DEMONSTRATING WORK VALUES

ADDIS ABABA MEDICAL AND BUSINESS

COLLEGE
RETAIL PHARMACY ASSISTING
LEVEL II

CBLM

LEARNING GUIDE

UNIT OF COMPETENCY: DEMONSTRATE WORK VALUES

MODULE TITLE: DEMONSTRATING WORK VALUES

LG CODE:HLT PRA2110611

TTLM CODE:HLT PRA2M110611

LO-1: Define the Purpose of Work

LO-2: Apply Work Values/Ethics

LO-3: Deal With Ethical Problems

LO-4: Maintain Integrity of Conduct in the Work Place

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Module Contents

LIST OF CONTENTSPAGES

LO1: DEFINE THE PURPOSE OF WORK..................................................................................................... 1

1.1. IDENTIFYING THE PURPOSE OF WORK..............................................................................................................4

THE TOP 10 WORK VALUES EMPLOYERS LOOK FOR.............................................................................4

2. DEPENDABILITY AND RESPONSIBILITY............................................................................................................................5

3. POSSESSING A POSITIVE ATTITUDE...............................................................................................................................5
4. ADAPTABILITY..........................................................................................................................................................5
5. HONESTY AND INTEGRITY...........................................................................................................................................6
6. SELF – MOTIVATED...................................................................................................................................................6
7. MOTIVATED TO GROW & LEARN.................................................................................................................................6
8. STRONG SELF – CONFIDENCE......................................................................................................................................7
9. PROFESSIONALISM....................................................................................................................................................7
10. LOYALTY............................................................................................................................................................... 7
1.2. HARMONIZING PERSONAL MISSION WITH CAMPANY......................................................................................8

DISABILITY  IN  THE  WORKPLACE: COMPANY  PRACTICES..............................................................9

DISABILITY  IN  THE  WORKPLACE: COMPANY  PRACTICES.....................................................................................9

LO2: APPLY WORK VALUES/ETHICS.................................................................................................................... 10

2.1. CLASSIFICATION OF VALUES, ETHICS AND CONCEPTS....................................................................................10

SOCIAL WORK VALUES AND ETHICS...................................................................................................... 10

RELATIONSHIP WITH FREEDOM OF THE PRESS........................................................................................................11

PROMOTE CLIENT SELF-DETERMINATION AND INFORMED CONSENT.........................................14

MAINTENANCE AND HANDLING OF CLIENT RECORDS.........................................................................................................15

SOCIAL WORKERS ARE ENCOURAGED TO TAKE CARE TO:.......................................................................................15
ETHICAL RESPONSIBILITIES IN PROFESSIONAL RELATIONSHIPS..............................................................................................16
ETHICAL RESPONSIBILITIES TO COLLEAGUES.....................................................................................................................17
ETHICAL RESPONSIBILITIES TO THE WORKPLACE................................................................................................................18
VALUES AND ETHICS.......................................................................................................................................18
THE CHARACTER OF VALUES AND ETHICS................................................................................................19
THE PUBLIC TRUST...........................................................................................................................................21
PROCEDURES THAT ENCOURAGE ETHICAL BEHAVIOR...........................................................................................23
ATTRIBUTES FOR ETHICAL DECISIONS...................................................................................................................24
2.2. PERSONAL BEHAVIOR AND RELATION SHIPS..................................................................................................27
CODE OF CONDUCT PROVISIONS...................................................................................................................................29

LO3: DEAL WITH ETHICAL PROBLEMS................................................................................................................ 30

3.1. RESOLUTION AND REPORTING OF ETHICAL PROBLEMS.................................................................................30

ETHICAL RESPONSES.......................................................................................................................................30

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LO4: MAINTAIN INTEGRITY OF CONDUCT IN THE WORK PLACE..........................................................................32

4.1. PROVIDING INSTRUCTIONS TO CO-WORKERS................................................................................................32

SPECIFIC DUTIES AND RESPONSIBILITIES ESSENTIAL JOB FUNCTIONS...................................................................35
4.2. SHARING CAMPANY VALUES/PRACTICES WITH CO-WORKERS.......................................................................36

TASKS/CHECK LISTS................................................................................................................................... 40

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LO1: DEFINE THE PURPOSE OF WORK

1.1. IDENTIFYING THE PURPOSE OF WORK

What is the definition of work?
Work is normally considered labor, toil, or effort. It is used as a synonym for "job". In physics,
work is the energy transferred by the action of a force over a distance.Work value is a set of
values that include good performance, take imitative, and working well with others.People also
askWhat is the definition of personal values?Your personal values are a central part of who you
are – and who you want to be. By becoming more aware of these important factors in your life,
you can use them as a guide to make the best choice in any situation. Some of life's decisions are
really about determining what you value most.What are values at work?
Values are the principles or beliefs that are important to you, and they affect all aspects of your
life – including your work. Knowing which work values are most important to you will help you
make decisions about what jobs or career paths might suit you best.
What are your core values?
Core values are not descriptions of the work we do or the strategies we employ to accomplish
our mission. The values underlie our work, how interact with each other, and which strategies we
employ to fulfill our mission. The core values are the basic elements of how we go about our
work.
What are your values and beliefs? A
value is a measure of the worth or importance a person attaches to something; our values are
often reflected in the way we live our lives. eg I value freedom of speech, or I value my family.
An attitude is the way a person expresses or applies their beliefs and values, and is expressed
through words and behavior

The Top 10 Work Values Employers Look For

1. Strong Work Ethic

Employers value employees who understand and possess a willingness to work hard. In addition
to working hard it is also important to work smart. This means learning the most efficient way to
complete tasks and finding ways to save time while completing daily assignments. It’s also
important to care about your job and complete all projects while maintaining a positive attitude.

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Doing more than is expected on the job is a good way to show management that you utilize good
time management skills and don’t waste valuable company time attending to personal issues not
related to the job. Downsizing in today’s job market is quite common so it’s important to
recognize the personal values and attributes employers want to improve your chances of job
security should a layoff occur.

 2. Dependability and Responsibility

Employers value employees who come to work on time, are there when they are supposed to be,
and are responsible for their actions and behavior. It’s important to keep supervisors abreast of
changes in your schedule or if you are going to be late for any reason. This also means keeping
your supervisor informed on where you are on all projects you have been assigned. Being
dependable and responsible as an employee shows your employer that you value your job and
that you are responsible in keeping up with projects and keeping them informed of the things that
they should know about.

 3. Possessing a Positive Attitude.

Employers seek employees who take the initiative and have the motivation to get the job done in
a reasonable period of time. A positive attitude gets the work done and motivates others to do the
same without dwelling on the challenges that inevitably come up in any job. It is the enthusiastic
employee who creates an environment of good will and who provides a postive role model for
others. A positive attitude is something that is most valued by supervisors and co-workers and
that also makes the job more pleasant and fun to go to each day.

 4. Adaptability

Employers seek employees who are adaptable and maintain flexibility in completing tasks in an
ever changing workplace. Being open to change and improvements provides an opportunity to
complete work assignments in a more efficient manner while offering additional benefits to the
corporation, the customer, and even the employee. While oftentimes employees complain that
changes in the workplace don’t make sense or makes their work harder, oftentimes these
complaints are due to a lack of flexibility.

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Adaptability also means adapting to the personality and work habits of co-workers and
supervisors. Each person possesses their own set or strengths and adapting personal behaviors to
accommodate others is part of what it takes to work effectively as a team. By viewing change as
an opportunity to complete work assignments in a more efficient manner, adapting to change can
be a positive experience. New strategies, ideas, priorities, and work habits can foster a belief
among workers that management and staff are both committed to making the workplace a better
place to work.

 5. Honesty and Integrity

Employers value employees who maintain a sense of honesty and integrity above all else. Good
relationships are built on trust. When working for an employer they want to know that they can
trust what you say and what you do. Successful businesses work to gain the trust of customers
and maintain the attitude that “the customer is always right”. It is the responsibility of each
person to use their own individual sense of moral and ethical behavior when working with and
serving others within the scope of their job.

 6. Self – Motivated

Employers look for employees who require little supervision and direction to get the work done
in a timely and professional manner. Supervisors who hire self-motivated employees do
themselves an immense favor. For self-motivated employees require very little direction from
their supervisors. Once a self-motivated employee understands his/her responsibility on the job,
they will do it without any prodding from others. Employers can do their part by offering a safe,
supportive, work environment that offers employees an opportunity to learn and grow. Working
in a supportive work environment and taking the initiative to be self-directive will provide
employees with a better sense of accomplishment and increased self-esteem.

 7. Motivated to Grow & Learn

In an ever-changing workplace, employers seek employees who are interested in keeping up with
new developments and knowledge in the field. It has been noted that one of the top reasons
employees leave their employers is the lack of opportunity for career development within the
organization. Learning new skills, techniques, methods, and/or theories through professional
development helps keep the organization at the top of its field and makes the employee’s job

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more interesting and exciting. Keeping up with current changes in the field is vital for success
and increased job security.

 8. Strong Self – Confidence

Self-confidence has been recognized as the key ingredient between someone who is successful
and someone who is not. A self – confident person is someone who inspires others. A self-
confident person is not afraid to ask questions on topics where they feel they need more
knowledge. They feel little need to have to impress others with what they know since they feel
comfortable with themselves and don’t feel they need to know everything.

The self-confident person does what he/she feels is right and is willing to take risks. Self-
confident people can also admit their mistakes. They recognize their strengths as well as their
weaknesses and are willing to work on the latter. Self-confident people have faith in themselves
and their abilities which is manifested in their positive attitude and outlook on life.

9. Professionalism

Employers value employees who exhibit professional behavior at all times. Professional behavior
includes learning every aspect of a job and doing it to the best of one’s ability. Professionals
look, speak, and dress accordingly to maintain an image of someone who takes pride in their
behavior and appearance. Professionals complete projects as soon as possible and avoid letting
uncompleted projects pile up. Professionals complete high quality work and are detail oriented.
Professional behavior includes all of the behavior above in addition to providing a positive role
model for others. Professionals are enthusiastic about their work and optimistic about the
organization and its future. To become a professional you must feel like a professional and
following these tips is a great start to getting to where you want to go.

 10. Loyalty

Employers value employees they can trust and who exhibit their loyalty to the company. Loyalty
in the workforce has taken on a new meaning. Gone are the days when employees plan on
starting out and retiring with the same company. It is said that most people will hold between 8 –
12 jobs throughout their career. What does this mean in terms of loyalty in today’s workforce?

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Companies offering employee growth and opportunity will ultimately gain a sense of loyalty
from their employees. Employees today want to feel a sense of satisfaction in their jobs and will
do a good job when they feel that the employer is fair and wants to see them succeed. Although
this may mean only staying for five or ten years in a position, employees can offer loyalty and
make an important contribution during their time with the company.

More companies today encourage employee feedback and offer employees an opportunity to lead
in their area of expertise. This gives employees a greater sense of satisfaction and a sense of
control over their job. Empowerment encourages employees to do their best work since
companies are displaying a trust and expectation that they believe in their employees to do a
good job.

Offering jobs that encourage learning and the development of new skills also gives employees a
sense of empowerment in the workplace. Aligning an employees values with the goals of the
organization will foster loyalty and a bond between employer and employee. Fostering good
relationships within an organization and offering constructive ways to handle conflict provides a
win – win situation for both employer and employee. Creating an organization that values loyalty
within the organization can also work to its benefit by using the same techniques and strategies
to establish loyalty with customers; and loyalty from customers ultimately makes for a successful
business.

1.2. HARMONIZING PERSONAL MISSION WITH CAMPANY

Many  companies  realize  that  people  with  disabilities  are  productive, reliable  employees
who  bring   benefits  to  the  workplace. A  diverse  workforce, inclusive  of  people  with
disabilities, is  seen  by  many  as   important. Some  companies  also  engage  in  developing
products  and  services  for  people  with  disabilities,  their  families  and  friends. And, as
companies  engage  with  communities  in  which  they  work, many  pay   specific  attention  to
disabled  persons.  

Disability in the Workplace: Company Practices is timely for many  reasons. It  comes  in  the
wake  of  a   major  global  economic  crisis, yet  the  companies  profiled  have  nevertheless
given  strength  to  their   disability  and  diversity  initiatives.

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Disabilities a  comprehensive  human  rights  Convention  for  people  with  disabilities  that  will
require  some  changes  in  national  policies  and  practices  related  to  work  and  employment. 

Disability  in  the  Workplace: Company  Practices also  responds  to  an  emerging  body  of
information  that  supports  the   business  case  for  hiring  people  with  disabilities  and  the
interest  of  companies  to  maintain  diverse   workforces.  

Disability  in  the  Workplace: Company  Practices is  rich  in  policy  statements  and
practices  that  illustrate  attention  to  disability  inclusion  in  business  activities. Emerging
from the profiles are some features.  Practices related to the company’s internal operation
include:  

 Policy  statements  related  to  non ]discrimination  and  inclusion  of  disabled  persons

 Benchmarking  activities   

 Measures  to  make  the  workplace, printed  materials, the  online  environment  and

commercial  outlets  or  distribution  points  accessible   

 Employee  disability  networks  

 Disability  awareness  training  for  management  and  coworkers. 

Practices  to  promote  the  training, hiring  or  retention  of  disabled  persons  and  to  enhance
their productivity  include:  

 Specific  recruitment  or  community  outreach  techniques  and  programmes  

 Internships, training  programmes  and  mentoring  or  leadership  programmes

specifically  oriented   to  those  with  disabilities  

 Reasonable  accommodation  to  meet  individual  needs  

 Allocation  of  designated  human  resource  or  management  staff  trained  or
knowledgeable  about   work ]related  disability  issues  

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 Policies  and  practices  for  business relationships  with  entrepreneurs  with  disabilities. 

 Practices  to  partner  and  collaborate  with  others  to  realize  disability  inclusion  or  CSR
goals  include:  

 Policies, standards  or  specific  programmes  to  reach  out  to  or  influence  vendors
and  the  supply   chain   

 Employee  volunteer  programmes   

 Collaboration  with  unions, non ]governmental  organizations  and  governments  

 Collaboration  with  disabled  persons’ organizations, including  with  regard  to

disability  awareness training, accessibility  and  product  development   

 Adherence  to  accessibility  standards, both  online  and  in  the  physical  environment
and  active promotion  of  such  standards  

 Participation  in  business  groups  and  networks  related  to  disability  issues.

LO2: APPLY WORK VALUES/ETHICS

2.1. CLASSIFICATION OF VALUES, ETHICS AND CONCEPTS

What is the Definition of value?

Worth1. Relative worth, merit, or importance: the value of a college education; the value of a
queen in chess.2. Monetary or material worth, as in commerce or trade: This piece of land has
greatly.

Social Work Values and Ethics: This course focuses on the values of the social work
profession and the process of ethical decision making in the practice of professional social work.
The intent of the course is to provide foundation knowledge of professional values and ethics in
order to develop sensitivity to ethical issues and dilemmas in social work and social welfare. The
course concentrates on knowledge about the codes of ethics of the National Association of Social
Workers and the National Association of Black Social Workers. Legal issues related to
malpractice and liability and ethical issues related to at-risk populations are covered. The course

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examines personal values as well as societal values and analyzes the interaction and
interrelationship of these values with the social work professional values.

Ethics and standards comprise principles of ethics and of good practice as applicable to the
specific challenges faced by journalists. Historically and currently, this subset of media ethics is
widely known to journalists as their professional "code of ethics" or the "canons of journalism".
While various existing codes have some differences, most share common elements including the
principles of — truthfulness, accuracy, objectivity, impartiality, fairness and public
accountability — as these apply to the acquisition of newsworthy information and its subsequent
dissemination to the public.[

Standards and reputation

Among the leading news organizations that voluntarily adopt and attempt to uphold the common
standards of journalism ethics described herein, adherence and general quality varies
considerably. The professionalism, reliability and public accountability of a news organization
are three of its most valuable assets. An organization earns and maintains a strong reputation, in
part, through a consistent implementation of ethical standards, which influence its position with
the public and within the industry.

Relationship with freedom of the press

In countries without freedom of the press, the majority of people who report the news may not
follow the above-described standards of journalism. Non-free media are often prohibited from
criticizing the national government, and in many cases are required to distribute propaganda as if
it were news. Various other forms of censorship may restrict reporting on issues the government
deems sensitive.

Codes of professional ethics, in social work as in other occupations, purport to fulfill several
functions. Among the most important claims made for such codes are that they provide:
information to those members of the public about standards of services  provided by
practitioners; guidance to professional practitioners about decisions to be made in determining
acceptable  and unacceptable professional behaviours; and when combined with a regulatory

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body, standards to determine who may be excluded from the profession on account of
unacceptable behaviour. This article juxtaposes the codes of ethics in use in the United States
with those in the United Kingdom, presenting first the different evolutionary histories of the two
codes; explores some dimensions of difference, and comments upon some of the reasons for
those differences.   This comparison provides a rich opportunity to examine the ways in which
codes of ethics reflect similarities and differences in national character, history, and political
context. 

The “Purpose of the Code of Ethics,” provides an overview of the code’s main functions and a
brief guide for dealing with ethical issues or dilemmas.  The code identifies five key purposes:

 to set forth broad ethical principles that reflect the profession’s core values and
establish ethical standards to guide social work practice;

 to help social workers identify relevant considerations when professional obligations

conflict or ethical uncertainties arise;

 to familiarize practitioners new to the field to social work’s mission, values, and ethical
standards;

 to provide ethical standards to which the general public can hold the social work
profession accountable; and

 to articulate standards that the profession itself (and other bodies that choose to adopt
the code, such as licensing and regulatory boards, professional liability insurance
providers, and government agencies) can use to assess whether social workers have
engaged in unethical conduct.

 Guidelines for Ethical Practice

These guidelines serve as a companion document to the CASW Code of Ethics and provide
guidance on ethical practice by applying values and principles in the Code to common areas of
social work practice. While detailed, these guidelinesfor ethical practice are not intended to be
exhaustive, or entirely prescriptive, butrather are intended to provide social workers with greater
clarity on how tointerpret and apply the ethical values and principles in the Code.

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The extent to which each guideline is enforceable is a matter of professional judgement. Social
workers are encouraged to consult their relevant provincial/territorial regulatory body or
professional association for more specific guidance with respect to the application of these
ethical guidelines in their own.

Core Social Work Values and Principles

Value 1: Respect for Inherent Dignity and Worth of Persons

Value 2: Pursuit of Social Justice

Value 3: Service to Humanity

Value 4: Integrity of Professional Practice

Value 5: Confidentiality in Professional Practice

Value 6: Competence in Professional Practice

Ethical Responsibilities to Clients

Priority of Clients’ Interests

 Social workers maintain the best interests of clients as a priority, with due regard to the
respective interests of others.

 Social workers do not discriminate against any person on the basis of age, abilities, ethnic
background, gender, language, marital status, national ancestry, political affiliation, race,
religion, sexual orientation or socio-economic status.

 Social workers collaborate with other professionals and service providers in the interests
of clients with the client’s knowledge and consent. Social workers recognize the right of
client determination in this regard and include clients (or legally mandated client
representatives when clients are not capable of giving consent) in such consultations.

 Social workers limit their involvement in the personal affairs of clients to matters related
to service being provided.
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 In exceptional circumstances, the priority of clients' interests may be outweighed by the

interests of others, or by legal requirements and conditions. In such situations clients are
made aware of the obligations the social worker faces with respect to the interests of
others (see section 1.5), unless such disclosure could result in harm to others.

 Social workers seek to safeguard the rights and interests of clients who have limited or
impaired decision-making capacity when acting on their behalf, and/or when
collaborating with others who are acting for the client.

Demonstrate Cultural Awareness and Sensitivity

 Social workers strive to understand culture and its function in human behaviour and
society, recognizing the strengths that exist in all cultures.

 Social workers acknowledge the diversity within and among individuals, communities
and cultures.

 Social workers acknowledge and respect the impact that their own heritage, values,
beliefs and preferences can have on their practice and on clients whose background and
values may be different from their own.

 Social workers seek a working knowledge and understanding of clients' racial and
cultural affiliations, identities, values, beliefs and customs.

 Where possible, social workers provide or secure social work services in the language
chosen by the client. If using an interpreter, when possible, social workers preferentially
secure an independent and qualified professional interpreter.

Promote Client Self-Determination and Informed Consent

 Social workers promote the self-determination and autonomy of clients, actively

encouraging them to make informed decisions on their own behalf.

 Social workers evaluate a client’s capacity to give informed consent as early in the
relationship as possible.

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 Social workers who have children as clients determine the child’s capacity to consent and
explain to the child (where appropriate), and to the child’s parents/guardians (where
appropriate) the nature of the social worker’s relationship to the child and others involved
in the child’s care (see section 1.5.5 regarding confidentiality).

 Social workers, at the earliest opportunity, discuss with clients their rights and
responsibilities and provide them with honest and accurate information regarding the
following:

• the nature of the social work service being offered;

• the recording of information and who will have access to such information;

 the purpose, nature, extent and known implications of the options open to them;

• the potential risks and benefits of proposed social work interventions;

• their right to obtain a second opinion or to refuse or cease service (recognizing the
limitations that apply when working with involuntary clients);

• the client’s right to view professional records and to seek avenues of complaint;

Maintenance and Handling of Client Records

Social workers maintain one written record of professional interventions and opinions, with due
care to the obligations and standards of their employer and relevant regulatory body. Social
workers document information impartially and accurately and with an appreciation that the
record may be revealed to clients or disclosed during court proceedings.

Social workers are encouraged to take care to:

 report only essential and relevant details

 refrain from using emotive or derogatory language

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 acknowledge the basis of professional opinions

 protect clients' privacy and that of others involved.

 Social workers do not state a professional opinion unless it can be supported by their own
assessment or by the documented assessment of another professional.

 Where records are shared across professions or agencies, information is recorded only to
the degree that it addresses clients' needs and meets the requirements of an employer or
professional standards of practice.

 ♦Before using clients' records for any purpose beyond professional services, for example
education, social workers obtain the informed consent of clients.

 In some circumstances, access to client records may be officially authorized or required

by statute. Where consent of clients is not required, social workers attempt to notify
clients that such access has been granted, if such notification does not involve a risk to
others.

 Social workers ensure that clients have reasonable access to official social work records
concerning them. However, if there are compelling professional, ethical or legal reasons
for refusing access, social workers advise clients of their right to request a review of the
decision through organizational or legal channels,

 Social workers take due care to protect the confidences of others when providing clients
with access to records. This may involve masking third party information in the record.

 If clients are not satisfied with their records, social workers advise them regarding
complaint mechanisms.

 Social workers protect clients' records, store them securely and retain them for any
required statutory period.

 Social workers transfer or dispose of clients' records in a manner that protects clients'
confidentiality and is consistent with provincial/territorial statutes governing records and

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social work regulation. Social workers also ensure that mechanical or electronic records
are properly transferred or disposed of.

Ethical Responsibilities in Professional Relationships

It is the responsibility of the social worker to establish the tenor of their professional relationship
with clients and others, and to ensure that the relationship serves the needs of clients, and others
to whom there is a professional duty, over the needs of the social worker. In establishing a
professional relationship the social worker takes into account relevant contextual issues, such as
age, culture and gender of the client, and ensures the dignity, individuality and rights of the
person and vulnerable members of society are protected.

Appropriate Professional Boundaries

 Social workers maintain appropriate professional boundaries throughout the course of the
professional relationship and after the professional relationship.

 No Exploitation for Personal or Professional Gain

 Social workers do not exploit professional relationships for personal benefit, gain or
gratification.

 Social workers do not take unfair advantage of any professional relationship or exploit
others to further their personal, religious, political or business interests.

Ethical Responsibilities to Colleagues

Respect

Social workers relate to both social work colleagues and colleagues from other disciplines with
respect, integrity and courtesy and seek to understand differences in viewpoints and practice.

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♦ Collaboration and Consultation

When collaborating with other professionals, social workers utilize the expertise of other
disciplines for the benefit of their clients. Social workers participate in and contribute to
decisions that affect the well-being of clients by drawing on the knowledge, values and
experiences of the social work profession.

♦ Social workers co-operate with other disciplines to promote and expand ideas, knowledge,
theory and skills, experience and opportunities that improve professional expertise and service
provision.

♦ Social workers seek the advice and counsel of colleagues whenever such consultation is in the
best interests of clients.

♦Social workers keep themselves informed about colleagues' areas of expertise and
competencies. Social workers only consult colleagues who have, in the judgement of the social
worker, knowledge, expertise and competence related to the subject of the consultation.

♦ Social workers take responsibility and credit, including authorship credit, only for work they
have actually performed and to which they have contributed.

♦ Social workers honestly acknowledge the work and the contributions made by others.

Ethical Responsibilities to the Workplace

Professional Practice

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 Social workers acknowledge and strive to carry out the stated aims and objectives of their
employing organization, agency or service contractor, consistent with the requirements of
ethical practice.

 Social workers work toward the best possible standards of service provision and are
accountable for their practice.

 Social workers use the organization’s resources honestly and only for their intended
purpose.

 Social workers appropriately challenge and work to improve policies, procedures,

practices and service provisions that:

o are not in the best interests of clients;

o are inequitable;

o are in any way oppressive, disempowering or culturally inappropriate; and

o demonstrate discrimination.

 When policies or procedures of employing bodies contravene professional standards,

social workers endeavor to effect change through consultation using appropriate and
established organizational channels.

 Social workers take all reasonable steps to ensure that employers are aware of their
professional ethical obligations and advocate for conditions and policies that reflect
ethical professional practices.

 Social workers take all reasonable steps to uphold their ethical values, principles and
responsibilities even though employers' policies or official orders may not be compatible
with its provisions.

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 DEMONSTRATING WORK VALUES

VALUES AND ETHICS

Values and ethics are central to any organization; those operating in the national security arena
are no exception. What exactly do we mean by values and ethics? Both are extremely broad
terms, and we need to focus in on the aspects most relevant for strategic leaders and decision
makers. What we will first discuss is the distinctive nature of ethics for public officials; second,
the forces which influence the ethical behavior of individuals in organizations; and third, explore
the actions strategic leaders can take to build ethical climates in their organizations.

THE CHARACTER OF VALUES AND ETHICS

Values can be defined as those things that are important to or valued by someone. That someone
can be an individual or, collectively, an organization. One place where values are important is in
relation to vision. One of the imperatives for organizational vision is that it must be based on and
consistent with the organization's core values. In one example of a vision statement we'll look at
later, the organization's core values - in this case, integrity, professionalism, caring,
teamwork, and stewardship- were deemed important enough to be included with the statement
of the organization's vision.

Values are what we, as a profession, judge to be right. They are more than words-they are the
moral, ethical, and professional attributes of character.

Values are the embodiment of what an organization stands for, and should be the basis for the
behavior of its members. However, what if members of the organization do not share and have
not internalized the organization's values? Obviously, a disconnect between individual and
organizationalvalues will be dysfunctional. Additionally, an organization may publish one set of
values, perhaps in an effort to push forward a positive image, while the values that really guide
organizational behavior are very different. When there is a disconnect between stated and
operatingvalues, it may be difficult to determine what is "acceptable”.

The same thing works at the level of the society. The principles by which the society functions
do not necessarily conform to the principles stated. Those in power may covertly allow the use of
force to suppress debate in order to remain in power. ("Death squads" are an example.) In some
organizations, dissent may be rewarded by termination-the organizational equivalent of "death
squad" action. In others, a group member may be ostracized or expelled.

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 DEMONSTRATING WORK VALUES

Group members quickly learn the operatingvalues, or they don't survive for long. To the extent
they differ from statedvalues, the organization will not only suffer from doing things less
effectively, but also from the cynicism of its members, who have yet another reason for
mistrusting the leadership, or doubting its wisdom.

So how do values relate to ethics, and what do we mean by ethics?. Individually or

organizationally, values determine what is right and what is wrong, and doing what is right
or wrong is what we mean by ethics. To behave ethically is to behave in a manner
consistent with what is right or moral. What does "generally considered to be right" mean?
That is a critical question, and part of the difficulty in deciding whether or not behavior is ethical
is in determining what is right or wrong.

Perhaps the first place to look in determining what is right or wrong is society. Virtually every
society makes some determination of morally correct behavior. In Islamic countries, a
determination of what is right or moral is tied to religious strictures. In societies more secular,
the influence of religious beliefs may be less obvious, but still a key factor.

Experience often has led societies to develop beliefs about what is of value for the common
good. (Note that societies differ from one another in the specifics, but not in the general
principles.) One example is the notion of reciprocity. ("One good deed deserves another.").

These all contain implied "shoulds" about how people interact and behave toward one another in
groups, organizations, and societies. These "shoulds" define collective effort because they are
fundamental to trust and to team relationships that entail risk. The greater the potential risk, the
more important ethical practices become.

The reason norms are important for a discussion of ethics and values is that norms may allow or
even encourage certain behavior as "OK" that is not in keeping with society's or an organization's
stated values. When there is a disconnect between stated and operating values, it may be difficult
to determine what is "right." An example might be a company that has among its stated values to
treat everyone with dignity and respect, but whose norms have permitted and perhaps even
encouraged a pattern of sexual harassment over a number of years. Do those in the organization

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know that the behavior is wrong, but condone it nevertheless? Is it clear to the Bosnian Serbs that
ethnic cleansing is unethical and wrong, or would it fall under the mantle of behavior that is
considered to be acceptable in that society? Listen to the arguments in support of ethnic
cleansing that have been made, and you will find that many of the perpetrators argued that they
did nothing wrong, and were only righting previous wrongs done to them.

THE PUBLIC TRUST

If ethics and morality are important for groups and organizations, they should also be important
for public officials, and for very much the same reasons. By public officials, he means those who
are in policy making positions in public institutions; in other words, strategic decision makers in
the government, including the national security arena. The six levels he differentiates are: basic
honesty and conformity to law; conflicts of interest; service orientation and procedural fairness;
the ethic of democratic responsibility; the ethic of public policy determination; and the ethic of
compromise and social integration.

BASIC HONESTY AND CONFORMITY TO LAW: "The public servant is morally bound,
just as are other persons, to tell the truth, to keep promises, to respect the person and the property
of others, and to abide by the requirements of the law". In many ways, this level only describes
the basic adherence to moral codes that is expected of all members of a group or society. There
are some basics of behavior that are expected of all if a society is to function for the collective
good. For public officials, there is an additional reason why it is important to adhere to these
basic moral codes and laws: they have more power than the average member of the society, and
hence more opportunity for violation of those codes or laws. There also is the negative example
that misconduct by public officials provides.

CONFLICT OF INTEREST: This relates to public officials, because it deals with the conflict
between advancing the public interest, which a public official is charged to do, and advancing
one's self-interest. The duty here is to ensure that the public interest comes first, and that one
does not advance his own personal interest at the expense of the public.

The requirements for public officials to divest themselves of investments that might be
influenced by the performance of their duties (or put them in trust) and to recuse themselves in

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situations where they have a personal interest are designed to help public officials avoid conflicts
of interest. Ultimately, it still comes down to the individual making an ethical decision.

Avoidance of conflict of interest is often difficult because it is often hard to separate personal
and public interests, and because individuals as private citizens are encouraged to pursue private
interests through any legal means. One of the areas where there is the greatest potential for
conflicts of interest is where public officials deal with private organizations which are pursuing
their private interests, and where any decision by a public official on allocation of resources will
favor some private interest. The fields of government contracting and acquisition are two areas
where the possibility of conflicts of interest is high.

SERVICE ORIENTATION AND PROCEDURAL FAIRNESS: This level relates closely to

the last, and deals with the responsibility of public officials to ensure their actions serve the
public, and that the power they wield is used only for that purpose. It is easy to abuse the power
that comes with public office. Procedural safeguards are designed to prevent that abuse. The
moral obligation of public servants is to follow established procedures, and not to use their
power to circumvent those procedures for their own convenience or benefit. Power must be used
fairly and for the benefit of the public. One can again think of examples of public officials who
have violated this moral charge by using their influence and power for their own benefit or for
the benefit of special interest groups, or who have circumvented established procedures for their
own benefit or convenience. One frequent example is the use of government vehicles or aircraft
for nonofficial business.

These first three levels of public morality share one important characteristic: they all relate to the
behavior or conduct of public officials. These three levels are the areas that get most of the
attention in discussions of ethics, this is where public officials are most likely to get in trouble.
However, there are three additional levels of public morality equally important.

THE ETHIC OF DEMOCRATIC RESPONSIBILITY: Given that public officials are

operating within a democratic system, they either are elected by the people or appointed by an
elected official. This confers upon them the obligation to carry out the will of the people.
However, public officials also have the responsibility to make moral choices consistent with their
own values, and that may be in conflict with what they perceive to be the will of the people.

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 DEMONSTRATING WORK VALUES

THE ETHIC OF PUBLIC POLICY DETERMINATION: This level involves the most
difficult ethical choices, because it concerns making moral judgments about public policies. The
responsibility is to make moral policies; the difficulty is in determining how moral a policy is.
Public policies almost always deal with very complex issues, where ethical choices are rarely
clear, and it is often difficult to determine if a policy is right or wrong. For example, many public
policies deal with the distribution of limited resources. Is it right or wrong to slash funding for
one program, or to increase funding for another? In almost any decision, there will be winners
and losers, and there will be some benefit for some and cost to others. "Right" and "wrong" may
not apply. Equity and fairness are important considerations, but not always easy to discern. The
determination of how much funding to provide for national security, and which social programs
to fund, involves ethical choices of the most difficult type. What is the difference between
equality and equity? Consider the controversy around affirmative action programs: are they
examples of moral public policies?

THE ETHIC OF COMPROMISE AND SOCIAL INTEGRATION: This final level deals
with an area not as salient as some of the others. It deals with the necessity for compromise in a
society. A society with irreconcilable differences on fundamental issues will be torn apart.
Hence, it becomes a moral obligation of public officials to engage in give and take, working
toward compromise in the policies they develop. One often sees legislators in our political
system establishing positions where they may not get all they want from particular legislation,
but will settle for some of what they want. Willbern contends that compromise, rather than
standing on principle, is moral, because without compromise there will be discord and conflict,
and disintegration rather than integration of the society.

Public officials are given the trust of the public to develop and carry out policies that are in the
public's best interest. Living up to this trust has a significant impact on the national will; public
confidence is essential to the exercise of national power. Public officials have a moral duty to act
in a trustworthy manner.

Why, then, do individuals behave unethically? One reason is the complexity of the issues leaders
deal with, and the difficulty in many instances of determining which the most ethical alternative
is. There are several systemic factors. One is the competition for scarce resources. It is easy to
slip into unethical acts to gain a competitive advantage in the race for position or power. A

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second is conflicting loyalties, which Johns labels "the most troublesome ethical dilemma facing
public officials."

PROCEDURES THAT ENCOURAGE ETHICAL BEHAVIOR

Most of an individual's ethical development occurs before entering an organization. The

influence of family, church, community, and school will determine individual values. The
organization, to a large extent, is dealing with individuals whose value base has been established.
This might imply that ethical organizations are those fortunate enough to bring in ethical
individuals, while unethical organizations brought in unethical people. But it is not that simple.
While the internalized values of individuals are important, the organization has a major impact
on the behavior of its members, and can have a positive or negative influence on their values.
One example of the development of ethical individuals is the service academies. In their
admissions processes, the academies attempt to get individuals of good character with the values
integral to the military profession. However, the academies also recognize that their core values
may be different than those prevalent in society, and they devote considerable effort to the
development and internalization of their core values. As is evident from periodic breaches of
integrity at the academies, e.g., cheating scandals, these attempts to instill core values do not
always succeed.

There are three qualities individuals must possess to make ethical decisions. The first is the
ability to recognize ethical issues and to reason through the ethical consequences of decisions.
The ability to see second and third order effects, one of the elements of strategic thinking, is very
important. The second is the ability to look at alternative points of view, deciding what is right in
a particular set of circumstances. This is similar to the ability to reframe. And the third is the
ability to deal with ambiguity and uncertainty; making a decision on the best information
available.

ATTRIBUTES FOR ETHICAL DECISIONS

DEALING WITH AMBIGUITY AND UNCERTAINTY-MAKING DECISIONS WITH BEST

INFORMATION AVAILABLE

As important as these individual characteristics are, the influence of the organization is equally
important. The ethical standards that one observes in the organization will have a significant

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 DEMONSTRATING WORK VALUES

effect on individual behavior. "People will do what they are rewarded for doing" (Andrews). The
organization has its greatest impact in the standards it establishes for ethical and unethical
conduct in its formal reward systems. Informal norms also have a strong influence on
individuals' behavior as do the actions of the leaders of the organization. Strategic leaders must
understand that their actions, more than words alone, will determine the operating values in the
organization.

The influence of the organizational context is underscored in "Why Be Honest If Honesty

Doesn't Pay?" In this article, Behind and Stevenson note that there often are no economic or
other incentives to encourage ethical behavior and discourage unethical behavior. They contend
that it most often is the dishonest individual who gets ahead, and that cases where unethical
behavior was punished are far outweighed by those in which there either were no consequences
or unethical behavior was rewarded.

ETHICAL RESPONSES

Exit: is the most direct response: if you can't live with behavior that does not meet your own
ethical standards, leave. However, exit is not only a direct response; it is a final one, so the
personal and organizational consequences must be considered. The most important personal
consequences are the costs. Where do you go from there? What other options are available? How
marketable are you? Can you afford the financial loss?

There are specific organizational consequences as well. Will the ethics of the organization's
leaders change? Will they do business with someone else who doesn't have the high standards
you do? In leaving, one gives up the ability to influence the organization directly. When
considering exit, one must ask, "Could I have had more of an impact by remaining in the
organization and trying to change it from within?"

Voice: This means expressing discomfort with and opposition to the observed unethical
behavior. To whom do you voice your objections? The obvious choice is your supervisor. But
what if your supervisor condones the unethical behavior, or worse, is its source? You may be
jeopardizing your position, and maybe your membership in the organization. A second choice is
to go to senior management. This also has potential risk. The senior leadership may be
condoning or even directing the unethical behavior. This action may bring your loyalty into

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 DEMONSTRATING WORK VALUES

question. If so, your objections may be covered up or ignored, and you may end up being forced
out of the organization.

On the other hand, it may be that the senior leadership is unaware of the unethical behavior, and
you may have initiated an organizational response eliminating unethical behavior and restoring
ethical standards. A third option is to go public, to engage in "whistleblowing." This is also risky,
because it can lead to reprisals with negative consequences. The level of risk depends on the
commitment of the organization to high ethical standards and on its willingness to encourage
whistleblowing in its own best interests. Many organizations have shown commitment to
ferreting out unethical individuals and maintaining high ethical standards by establishing
procedures for anonymous reporting of ethical breaches and safeguards to protect
whistleblowers.

Loyalty: The final response to unethical behavior in an organization is loyalty. This is the
alternative to exit. Instead of leaving, the individual remains and tries to change the organization
from within. Loyalty thus discourages or delays exit. Loyalty also may discourage public voice,
since being loyal to the organization means trying to solve problems from within without causing
public embarrassment or damage. Loyalty can also encourage unethical behavior, particularly in
organizations which promote loyalty above all. These organizations discourage exit and voice,
and basically want their members to "go along" with organizational practices. An interesting
question is, "Can an individual be loyal to an organization by engaging in exit or voice as a
response to unethical behavior?"

BUILDING AN ETHICAL CLIMATE

How can the strategic leaders of an organization build an ethical climate? Andrews suggests a
number of steps that foster corporate ethics. First are the actions of the strategic leadership and
the way they deal with ethical issues. The pattern of top leaders' behavior determines
organizational values. A second step is to make explicit ethics policies. Ethical codes are one
common example. The next step is to increase awareness of how to apply those ethical codes.
Training on how to deal with situations with an ethical dimension, and how to anticipate
situations that involve ethical choices, can go a long way toward ethical institutional practices.

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 DEMONSTRATING WORK VALUES

Another step to increase the salience of ethics is to expand the information system to focus on
areas where ethics may come into play. Knowing what actually is going on in the organization is
essential to understanding the ethical principles which govern behavior.

2.2. PERSONAL BEHAVIOR AND RELATION SHIPS

What role can corporate codes of conduct play in monitoring compli-ance with international
labour standards and improving working conditions in global supply chains? . They then discuss
how the codes fit into the broader array of institutions, policies and practices aimed at regulating
and improving working conditions, suggesting an evolutionary and complementary approach to
regulating working conditions in global supply chains. They outline additional research and
institutional innovations needed to test these ideas.

Globalization and the dispersion of industry supply chains have provoked a fierce debate over
how best to enforce labors standards and improve working conditions in these emerging centres
of production. Child labors, hazardous working conditions, excessive working hours, and poor
wages continue to plague many factories in developing countries, creating scandal and
embarrassment for the global companies that source from them.

Code of Conduct

The Code of Conduct identifies the values that we collectively hold as fundamental in our work
and describes how these values translate into action. We are all responsible for our conduct in the
workplace. We aim to encourage each other to uphold the principles and responsibilities outlined
in our Code and ensure that our behaviour is above reproach and able to withstand public
scrutiny.

Who does the Code of Conduct apply to?

This Code of Conduct applies to all Department employees, whether permanent, temporary, full-
time, part-time, contract or casual.

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 DEMONSTRATING WORK VALUES

Our responsibilities under the Code of Conduct

As employees of the Department, we are all responsible for ensuring that our behaviour reflects
the standards of conduct embodied in the Code of Conduct.

Managers have a special responsibility to support employees in achieving these goals, by leading
by example and assisting employees to understand the Code. Managers also have a duty to
investigate and act accordingly where allegations of breaches of the Code are raised.

What happens if there is a breach of the Code of Conduct?

 The Code of Conduct is not intended to be, and must not be, used to intimidate or
threaten a colleague.

 It is your responsibility to disclose suspected improper, unethical or unlawful behaviour.

 Disciplinary action will be taken against any employee who attempts to intimidate,
coerce ortake reprisal against an employee who has disclosed suspected improper,
unlawful or unethicalbehaviour.

 Allegations of breaches of the Code should be forwarded in the first instance to a

manager.

 Allegations of breaches of the Code will be dealt with in line with the disciplinary
process outlined.

 informal or formal counseling

 performance management processes

 referral to Corruption and Crime Commission

 referral to the police (in cases of suspected criminal offence).

The Code of Ethics can help us to understand what appropriate behaviour is and help
buildrespect and trust within the community.

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 DEMONSTRATING WORK VALUES

The standards of conduct and integrity all public sector employees must comply with
areexpressed in the following principles:

Personal Integrity

We act with care and diligence and make decisions that are fair, honest, impartial and timely,and
consider all relevant information.

Accountability

Use the resources of the State in a responsible and accountable manner that ensures theefficient,
effective and appropriate use of human, natural, financial and physical resources,property and
information

Code of Conduct Provisions

Conflicts of Interest

A conflict of interest arises when you have a private or personal interest that could
inappropriately influence, or appear to inappropriately influence, how you use your authority or
decision-making power.

It is important to identify, declare and manage potential conflicts fairly and transparently.

A conflict of interest would be evident if you possess, directly or indirectly, an interest that:
conflicts or might be seen to conflict with your public duty may have an improper influence on
your ability to undertake your duties.

You are responsible for: being aware of actual or apparent conflicts of interest avoiding, where
possible, conflicts of interest disclosing conflicts of interest cooperating with us in managing and
resolving conflicts of interest in a way that upholds the public interest.

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 DEMONSTRATING WORK VALUES

LO3: DEAL WITH ETHICAL PROBLEMS

3.1. RESOLUTION AND REPORTING OF ETHICAL PROBLEMS

As important as these individual characteristics are, the influence of the organization is equally
important. The ethical standards that one observes in the organization will have a significant
effect on individual behavior. "People will do what they are rewarded for doing" (Andrews). The
organization has its greatest impact in the standards it establishes for ethical and unethical
conduct in its formal reward systems. Informal norms also have a strong influence on
individuals' behavior as do the actions of the leaders of the organization. Strategic leaders must
understand that their actions, more than words alone, will determine the operating values in the
organization.

The influence of the organizational context is underscored in "Why Be Honest If Honesty

Doesn't Pay?" In this article, Behind and Stevenson note that there often are no economic or
other incentives to encourage ethical behavior and discourage unethical behavior. They contend
that it most often is the dishonest individual who gets ahead, and that cases where unethical
behavior was punished are far outweighed by those in which there either were no consequences
or unethical behavior was rewarded.

ETHICAL RESPONSES

Exit: is the most direct response: if you can't live with behavior that does not meet your own
ethical standards, leave. However, exit is not only a direct response; it is a final one, so the
personal and organizational consequences must be considered. The most important personal

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 DEMONSTRATING WORK VALUES

consequences are the costs. Where do you go from there? What other options are available? How
marketable are you? Can you afford the financial loss?

There are specific organizational consequences as well. Will the ethics of the organization's
leader’s change? Will they do business with someone else who doesn't have the high standards
you do? In leaving, one gives up the ability to influence the organization directly. When
considering exit, one must ask, "Could I have had more of an impact by remaining in the
organization and trying to change it from within?"

Voice: This means expressing discomfort with and opposition to the observed unethical
behavior. To whom do you voice your objections? The obvious choice is your supervisor. But
what if your supervisor condones the unethical behavior, or worse, is its source? You may be
jeopardizing your position, and maybe your membership in the organization. A second choice is
to go to senior management. This also has potential risk. The senior leadership may be
condoning or even directing the unethical behavior. This action may bring your loyalty into
question. If so, your objections may be covered up or ignored, and you may end up being forced
out of the organization.

On the other hand, it may be that the senior leadership is unaware of the unethical behavior, and
you may have initiated an organizational response eliminating unethical behavior and restoring
ethical standards. A third option is to go public, to engage in "whistleblowing." This is also risky,
because it can lead to reprisals with negative consequences. The level of risk depends on the
commitment of the organization to high ethical standards and on its willingness to encourage
whistleblowing in its own best interests. Many organizations have shown commitment to
ferreting out unethical individuals and maintaining high ethical standards by establishing
procedures for anonymous reporting of ethical breaches and safeguards to protect
whistleblowers.

Loyalty: The final response to unethical behavior in an organization is loyalty. This is the
alternative to exit. Instead of leaving, the individual remains and tries to change the organization
from within. Loyalty thus discourages or delays exit. Loyalty also may discourage public voice,
since being loyal to the organization means trying to solve problems from within without causing
public embarrassment or damage. Loyalty can also encourage unethical behavior, particularly in
organizations which promote loyalty above all. These organizations discourage exit and voice,

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 DEMONSTRATING WORK VALUES

and basically want their members to "go along" with organizational practices. An interesting
question is, "Can an individual be loyal to an organization by engaging in exit or voice as a
response to unethical behavior?"

LO4: MAINTAIN INTEGRITY OF CONDUCT IN THE WORK PLACE

4.1. PROVIDING INSTRUCTIONS TO CO-WORKERS

Workplace health and safety can be a challenge. If you work in a processing factory, you
probably work with large and complex machinery, or unusual environments (such as extremes of
heat or cold).You might work on a conveyor line, for example, and experience time pressures
and production deadlines, repetitive work movements, heavy lifting, and sharp tools (such as
knives).

A workplace injury can have a huge effect on your whole life. For people working in a
processing factory, some of the body parts most affected by injury are the hands, finger and
thumbs. Wrist and shoulder injuries are also very common. So try doing these every day tasks —
using either your ‘wrong ’hand,or with one hand tied behind your back — to see what it ’s like
having a hand or arm injury:

 do up a button or zipper

 make a cup of coffee or a pot of tea

 do your shoes up

 eat a meal,including cutting up food

 drive your car

 hang out the washing

 do your hair,brush your teeth,use the toilet

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 take money out of your purse or wallet

 do any writing or computer work.

Your employer

Your employer has the main responsibility for health and safety at your work place. Your
employer must make sure that your factory is safe and will not damage your health or that of
your co-workers

This means:

 providing a safe workplace. This includes your physical work environment and the
equipment and any chemicals you use, as well as the work methods and processes you
use to do your job

 checking your workplace regularly for anything that may cause illness or injury,and .xing
any problems as soon as possible

 providing you with the information, instruction, supervision and training you need to do
your job safely

 talking with you, or talking to your elected employees ’ safety representatives about
health and safety issues.

You, the factory worker

There are things you need to do, too. To ensure your health and that of your co-workers, you
must:

 follow any safety directions and work instructions your employer or supervisor gives you

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 work with your employer and anyone else — such as your co-workers, your health and
safety representative or a workplace Standards Tasmania inspector — who can make
your workplace safer

 use any personal protective equipment and clothing (such as gloves ,earmuffs and safety
boots)in the correct way

 report any hazards, accidents or near misses immediately for your employer or supervisor
to investigate. There are also things you must not do. For example, you must not :

 deliberately misuse or interfere with equipment

 remove guarding from machinery unless you and others have followed the necessary
speci .c safe operating procedures

 be adversely affected by alcohol or recreational drugs (tell your employer if you are
taking any prescription medication that could affect your ability to work safely). If you
don’t follow these basic requirements,you could put your health and safety and that of
your co-workers at risk. Everyone in the workplace has a legal responsibility for
workplace health and safety, and the best way to improve health and safety at work is by
working together.

Working in processing factories involves working near heavy machinery or machinery that either
moves or has moving parts.

This entails some very species safety problems. It ’s important that your employer, supervisor or
elected employees ’ safety representative is told about any hazards that may affect health and
safety, so they can take the appropriate action to minimize them.

They need to tell you about any problems, too.

Times when you might work with your employer and co-workers (or when your elected
employees’ safety representative might, on your behalf)include doing risk assessments of your
tasks and workplace, and developing safe work policies and procedures that affect you.

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 DEMONSTRATING WORK VALUES

Everyone in the workplace has a legal responsibility for workplace health and safety, and the
best way to improve health and safety at work is by working together. Working in processing
factories involves working near heavy machinery or machinery that either moves or has moving
parts.

This entails some very species safety problems. It’s important that your employer, supervisor or
elected employees’ safety representative is told about any hazards that may affect health and
safety, so they can take the appropriate action to minimize them.

Times when you might work with your employer and co-workers (or when your elected
employees’ safety representative might, on your behalf) include doing risk assessments of your
tasks and work place, and developing safe work policies and procedures that affect you.

A risk assessment is a simple but thorough way of identifying the safety problems that exist in
your workplace or in the tasks you do — and then controlling them..Your employer may use the
four SAFE steps to do this:

 Spot the hazared

 Assess the risk

 Fix the problem

 Evaluate the result

SPECIFIC DUTIES AND RESPONSIBILITIES ESSENTIAL JOB FUNCTIONS

Supervises, directs, and evaluates assigned staff, processing employee concerns and problems,
directing work, counseling, disciplining, and completing employee performance appraisals.

Coordinates daily work activities; organizes, prioritizes, and assigns work; monitors status of
work in progress and inspects completed work; confers with assigned staff, assists with
complex/problem situations, and provides technical expertise.

Ensures departmental compliance with all applicable codes, laws, rules, regulations, standards,
policies and procedures; ensures adherence to established safety procedures; monitors work

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 DEMONSTRATING WORK VALUES

environment and use of safety equipment to ensure safety of employees, citizens, and other
individuals; initiates any actions necessary to correct deviations or violations.

Enforces the provisions of all applicable animal control ordinances, codes, laws, and regulations;
initiates any actions necessary to correct deviations or violations; issues warning notices or
citations as appropriate.

Consults with County Administrator and other officials to review operations/activities,

review/resolve problems, receive advice/direction, and provide recommendations; coordinates
work activities with those of other departments, health department officials, veterinarians,
outside agencies, or others as needed.

Develops and implements long and short term plans, goals, and objectives for the area of
assignment; evaluates efficiency and effectiveness of operations, programs, procedures, and
resource management; recommends and/or implements improvements as needed.

Develops and implements budget for area of assignment; monitors expenditures to ensure
compliance with approved budget.

Provides information, education, and assistance to the public concerning animal control issues,
animal control ordinances, humane treatment of animals, animal behavior problems, or related
issues; explains department policies and procedures and animal control regulations and
ordinances; mediates/resolves citizen disputes; performs public relations work, to include
providing public information reports and responding to questions from the media.

4.2. SHARING CAMPANY VALUES/PRACTICES WITH CO-WORKERS

GENERAL PRINCIPLES FOR THE CARE AND USE OF ANIMALS

Matters to be considered

♦Projects involving animals must be designed and undertaken only after due consideration of
their value to human or animal health and the advancement of knowledge on humans or
animals weighed against the potential effects on the welfare of the animals.

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♦Investigators and Staff must treat animals as sentient and must regard their proper care and use
and the avoidance or minimization of discomfort, distress, or pain as imperatives.

♦The approach known as the 3 Rs is to be considered at all times:

(a) Replacement of animals with other methods

(b) Reduction in the number of animals used

(c) Refinement of Projects and the techniques used to minimize impact on animals.

Replacement of animal experimentation with alternative methods

♦Alternative methods, such as mathematical models, computer simulation and in vitro biological
systems, which replace or complement the use of animals must be consideredbefore
embarking on any Project involving use of animals and the alternative methodsused wherever
appropriate.

Reduction in the number of animals used

 The number of animals used must be the minimum number required to obtain
scientifically valid results.

 The principle of reducing the number of animals used should not be implemented at the
expense of greater suffering of individual animals.

 Scientific activities involving the use of animals must not be repeated or duplicated
unnecessarily.

General

Describe the main functions of the organisation and the reasons for field testing the farm
animals.

Containment Requirements

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Provide a site plan of the facility and show where the farm animals will be held and where they
will be manipulated (yards, shearing shed, embryo transfer etc.).

Management

 Identify the operator.

 Identify the manager if one is nominated by the operator.

 Specify and document the responsibilities of the operator, manager (if one is appointed)
and the technical advisor(s)

 Identify the principal investigators and farm workers working on the facility and their
responsibilities.

 Identify service people such as veterinarians and electricians who are essential for the
operation of the facility.

Training

Nominate a person or position responsible for training. Describe how the training programme is
to be implemented, the time scale for implementation and refresher courses.

Training must be available to all staff and service people. Document training records for all staff.

Internal Controls

 Identify quality systems used in the facility.

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 The operator shall carry out an internal audit after each shipment to verify that the
activities associated with the facility continue to comply with the requirements of the
quality assurance programme.

 The quality assurance programme adopted to satisfy the requirements of this Standard
shall be reviewed at least once a year by the management to ensure its continuing
suitability and effectiveness and to introduce any necessary changes or improvements.

 All audit and review findings and any corrective actions that arise from them shall be
documented.

Site and Fencing Requirements

The facility shall be constructed and operated in a manner to ensure that the farm animals are
securely contained within the facility and isolated from other non-containment farm animals. The
facility shall primarily be a grazing property enclosed by double fencing but the animals may
have access to structures and buildings as required for animal management.

The site shall be on flat or gently sloping land which is clear of scrub where animals could hide
and which does not have a permanent river or permanent flow of water running through it.

Waste Disposal

Provision shall be made for the disposal of carcasses and animal tissues by one or more of the
following methods:

 an on-site incinerator,

 an offal hole having a secure and close fitting lid,

 carcasses and animal tissues shall be carried within a sealed, leakproof container to a
commercial incineration facility,

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Disease Surveillance

The cause of sickness or mortalities in farm animals shall be investigated and the cause
established wherever possible.

The level of daily surveillance shall be sufficient to ensure that sick and dead farm animals are
found in sufficient time for follow up procedures by the operator.

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TASKS/CHECK LISTS

1. What are the guidelines for ethical practice in the work place?
2. Discuss briefly how ethical problems resolution and reporting can conduct?

3. Mention the general principles for the care and use of animals?

4. Define the following terms A). Values B).work C). Loyalty D). Accountability
5. How can we Prioritization of Clients’ Interests?

6. ____________ is a set of values that include good performance, take imitative, and
working well with others.

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Session plan: ____________________________________

TVET Program Title

Unit of competency
Module title
LO _1

Session Plan objectives At the end of this session plan the learner shall be able to

Activities Nominal Content Learning methods

duration

Introduction

Evaluation

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Summary

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