Corruption

Although society sets a myriad of rules and regulations that ostensibly circumscribes your actions, it is our choice whether or not to conform to these rules. Convincing examples to demonstrates this founds are found in A Doll’s House by Henrik Ibsen, To Kill a Mockingbird by Harper Lee and Galileo’s choices of defying norms in the field of science.

Nora’s decision to leave Torvald and seek her independence in the play A Dolls House by Henrik Ibsen explicitly demonstrates that, regardless of what society dictates, choices are always present ot the individual. Nora was one of many women who suffered from the male supremacy during the Victorian Era. Her husband, Torvald, would call her demeaning names such as “squirrel” and “pet” and expects her to obey every command because society dictates that she should. However, Nora defied her “social norms” and left Torvald to achieve her independence: an act considered to be unthinkable at the time. Thus demonstrates that decisions are contingent upon individuals, not society.

Another example which shows that our choices area solely determined by ourselves is that of Atticus and his decision to defend a black man, Tom Robinson, in To Kill a Mockingbird by Harper Lee. Atticus, who lives in a town inhabited by a racist, white community, decided to do what he thinks is right and defended a black man named Tom Robinson, who was spurious accused of raping a white girl. Despite Atticus’s cognizance of the vicious calumny that he will be subjected to by society, he nevertheless made the decision which he considered is right and defended Tom Robinson. This further shows that decision are purely based on the individual.

In addition, the fact that decisions of the individual can never be fully controlled by society is shown in the field of science, particularly through Galileo’s choice of having a heliocentric view on the universe. Galileo was a scientist who, after adequate research into the field, maintained that, contrary to what the church and Aristotle believed, the sun is in the center of the universe. At the time, society strongly believed that the earth is the center of the universe and considered every other scientist who said otherwise to be mocking religion and thus deserving punishment. Because of his theory, Galileo was convicted of heresy and consequently sentence to home imprisonment. Surely, it was Galileo’s decision to voice his theory which, rather interestingly, happened to be correct all along!

The aforementioned examples are just three a vast number of people who decided to go against society wishes. If anything, these people exemplify the human nature of exploring the unknown, of thinking critical outside the box and of seeking dreams regardless of the perils and obstacles on the way, these are the people who make progress possible; without such individuals, society would be a collection of robots that operate based on norms and that would never be able to think, speak or act out anything that does not fit this “norm”. Quite simply, it is these people that liberated the oppressed and illuminated the path of knowledge.

Running head: Business Ethics 5 Business Ethics 5 Name Course Tutor 12th November, 2010 SECTION A I defend Norman Bowie’s arguments in “Relativism and the Moral Obligations of Multinational Corporations” that basic principles do not vary among cultures. Multinationals should therefore uphold universally or otherwise underlying ethical practices that uphold human rights. The basic underlying ethical principles do not vary among cultures and moral relativism is a phenomenon that should be disregarded since it is anchored in shallow soils.

Moral relativism for one, avoids any objections directed at it as regards any kind of utilitarianism and consequentialism. It allows the execution of supererogatory deeds that go above and beyond the set calls of duty; this is the case because these acts may be committed without opposition from the society’s moral code of conduct. In addition to this moral relativism defies the Triviality expostulation since it allows the particular culture to dictate the acts that are morally significant and those that are not.

Criteria on which the judgments of the moral significance of the act are based vary from society to society; this argument is however to the benefit of moral relativism as it fails to impose any other outside standards on their members. It should also be noted that the keeping of the expected code of conduct and the execution of punishments is directly linked to the standards system of the society on which the infractions took place. In this case these actions are evaluated on the same platform as they were performed; the wronged is the judge and the punisher which should not be the case in normal life.

Moral relativism does not allow reformers to try and point out the flaws in a society’s practices so they can improve them, moral relativism is intolerant and calls for acceptance of the society as is. Moral relativism fails to cater for people from more than one society, where each society has its own set of practices or entities such as corporations or church societies. Therefore moral relativity is restricted to people from only one society. SECTION B I believe corruption is corruption for sure undermine human rights.

This can be well explained by practical situations when corruption has led to the diversion of fund intended for the improvement of human rights being channeled to personal enrichment. Let say for instance, funds were allocated for the construction of a hospital to improve access to the affordable healthcare to a community then an individual corruptly makes away with the money, the human rights of the community are infringed. Where funds are misused at the expense of healthcare for the poor this amounts to human rights infringement.

It is a human right to have development and if the economic development of a country is affected by corruption, let say for instance engages in corruption and development of a country is compromised, this constitutes an infringement of a human right. When governments engage in corruption they don’t provide a good environment for development and this constitute human right infringement. Corruption can bring with it disasters since it allows contractors to perform substandard work, if for example work involves civil structures it could lead to the collapsing of bridges, this happed in china and caused several deaths.

Corruption poses a massive threat to not only civic but also political rights this is as is in the case where a sitting government uses government to its advantage in suppressing the opposition. This way human rights are infringed. Corruption does not promote democracy, a fundamental human right. Corruption can also contribute to the acquisition of public land or the destruction of natural resources such as the rainforest that lead to environmental hazard that bring famine especially in third world countries, this is an infringement of human rights.

It is therefore evident that corruption leads to human rights infringement and the world should stand up and against from this article. References 1. Evans D. M. , (2008) The African Charter on Human and Peoples’ Rights: the system in practice, 1986-2000. Cambridge: Cambridge University Press 2. Hinman L. (2007) Ethics: a pluralistic approach to moral theory. Belmont, CA: Cengage Learning. 3. Steinmetz S. , (1994) Democratic transition and human rights: perspectives on U. S. foreign policy . Albany, NY: SUNY Press 4. Brink D. O. (1989) Moral realism and the foundations of ethics. Cambridge: Cambridge University Press

Roman Empire kneeled to the power of political and cone mimic corruption, foreign invasions, along with natural disasters and diseases. The Roman Empire was assumed to be a sturdy empire, however, Rome expel oriented much corruption, both politically and economically. Rome had a total of 19 e emperors from 235285 CE ( Document A ). Thirteen of the nineteen emperors either were, or were assumed to have been, assassinated. A pattern Of assassination in royalty alludes to the FAA CT that people were unhappy with their rulers.

Along with that, a constant change of emperors ma ekes it hard for anything to get done, because as the new emperor takes over priorities often change. The Roman economic and justice system was very much in favor of the wealthy: “… A [wee Itty lawbreaker]… Is not punished for his injustice, while a poor man.. Undergoes I gal penalty. ” ( Document E ). This injustice caused for the poor people to reject their own home, the peep eel became less willing to fight to keep their empire thriving.

Rome, though viewed as this large, strong, and unbreakable empire, this was not the case. Negligence lead to the abandonment of the customary armor and parade grog undo drills. The Roman soldiers fought without armor because the armor became too heavy, f or the men never wore them.. Michael Grant states that, “There can be little doubt that the wee nesses of the late Roman army was largely due to the eventual failure” ( Document B ). The lack of trained soldiers resulted in many issues, as illustrated in Document C Rome was open to many different invaders.

Rome lacks the natural borders some ancient civilizations such as G rice possessed. Due to the lack of borders The Hunks easily overthrew the Roman people. Sins e “The Hunks exceed any definition of savagery” ( Document D) he untrained, lazy, and unprotected Roman soldiers had no chance of victory. Natural disasters and plagues caused for a quick drop of Roman population; ” Fifty thousand persons had lost their lives in the flood [in the city Of Alexandria all en]… ( Document With so many lives lost the amount of people to help protect the country fell greatly. This lack of people make it even easier for the already brutally superior Hunks to ova retorts the “almighty’ Rome. If Rome had not been affected by such strong disasters and disease more soldiers would have been able to contribute to fighting the Hunks. Rome could have lasted for a longer period Of time if not for the political and economic corruption.

The empire may still be striving today if the Roman soldiers would have remained diligent, still practicing their marches. Growing accustomed to their armor so t hey could actually wear it in combat. If it weren’t for the lack of natural borders in the large MME ire the Hunks may not have been able to inundate the land. Another document that would be into resting to read would be about how the Hung warriors felt while invading and conquering this foreign land.

Political-Legal Environment Country’s differences in relation to political and legal systems can have dramatic impact on the benefits, costs and risks associated with expanding a business internationally (Hill, 2008, p. 219). In order to make a well analysed decision on feasibility of expansion of Octahedron into either Mexico or Colombia, the political-legal environments of each country must be researched and analysed. Beginning with Mexico, the current government type of Mexico is a Federal Republic.

Question of FEDERAL TRADE at https://donemyessay.com/apush-chapter-29/

The current government is in the process of improving many of the country’s economic challenges, in particular, the improvement and modernisation of labour laws. According to online website run by the U. S Department of State (2011, para. 7) the President’s main priorities are to create more job opportunities within the country, which can be interpreted that the country is open to international business expansion, as it will provide more jobs within the country, which in turn will improve the economy of Mexico.

However, there are some setbacks in the way of political risks if Octahedron were to expand to Mexico, as it is very difficult to improve such things with so much corruption in the country and a high amount of organized crime on the streets. Such corruption often scares international iinvestors away, as it is not worth risking one’s life to expand a business internationally. However, the current government is working hard to improve this situation and have assisted Mexico in dramatically improving international trade.

According to online website ‘Encyclopaedia of the Nations’ (2012, para. 4) the success of this can mostly be attributed to the North American Free Trade Agreement (NAFTA) which they joined in 1994. As well as NAFTA, Mexico is part of another Free Trade Agreement with the European Union. These agreements set Mexico up as a highly sought after country for international expansion, as it is one of the only country’s with special access to both the North American and European markets.

Expanding to a country that is part of these free trade agreements s exactly what Octahedron needs, as according to Mcgee, working with a free trading country will save costs of imports and exports (2011, para. 1), therefore increasing the company’s profitability. However, the political-legal environment of Colombia must also be analysed as a potential player for international expansion of Octahedron. The form of government currently running is a Constitutional Republic. According to journalist Pablo Mejia (2011, para. 2) Colombia is perhaps best known as one of the highest drug trading countries in the world, which is never a positive reputation to hold, especially not for international expansion.

However, over the past decade Colombia has had a dramatic decrease in crime rates, increase in pro-business politicians who have encouraged more openness to foreign trade (2010, para. 3). The political risk of a country is a key consideration for iinvestors hoping to emerge into a new market. Another journalist, Kimball states that the most threatening political risk of expansion to Colombia is social unrest within the country and the high level of corruption (2011, para. 2). It has been ranked among the world’s most violent countries, due to the guerrillas and drug gangs.

For many reasons, merit based civil service systems have come under assault and yet at the same time have been hailed. Merit systems do however attempt and achieve many important objectives including ensuring that an effective workforce is attracted and maintained by providing protections against arbitrary termination and by attempting to avert politically influenced hiring and promotions. Notwithstanding, the way merit systems go about attracting a workforce and the varied protections against termination are the cause of antipathy.

Many would agree that a better civil service system is needed. This better civil service system should reward good service and punish bad or mediocre service with dismissal or no promotion. Equally important, this new system has to have a process to hire quality employees quickly. However, this better system needs to have all the mechanisms that are in the current merit systems to protect against corruption. This paper argues in favor of eliminating both merit system protections and merit in hiring and promotions, while at the same time evaluating the various arguments against merit systems.

In public administration literature, it is argued that in order for the bureaucracy to be both efficient and effective, it has to be staffed by tenured bureaucrats who feel relatively secure in their positions and receive adequate compensation. The bureaucracy attains its power from the experience of its workforce. Indeed, the bureaucracy is made up of “seasoned and knowledgeable ‘old hands'” who have molded relations with organizations and government itself (Kaufman 2001, 8-42).

Therefore, if returning to a spoils system results in arbitrary terminations the bureaucracy would be robbed of the most experienced administrators who bestow effectiveness within an agency. An important point regarding the removal of protections against arbitrary terminations is made by Charles T. Goodsell who argues that removing protections causes an “Am I Next? ” mindset to occur where employees agonize over the threat of termination and which in itself can result in diminished effectiveness (1998, 653-660).

In a related way to the “Am I Next? ” syndrome is a breakdown of the “politics administration dichotomy” where administrators fearing termination would only perform those duties to please the administration (Durant 1998, 643-653). Accordingly, a break down in the “politics administration dichotomy” would seem to some to signal an increase in corruption and overall unethical behavior. Corruption is one of the big factors for the creation and continuance of a merit system.

Those opposed to removing merit factors cite the abuses that occurred in the nineteenth century prior to the Pendleton Act. Also, tenured civil servants are necessary to assure that political appointees obey the law” (Maranto 1998, 623-643). Speaking about this was a Washington journalist, who argued that it was tenured civil servants of the Central Intelligence Agency and the Federal Bureau of Investigation who blew the whistle during the Watergate scandal and for this purpose tenured civil servant are needed to serve alongside appointees (Maranto 1998, 623-643).

However, Robert Maranto who is a proponent of a alternative systems, points out several occurrences where tenured civil servants and political appointees worked together, such as in the Department of Housing and Urban Development scandals during the Regan administration. Specifically, Maranto argues that when any organization, private or public is under investigation “it reacts by closing ranks to outsiders and shunning suspected whistle-blowers” (1998, 623-643).

Using this rationale, it could appear that having no tenure protections is the same as having tenure protections with regard to whistle-blowing. Maranto furthers the argument of corruption stating that “regular rotation of some political officials as ‘in-and-outers’ helps uncover scandals because incoming appointees are not tied to existing corrupt practices, can claim credit for ending them, are not as protective of organization reputation, and have sufficient political pull outside the organization to weather attacks of those within” (1998, 623-643).

Indeed, as pointed out by Maranto, the scandals of Andrew Jackson’s administration had actually begun under the previous administration and were uncovered by Jackson appointees. Another argument offered by Murray was that to cite the difficulties presidents Clinton, Bush (1st), Regan and Carter had in filling executive branch positions that required presidential appointments. His argument is that if an administration is unable to fill important political positions than it is doubtful an administration “will put much urgency in finding a nominee for positions currently filled by career bureaucrats” (1998, 70-677). His argument was meant to conclude that if there is a weak administration many positions will go unfilled and result in diminished effectiveness. Nonetheless, his argument against a spoils system citing a weak presidency is apt in arguing that there will not be a massive partisan termination following elections. Moreover, there have been several Supreme Court rulings which prohibit hiring, promotion, termination and even the awarding of contracts based on politics.

Eisenhart distinguishes between five categories of public sector employees: full-time permanent employees protected by some form of civil service system; at-will employees who can be fired at anytime for any reason so long as the reason is not illegal;  contractual employees;  temporary employees; and  independent contractors (Eisenhart 1998, 58-69). These five categories of employees within the public sector are covered by Supreme Court rulings.

In 1976, the U. S. Supreme Court ruled in Elrod v. Bums (427 U. S. 347) that it was unconstitutional for the newly elected Democratic Sheriff of Cook County to dismiss all employees who were hired under the previous Republican administration whose positions were not in policymaking areas where political loyalty would be required. Another ruling by the U. S. Supreme Court was in 1990, Rutan v. The Republican Party of Illinois (497 U. S. 62). The U. S. Supreme Court ruled that it was unconstitutional for the Republican governor of Illinois to require applicants for hire, promotion, transfer and recall from layoff to obtain recognition from the Republican Party of Illinois prior to service. In 1996, the Seventh Circuit Court of Appeals ruled the Rutan decision applied to temporary employees as well. For several reasons it is unlikely an administration would commence large scale terminations after each new election. Even with a return to a spoils system an administration would not introduce massive terminations of productive workers for several reasons.

First, as Kernell and McDonald argue, “the new breed of office-holding politicians who entered Congress at the end of the nineteenth century saw greater electoral payoffs from providing direct services to their constituencies than from subsidizing local party organizations. Thus they eschewed patronage for the merit system” (Ruhil and Camoes 2003, 27-43). This reflects twenty-first century American society more than it did in the nineteenth century. Also, the expensiveness of mass terminations would prevent government from mass terminations of productive employees.

As argued by Kellough and Osuna “turnover also holds the potential for enormous organizational costs, including the direct costs of hiring and training new employees as well as significant in direct costs associated with lower productivity levels from newer employees and opportunity costs from situations requiring more experienced workers to provide task assistance to new colleagues (Kellough and Osuna 1995, 58-68). Indeed, research by the Saratoga Institute proposed that the replacement cost of an employee is between one and two times the individual’s salary.

In another study by the Keener-Tregoe Business Issues Research Group it was estimated that it costs approximately $134,000 to replace a human resource manager in the automotive industry (Selden & Moynihan 2000, 63-74). For this reason it is just unlikely that government would commence with large scale terminations as those who are against the spoils systems contend. Equally important it is extremely expensive to run a merit system and as a result a lot of poorer states and local governments just cannot continue with the expansive hiring, promotion and discharge protocols.

For instance, in a local government in the state of Michigan written test were administered to six hundred applicants for just a few vacancies, and followed up with oral examinations for all those found qualified by the written exam. It is argued that such a process is “neither practical nor an efficient use of limited government resources” (Leidlein 1993, 391-392). As a result a lot of states and local governments have tweaked their own merit systems resulting in abandonment of some merit principles or abandoning the principles all together.

This situation is exemplified by Jay M. Shafritz, who argues that there is a “nether world of public personnel administration” which often exists to circumvent the maze of merit systems (1974, 486-492). For instance, in both the city of New Haven, Connecticut and the state of Idaho the personnel systems there were so time consuming they begun hiring temporaries in an effort to speed the process (Jorgensen et al. 1996, 5-20). Moreover, in Florida, Georgia and Virginia merit principles have been removed and have resulted in efficient government activities.

For example, in the state of Georgia, merit protections have been removed entirely for state civil servants hired after June 30, 1996; employees hired prior to July 1, 1996 are still covered by the traditional merit system protections. In the state of Florida, merit protections were removed for all state civil servants on May 14, 2001. The result is in both Georgia and Florida, “civil servants can be hired, promoted, disciplined and fired quickly and with relative impunity; they civil servants accrue no seniority and therefore have no bumping rights whatsoever” (Walters 2003, 34-80).

Nonetheless, in regards to Florida’s new civil service system, Mark Neimeiser, from Council 79 for the American Federation of State, County and Municipal Employees which represents most of the state’s rank-and-file employees states that: It Florida’s new system exposes state workers who enforce regulations and license businesses and professionals to the risk of retribution for pursuing cases against politically well-connected Floridians.

Second, it leaves higher-salaried senior staff exposed to the whims of departmental budget cutters who, like a sports-team owner trying to meet a salary cap, might be tempted to off-load more senior, high-paid staff just to save money, regardless of what it means by way of institutional brain drain or employee morale (Walters 2003, 34-80). However, according to Walters it seems that their concerns are valid.

He details how there are several former employees who blew the whistle and were terminated for political reasons, either because they took regulatory action against an ally of the governor or because they were Democrats. Notwithstanding, Walters does point out that “Depending on one’s view of the spoils system and what it ought to deliver to whom, such stories are either shocking or just par for the political course and no different than stories that filter out of Albany, Springfield or Sacramento whenever there’s a change of party, regardless of the civil service rules” (Walters 2003, 34-80).

Nevertheless, Walters does point out that there is ample evidence showing that there was widespread removal of long time employees in various Florida agencies. Yet, he does note that most of the laid-off employees were given the option of taking other jobs in government. According to AFSCME, the jobs offered typically represented demotions in both rank and pay. For example, a group of employees in the Department of Business and Professional Regulation were terminated, then allowed to reapply for jobs paying 25 percent less (Walters 2003, 34-80).

As pointed out previously, one of the necessary factors for retaining workers is relative job security. And as such if termination protections are removed, it is believed a large turnover in the bureaucracy would occur (Godsell 1998, 653-660). However, a study on turnover in state government which specifically studied the environmental, organizational, and individual factors for turnover found that one determinant that prevented large turnovers was pay increases and promotions (Selden & Moynihan 2000, 63-74). Charles W. Gossett conducted a survey in the Georgia Department of Juvenile Justice testing hypotheses on organizational loyalty, job mobility, and performance responsiveness between the workers covered by those hired after June 30, 1996 who has no civil service protections and those hired prior to July 1, 1996 whom still are covered by civil service protections (2003, 267-278). Some of Gossett’s findings were that there were no substantial differences between the protected and un-protected civil servants in voluntary turnover and concern for the agency.

However, Gossett’s research did determine that un-protected workers are more willing to seek promotion within the agency and view themselves as needing to be more responsive to management because they feel they can be disciplined for any minor infractions (2003, 277). The purpose of this essay was to argue against and examine the arguments against eliminating merit systems. Given the importance of achieving an efficient and effective public workforce, it is essential to know whether eliminating merit protections and procedures will result into a more efficient and effective workforce.

From the literature, it appears that the elimination of merit systems pose no horrific menace. Most of the arguments against removing merit factors, center on effectiveness and efficiency. The opponents argue that the removal of merit factors will result in hiring, promotion and termination based on political considerations. However, there are numerous federal laws, state laws and court decisions to protect every possible category of employee employed by government. Also, as evidenced in Georgia, non-protected workers tend to be more responsive to management which is good because it increases the effectiveness of executive leadership.

For this purpose, chief executives are able to deliver on their promises. Getting rid of merit principles also allows government to hire qualified individuals quickly and cost effectively.

Works Cited

1. Durant, Robert F. 1998. Rethinking the unthinkable: A cautionary note. Administration & Society 29 (January): 643-653.
2. Gossett, Charles W. 2003. The changing face of Georgia’s merit system: results from an employee attitude survey in the Georgia Department of Juvenile Justice. Public Personnel Management 32 (Summer): 267-278.
3. Hamilton, David K. 1999. The continuing judicial assault on patronage. Public Administration Review 59. (January): 54-62. Jorgensen, Lorna, Kelli Patton and W. David. 1996. Underground merit systems and the balance between service and compliance. Review of Public Personnel Administration 16 (Spring): 5-20.
4. Kaufman, Herbert. 2001. Major players: Bureaucracies in American government. Public Administration Review 61. (January/February): 18-42.
5. Leidlein, James E. 1993. In search of merit. Public Administration review 53 (July/August): 391-392
6. Maranto, Robert. 1998. Thinking the unthinkable in public administration: A case for spoils in the federal bureaucracy.
7. Administration & Society 29 (January): 623-633. Ruhil, Anirudh V. S. and Pedro J. Camoes. 2003. What lies beneath: The political roots of state merit systems. Journal of Public Administration Research and Theory 13. (January): 27-43.
8. Selden, Sally Coleman and Donald P. Moynihan. 2003. A model of voluntary turnover in state government. Review of Public Personnel 20 (Spring) 63-74.
9. Walters, Jonathan. 2003. Civil service tsunami. Governing 16 (May): 34-40. 1997a. Who needs civil service. Governing 10 (August): 17-21.
10. West, William E. and Robert F. Durant. 2000.

By looking at Fons Trompenaars research, one can delve deeper into the understanding of cultural differences. Within Trompenaars model of culture (1993) there are seven dimensions which capture different elements and measurements of culture. If we look at Universalism-particularism e. g. the subject of rules and regulations. This particular dimension focuses on how in some cultures, rules apply to everyone regardless of status, age, colour or ethnicity where as In cultures which are more particularist, people see relationships as more important than applying rules that are the same for everyone (Jackson 2004).

If we look at the Indian culture in particular, and linking this with Trompenaars research, we can see that in recruitment and promotion situations, friendships and kinships can sometimes be used to allow people to get further in their careers. Where as the UK are regarded as more particularist and rules apply to everyone whether they be friends or not. An Anglo-Saxon manager working in India within this type of environment might find it frustrating to adapt to this more democratic way of thinking and as a result may be disliked by his/her staff as they might misinterpret it as being unkind.

Another of Trompenaars dimensions Achievement-ascription is more concerned with status either from their achievements educationally or through their jobs and also through family background or the area they come from/reside. From experience, India is more concerned with status through the family they come from where as in the UK it has more to do with achieving highly in ones career or other such areas in life. In India, quite often if an individual comes from a prestigious family or has a considerable amount of wealth, they would be fast-tracked into getting anything they desire including a job or promotion.

I am now going to talk about if the situation is to be reversed and a team of workers from India were to come to the UK and work under an Anglo-Saxon manager. Now, this has often been the case in the UK where workers from other countries residing here have to find work and sometimes the choice isn’t always there. In my opinion, if a team of workers from India were to work alongside people born and raised in the UK this would be quite hazardous.

One of the main reasons being that if we refer back to Trompenaars dimension Acievement-ascription in particular, there would most certainly be issues between both cultures such as, to an extent, the Indian workers might act as if they are “beneath” the Anglo-Saxon workers because there is a deep-rooted Indian belief that to live and work in the UK you are automatically of a higher status regardless of wealth. Therefore, some of the British workers may use this to their advantage and slack off at work.

The manager would have to be aware of such happenings and would need to learn about the Indian way of thinking in order to manage the team with success or there could be severe implications. There is another issue of corruption and bribery to deal with, and by looking at the transparency international website; one can see that India is one of the countries which has indeed got an extremely high amount of corruption and bribery. This is because of the money situation; money is seen as more important than the law or anything else.

Even the police in India will let someone off if they receive a bribe such as money or gold. A British person in India will never be fully aware of the amount of corruption that goes on around them, an Anglo-Saxon manager in particular being alone in a country that they don’t know very well, would be at the receiving end of such corruption. Take a look at the “1998 Corruption Perception Index” below taken from www. transparencyinternational. com : Judging by this table, we can see that the UK has a very high level of competitiveness and is totally clean in terms of corruption.

Where as India is almost on the opposite end of the scale with a very low level of competitiveness and it is deemed as “corrupt”. Also another source that I have looked at is the “Bribe payers Index” also taken from transparency international. This index shows the percentage of global exports the country has and also shows a number between 1 and 10 which is the percentage of corruption, UK scores at 7. 39 and India consistently ranks lowest at 4. 62. This reinforces the fact that an Anglo-Saxon manager working in India would have to be extremely vigilant in order to rise above it and overcome it.

A recommendation given by Transparency international “companies must conduct due diligence when engaging in partnerships or acquisitions, and adopt and enforce strict internal no-bribes policies that include their agents, subsidiaries and branches”. www. transparencyinternational. com In conclusion, I do strongly believe that there would be more pitfalls associated with a British professional working with a team in India, this has no reflection on the British way of thinking or the like, but more to do with the stark cultural differences which I believe could not be overcome single-handedly.

It would be a mammoth task and years of extensive research and work experience in India would be needed in order for the manager to succeed. However, it is not an impossible feat, the locals of Bangalore are a friendly and hard-working kind of people and if results are wanted they are usually achieved even though it would be a challenge. All in all, by analysing the various researchers, one can see that cultural implications can be overcome with a little education and interaction.

Reference List

BOOKS Torrington, D/Hall, L/Haylor, I/Myers, J (1991) Employee resourcing, Management studies 2 series. Institute of Personnel management. Lucas, R, Lupton, B and Mathieson, H (2006) Human resource management in an International context. CIPD publishing. Jackson, T (2004) International HRM, a cross-cultural approach. SAGE publications.

Forensic accounting may not be a new field in accounting. However it becomes so important recently and has been an interest to various stakeholders, from the government, investors, and practitioners to regulatory bodies. In public sector, the increment in frauds, money laundering, corruptions, illegal or unethical acts and other wrongdoings are the main factors to support the needs of forensic accounting skills in public sector working environment especially public sector accountants.

This research is to study the needs of good forensic accounting skills in public sector working environment especially within public sector accountant.

The arise issues are:

1. What are the criteria needed to be a good forensic accountants?
2. What kind of frauds that always connected to forensic accounting?
3. What are services that can be provided by public sector forensic accountants.

Thus, this research is aimed on finding the correlation on the combination variables such as working experience, additional skills and knowledge from other diciplines that can help to create the good public sector forensic accountant.

Research Methodology

In the early stage, research will be done in the form of pre-masters studies and through jurnals, books and articles as a basic reference from various information. Questionnaires will be forwarded to the selected respondents in order to get their feedbacks on issues highlighted. The data from the questionnaire will be analysed. The finding from the final research will be written in a form of thesis. The final result will unveil the information on what ate the factors that contribute the public sector accountants in becoming good forensic accountants .

Research Objectives

To identify the roles of public sector forensic accountants. To identify the personal and interpersonal skills needed to be good public sector forensic accountant. To identify the correlation on whether knowledge from other fields will as well as working experience be added advantages on shaping good public sector forensic accountants. To identify the area of investigations done by public sector forensic accountants which differs from the services of a “traditional accounting”. To identify what are the challenges ahead waiting for public sector forensic accountants. The main objective is Accountant General’s Department (AG) can use all the information gather from this research in grooming and training public sector accountants to be well equipped with the required skills in the forensic accounting.

At the same time AG can enhance and broaden the function of its Internal Audit Division to the extent that they can cooperate with other government departments or agencies which engaged in enforcement and investigation in the field of commercial crimes and fraud like Malaysia Anti Corruption Commission (MACC) and Royal Malaysia Police Force. This is also in line with the government’s aim in producing and enhancing human capital to the excellent level so that public delivery system can also be improved.

Research Outline

In brief, this research combines 2 variables namely independent and dependent variables. A variable, as opposed to a constant, is simply anything that can vary. If we were to study the effects of working experience, knowledge from other fields and additional skills on forensic accountants performance, we might look at the number of cases that the forensic accountants have succeeded in solving it in some specific time. So, the working experience, knowledge from other fields and additional skills that ones forensic accountant poses are considered independent variables.

Whereas dependent variable (DV), or outcome variable, is dependent on our independent variable or what we start with. In this study, the number of cases that the forensic accountants have succeeded solving in some specific time, would be our dependent variable because it is dependent on working experience, knowledge from other fields and additional skills that ones forensic accountant poses.