The Public Administrator Chapter Seven Review Chapter seven of Cooper’s The Responsible Administrator, is focused on the importance of forming similarity among the various public administration controls, highlighted in chapter six. Specifically, in chapter six Cooper defines the internal and external controls applicable in public administration but does not offer an extensive discussion regarding these controls. Consequently, chapter seven advances on these definitions to provide an understanding of the impact or importance of these controls. Moreover, chapter seven illustrates the consequences facing individuals in public administration, should they ignore these controls.
Cooper also discusses the four components of responsible conduct by a public administrator. These components are; organizational structure, social expectations, and organizational culture and, individual attributes. Therefore, in this chapter Copper advances three key points; importance of both the internal and external controls from the management perspective, the value of a public officer practicing the four components of responsible conduct, and the consequences of disregarding the first two key points to any organization (Cooper, 2011). According to the article, In the Public Eye, (2008) governance in the public domain has evolved rapidly, and this is mainly attributed to the increase in public awareness about their fundamental rights (Sass, 2008).
As such the public governance is being given attention equal to the private sector governance. Moreover, unethical conducts in the public impacts negatively to the citizens and the tax payers just like they affect the shareholders in the private sector. Therefore, both the internal and external controls are crucial to the overall governance of the organization and, eventually, the delivery of quality services. Moreover, it ensures submission to related laws and regulations thus safeguarding against loss, misuse and/ or damage (Sass, 2008). The article emphasizes that whereas governance in the private sector is more regulated because of the nature of their business dealing and the presence of stakeholders.
In fact, it is common to find a statement on the organization’s level of submission is incorporated in the financial statements. On the other hand, there are just a few acts that help in the governance of public institutions namely; the Public Finance Management Act (PFMA) and its twin the Municipal Finance Management Act (MFMA) (Sass, 2008).
Consequently, these Legislations give detailed responsibilities squarely on the shoulders of accounting officers to guarantee effective, efficient and transparent systems of financial and risk management, external and internal controls (Sass, 2008). In this regard, this article clearly compares to Copper’s argument. There are many consequences of a public officer ignoring the expected code of conduct or carrying themselves responsibly while delivering service to the public. Moreover, public officer should regard the taxpayers as their employers and, therefore, give them the best service possible.
This article has, therefore, supported the key points advanced by Cooper in this chapter of the book. In this essence, this chapter clearly educates on how to utilize the internal and external controls in public administration. More so, the chapter has given insight on the importance of a public officer being accountable for their judgments and actions. Consequently, these teachings will help me as I deliver my service to the public to conduct myself responsibly taking into consideration the set ethical conducts. In addition, the chapter has rekindled the moral aspects as well as the implication of ethical dilemmas that require a public administrator to forward the best judgment no matter how had the decision is. References Cooper, T.
(2011). The Responsible Administrator: An Approach to Ethics for the Administrative Role. Hoboken, New Jersey: John Wiley & Sons. Sass, M. (2008). In the public eye. Cape Town: Grant Thornton Business Risk Services.