Defense Memorandum, “Monitoring Contract Performance in Contracts for Services,” 22
August 2008, http://www.acq.osd.mil/dpap/policy/policyvault/2008‐0468‐DPAP.pdf.
3
Contents
Introduction
Chapter 1: The Importance of Contract Surveillance
Related Duties
Chapter 1. Key Points
Chapter 2: Roles and Responsibilities for Contract Surveillance
Nomination, Designation, and Appointment of the COR
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This document discusses the growing need for organizations to audit their own compliance programs to ensure they are compliant. It notes that compliance programs have become increasingly complex with rules from multiple agencies. There is no agreed upon terminology for compliance program elements. The document argues that to effectively manage regulatory risk, organizations must take an integrated approach and audit their compliance programs to confirm the programs are functioning as intended and meeting their goals of preventing and detecting misconduct. Proper governance of compliance programs, including their relationship to legal and risk functions, is also an ongoing discussion.
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The Federal Acquisition Regulatory Council has drafted a preliminary plan for retrospectively analyzing existing acquisition rules as required by Executive Order 13563. The plan outlines the scope, which includes government-wide acquisition rules in the Federal Acquisition Regulation. It discusses opportunities for public input and lists eight initial initiatives for review over the next two years, including examining rules around communications with vendors, reducing sole-source contracts, past performance reviews, and conflicts of interest. The goal is to identify rules that could be simplified, strengthened, or repealed to more efficiently meet objectives of taxpayer value, public trust, and policy goals.
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Read Healthier Babies in Twin Falls and write an analysis.
Follow this format -
The paper should be 1 to 1.5 pages
1- Write a BRIEF summary of the article - about 1/3 of the content.
One paragraph summary. One paragraph summary.
One paragraph summary. One paragraph summary.
One paragraph summary. One paragraph summary.
One paragraph summary. One paragraph summary.
2- Address these issues:
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Assignment
Paper B2- Organizational Policy to address an IT-related ethical issue that you wrote about in your matrix for the B1 assignment
Write an organizational policy to address the IT-related ethical workforce privacy issue that you described in Matrix B1, where you mapped key organizational issues and identified how these ethical issues were affected by laws, regulations, and policies.
The following elements must be addressed:
1. Look at other policies to see how they are written. The following site provides examples of templates for policies but an Internet search provides other templates: http://www.sans.org/security-resources/policies/computer.php
2. Your policy should include the following major headings:
a) Overview of policy
b) Purpose of the policy
c) Scope (roles and responsibilities of stakeholders)
d) Policy/Procedures to follow - (Note: you should be aware that a policy only describes "what," the staff of an organization will do, while a procedure describes "how," the staff of an organization will accomplish a required action. As a result, this section should only discuss the specific measures, needs, or changes to behavior within the organization in terms of policy points, i.e., what they must do to conform to the policy. Any procedures that are needed to assist in doing the “what,” are usually included by reference later in the policy– procedures should not be included in the policy points).
e) Sanctions/Enforcement
3. Prepare a 3-5 page, double-spaced paper with your Organizational Policy.
4. The assignment requires a minimum of three external references. Indicate appropriate APA reference citations for all sources you use.
Rubric Name: Paper B2
Criteria
Level 1
Level 2
Level 3
Overview of Policy
1.5 points
The overview fully introduces the ethical issue and its facets described in Paper B1.
1.2 points
The overview partially introduces the ethical issue and its facets described in Paper B1
0.9 points
The overview introduces the ethical issue, and its facets described in Paper B1 in a cursory manner.
Purpose of Policy
2 points
The purpose of the policy is crystal clear and there should be no question why it was put in place.
1.6 points
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AUDIT EXERCISE
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3. Capacity to understand technological developments relevant to the business
4. Structural and cultural context of the business unit affecting intrepreneurship (internal entrepreneurship)
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What type of information would you need to collect in each of these five areas to determine when, where, how, if, and what innovations should be undertaken in the business? Be specific and justify your answer.
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4. Define management of innovation and give an example of how a firm can manage innovation processes.
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(White 29)
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Actions for Conference 5, Chapter 4 CIO Best Practices & Rubric
Must post first.
Going green. You could easily be very cycnical on the one hand, or very Pollyannish on the other regarding this chapter. My first reaction, frankly, was that Stenzil included it in the book because it was the correct thing to do. I really doubt that "green" is a self-conscious act of the executive to save the planet. Much of what we read in this chapter arises because the technology has presented itself, and there is a business case to be made for using it; virtualized servers is an example. I operate a virtualized computing environment because it is cheaper and easier to maintain. Many organizations have shifted to low energy fluorescent lighting. LED lighting will come into vogue as well when the cost comes down. What is the CIO's concern with "going green"? Do the benefits out weigh the costs at some point? If you are interested, you can introduce other "green" technologies to the discussion. Nanotechnologies are very prevalent in these conversations.
Classmates Responses
Brief of Articles
Chapter 4: Leading with Green – Expanding the CIO’s Role in Eco-Efficient Information Technology Adoption
The main purpose of the article is to present Green IT business suggestions. Going green has five dimensions: 1) maximizing data center efficiencies, 2) encouraging policy controls for desktops and reducing printing, 3) considering energy efficiency, tax incentives and other incentives, recycling, less packaging, etc. in IT procurement processes, 4) decreasing the carbon-footprint and increasing the silicon-footprint, and 5) delivering shareholder value (Betancourt and Farrell, 2011).
The authors make the case that the CIO is well positioned to lead the enterprise in developing a Green IT strategy, due to the fact that the CIO has responsibility for high energy producing assets like data centers (Betancourt and Farrell, 2011). Plus, the CIO typically plays a leadership role in both transformation and best practices (Betancourt and Farrell, 2011). Two focus areas of the CIO for enterprise green initiatives are: 1) promote the enterprise initiatives, and 2) measure and validate the IT performance for the initiatives (Betancourt and Farrell, 2011). The CIO will need commitment from the other executives in the C-suite, and engagement from the employees (Betancourt and Farrell, 2011).
Betancourt and Farrell (2011) provide five areas for the CIO’s Green IT agenda: 1) end user working practices like teleworking and turning off assets not in use, 2) energy-efficient office equipment, 3) office infrastructure/data center optimization like virtualization and consolidation, 4) procurement green requirements for suppliers and products, and 5) corporate citizenship policies to encourage employee engagement, mitigate risk, assure compliance, and communicate performance outside of the enterprise.
While there are altruistic reasons f.
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1. In a report to your client, discuss the current status of Chinese environmental programs: (air, rivers, groundwater, wastewater, drinking water, soils, solid wastes, regulations, and enforcement).
2. Your client is going to manufacture active pharmaceutical ingredients for the generic pharmaceutical markets. Using the 15 research areas, discuss in your report what you would expect the key changes to the Chinese environmental regulations to be that the U.S. company can anticipate when entering into force in the next five years. Project how this may impact Chinese suppliers and the manufacturing operations of the U.S. company that will be relocated to China.
3. Under research program number 13, it is clear that China plans to develop programs and regulatory requirements that will regulate the production and use of hazardous and toxic chemicals in commerce. Up to now, China has traditionally lagged behind other countries in the development of world class environmental programs. They watch western countries (U.S. and Europe) to learn from their experiences with the intent to pick out program elements that work and can be adapted to China. In your report, discuss what you see to be the benefits and penalties to Chinese environmental programs for taking this approach
– where does this approach help them, where does this approach hurt them?
4. The U.S. has an adversarial approach with industry to managing and enforcing their environmental programs. The U.S. uses a heavy hand when dealing with non-compliant industries and they are experts in the use of permits and fines to drive behavior and the structure of compliance programs of manufacturing operations. The Chinese have an enforcement division, but it is lightly used unless it aversely impacts reputation or the brand of China itself. For example, during the Olympics, some companies had to shut down their operations for two months without government compensation. The air was breathable, the haze was gone, and workers were not paid during the shutdown. In your report, discuss for your client how the Chinese enforcement strategy may impact his manufacturing operations. Include a discussion on how workers at the site will view EHS and the programs in place that are designed to protect workers and the environment from harm.
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Environmentally conscious materials handling. Hoboken, NJ: Wiley.
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IT in Amazon
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Introduction
IT exp.
CF_Assignment_Updated_on Boeing industry
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- It has 16 executive officers led by President and CEO David Calhoun. The board of directors has 12 members, most of whom are current or former CEOs of large companies.
- Top shareholders are passive institutional investors like Vanguard Group and BlackRock, while government contracts account for nearly half of Boeing's revenue.
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The paper should be 1 to 1.5 pages
1- Write a BRIEF summary of the article - about 1/3 of the content.
One paragraph summary. One paragraph summary.
One paragraph summary. One paragraph summary.
One paragraph summary. One paragraph summary.
One paragraph summary. One paragraph summary.
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Assignment
Paper B2- Organizational Policy to address an IT-related ethical issue that you wrote about in your matrix for the B1 assignment
Write an organizational policy to address the IT-related ethical workforce privacy issue that you described in Matrix B1, where you mapped key organizational issues and identified how these ethical issues were affected by laws, regulations, and policies.
The following elements must be addressed:
1. Look at other policies to see how they are written. The following site provides examples of templates for policies but an Internet search provides other templates: http://www.sans.org/security-resources/policies/computer.php
2. Your policy should include the following major headings:
a) Overview of policy
b) Purpose of the policy
c) Scope (roles and responsibilities of stakeholders)
d) Policy/Procedures to follow - (Note: you should be aware that a policy only describes "what," the staff of an organization will do, while a procedure describes "how," the staff of an organization will accomplish a required action. As a result, this section should only discuss the specific measures, needs, or changes to behavior within the organization in terms of policy points, i.e., what they must do to conform to the policy. Any procedures that are needed to assist in doing the “what,” are usually included by reference later in the policy– procedures should not be included in the policy points).
e) Sanctions/Enforcement
3. Prepare a 3-5 page, double-spaced paper with your Organizational Policy.
4. The assignment requires a minimum of three external references. Indicate appropriate APA reference citations for all sources you use.
Rubric Name: Paper B2
Criteria
Level 1
Level 2
Level 3
Overview of Policy
1.5 points
The overview fully introduces the ethical issue and its facets described in Paper B1.
1.2 points
The overview partially introduces the ethical issue and its facets described in Paper B1
0.9 points
The overview introduces the ethical issue, and its facets described in Paper B1 in a cursory manner.
Purpose of Policy
2 points
The purpose of the policy is crystal clear and there should be no question why it was put in place.
1.6 points
The purpose of the policy could have been cle ...
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AUDIT EXERCISEWhen trying to determine the ability of the organi.docx
AUDIT EXERCISE
When trying to determine the ability of the organization to manage technology and innovation, it is important for managers to understand the firm s capabilities. Capabilities are the set of characteristics an organization possesses to facilitate and support its strategies. In the management of innovation and technology, there are a number of frameworks for determining the innovative capabilities of the organization. The Innovative Capabilities Audit Framework22 indicates five categories of variables for a business to consider. These categories are:
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2. Capacity to understand competitors' strategies and industry evolution with respect to innovation
3. Capacity to understand technological developments relevant to the business
4. Structural and cultural context of the business unit affecting intrepreneurship (internal entrepreneurship)
5. Strategic capacity to deal with innovation initiatives by internal entrepreneurs
What type of information would you need to collect in each of these five areas to determine when, where, how, if, and what innovations should be undertaken in the business? Be specific and justify your answer.
DISCUSSION QUESTIONS
1. Discuss the definition of technology from a strategic point of view.
2. Discuss the role of innovation in the strategic management process.
3. Define management of technology and give an example based on your knowledge.
4. Define management of innovation and give an example of how a firm can manage innovation processes.
5. Give an example of GE s management of technology and how they were able to gain a competitive advantage from those activities.
PART ONE OPENING CASE: GENERAL ELECTRIC
The GE case illustrates the changes a company can go through because of a change in technology and innovation. What changes in technology do you think GE has undertaken? In process? In product? What type of innovation do you think these changes illustrate (see Figure 1.4)
(White 29)
White, Margaret A., Garry Bruton. The Management of Technology and Innovation: A Strategic Approach, 2nd Edition. South-Western, 2014-08-04. VitalBook file.
The citation provided is a guideline. Please check each citation for accuracy before use.
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Going green. You could easily be very cycnical on the one hand, or very Pollyannish on the other regarding this chapter. My first reaction, frankly, was that Stenzil included it in the book because it was the correct thing to do. I really doubt that "green" is a self-conscious act of the executive to save the planet. Much of what we read in this chapter arises because the technology has presented itself, and there is a business case to be made for using it; virtualized servers is an example. I operate a virtualized computing environment because it is cheaper and easier to maintain. Many organizations have shifted to low energy fluorescent lighting. LED lighting will come into vogue as well when the cost comes down. What is the CIO's concern with "going green"? Do the benefits out weigh the costs at some point? If you are interested, you can introduce other "green" technologies to the discussion. Nanotechnologies are very prevalent in these conversations.
Classmates Responses
Brief of Articles
Chapter 4: Leading with Green – Expanding the CIO’s Role in Eco-Efficient Information Technology Adoption
The main purpose of the article is to present Green IT business suggestions. Going green has five dimensions: 1) maximizing data center efficiencies, 2) encouraging policy controls for desktops and reducing printing, 3) considering energy efficiency, tax incentives and other incentives, recycling, less packaging, etc. in IT procurement processes, 4) decreasing the carbon-footprint and increasing the silicon-footprint, and 5) delivering shareholder value (Betancourt and Farrell, 2011).
The authors make the case that the CIO is well positioned to lead the enterprise in developing a Green IT strategy, due to the fact that the CIO has responsibility for high energy producing assets like data centers (Betancourt and Farrell, 2011). Plus, the CIO typically plays a leadership role in both transformation and best practices (Betancourt and Farrell, 2011). Two focus areas of the CIO for enterprise green initiatives are: 1) promote the enterprise initiatives, and 2) measure and validate the IT performance for the initiatives (Betancourt and Farrell, 2011). The CIO will need commitment from the other executives in the C-suite, and engagement from the employees (Betancourt and Farrell, 2011).
Betancourt and Farrell (2011) provide five areas for the CIO’s Green IT agenda: 1) end user working practices like teleworking and turning off assets not in use, 2) energy-efficient office equipment, 3) office infrastructure/data center optimization like virtualization and consolidation, 4) procurement green requirements for suppliers and products, and 5) corporate citizenship policies to encourage employee engagement, mitigate risk, assure compliance, and communicate performance outside of the enterprise.
While there are altruistic reasons f.
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1. In a report to your client, discuss the current status of Chinese environmental programs: (air, rivers, groundwater, wastewater, drinking water, soils, solid wastes, regulations, and enforcement).
2. Your client is going to manufacture active pharmaceutical ingredients for the generic pharmaceutical markets. Using the 15 research areas, discuss in your report what you would expect the key changes to the Chinese environmental regulations to be that the U.S. company can anticipate when entering into force in the next five years. Project how this may impact Chinese suppliers and the manufacturing operations of the U.S. company that will be relocated to China.
3. Under research program number 13, it is clear that China plans to develop programs and regulatory requirements that will regulate the production and use of hazardous and toxic chemicals in commerce. Up to now, China has traditionally lagged behind other countries in the development of world class environmental programs. They watch western countries (U.S. and Europe) to learn from their experiences with the intent to pick out program elements that work and can be adapted to China. In your report, discuss what you see to be the benefits and penalties to Chinese environmental programs for taking this approach
– where does this approach help them, where does this approach hurt them?
4. The U.S. has an adversarial approach with industry to managing and enforcing their environmental programs. The U.S. uses a heavy hand when dealing with non-compliant industries and they are experts in the use of permits and fines to drive behavior and the structure of compliance programs of manufacturing operations. The Chinese have an enforcement division, but it is lightly used unless it aversely impacts reputation or the brand of China itself. For example, during the Olympics, some companies had to shut down their operations for two months without government compensation. The air was breathable, the haze was gone, and workers were not paid during the shutdown. In your report, discuss for your client how the Chinese enforcement strategy may impact his manufacturing operations. Include a discussion on how workers at the site will view EHS and the programs in place that are designed to protect workers and the environment from harm.
5. In conclusion, based on your assessment here of environmental factors, present in your report your recommendation. Should the U.S. company relocate to China or remain in the U.S.? State your top three reasons for making your recommendation.
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Kutz, M. (2009).
Environmentally conscious materials handling. Hoboken, NJ: Wiley.
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This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
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Steven turner (20916)refueling government ethics
- 1. 1 Refueling Government Ethics A Lesson in Acquisition and Contract Management (20916) Athens state University By Steven Turner March, 2011 Picture taken from www.aeroexperience.blogspot.com
- 3. Peers
- 4. Colleagues
- 5. Ambition
- 6. Education
- 7. Policy
- 8. Control
- 9. Oversight
- 12. Morals
- 13. Principles
- 14. Standards
- 15. Beliefs
- 16. Code
- 17. Conviction
- 18. Norms
- 19. IdealsImage taken fromhttp://ts4.mm.bing.net 3/21/2011 3
- 23. 6 Meet Mrs. Darleen Druyun Vice President and Deputy General Manager of Boeing's Missile Defense Systems 3/21/2011 Picture taken from www.lb.boeing.com
- 24. 3/21/2011 7 Ethics violation: Sears and Druyun Picture taken from www.theage.com
- 25. 3/21/2011 8 3.101-2 Solicitation and acceptance of gratuities by Government personnel. As a rule, no Government employee may solicit or accept, directly or indirectly, any gratuity, gift, favor, entertainment, loan, or anything of monetary value from anyone who (a) has or is seeking to obtain Government business with the employee’s agency, (b) conducts activities that are regulated by the employee’s agency, or (c) has interests that may be substantially affected by the performance or nonperformance of the employee’s official duties. Certain limited exceptions are authorized in agency regulations (Federal Acquisition Regulation, July 2010).
- 27. Oversight: Each employee must have one or more branches of supervision.
- 28. Screening: Required background checks/ screening upon initial employment.3/21/2011
- 29. 10 Finally: In 2011, ironically Boeing was granted the Refueling Tanker contract.The price had ballooned to $35 billion with a total of 179 aircraft. This contract should be a lesson for government and contracting companies nationwide. Demand Ethics across the board and fuel pride into government contracting! 3/21/2011