RIVERS STATE MINISTRY OF YOUTH DEVELOPMENT

1. RIVERS STATE MINISTRY OF YOUTH DEVELOPMENT TWO-DAY WORKSHOP FOR YOUTH NGOs AND ORGANIZATIONS IN RIVERS STATE PAPER FOUR TOPIC: “ETHICS, VALUES AND ACCOUNTABILITY” DATE: 30 NOVEMBER, 2010. VENUE: JUANITA HOTEL, AMADI FLAT, P/HARCOURT SPEAKER: SOYE ASAWO PhD

2. INTRODUCTION: • Conflict Management and Resolution has become a familiar theme in Youth Organization in Nigeria. For, Supervisory Government MDAs, Community leaders, social crusaders and activists and other stakeholders have all been engaged in seeking solutions to the incessant conflicts between members of youth NGOs and Youth organizations. • It is evident that the climate for these organizations to thrive especially in the Niger Delta has largely been unfavourable due to incessant conflicts. • This study therefore examines the paradigmatic shift that could be adopted by Youth NGOs and Organizations in addressing this significantly fundamental issue hampering the growth and sustainability of these organizations. • The nature of conflict within Youth Groups is discussed, conflict management outcomes is examined, and the place of ethics, value and accountability as pillars of corporate integrity in effective conflict management is explored and explicated.

3. NATURE OF CONFLICT: • Before analyzing the place of corporate integrity in the management of conflict, it is essential to begin the analysis by examining the nature of conflict and how it can be managed. • It is obvious that conflict has become a phenomenon that is inevitable in human society due to (1) the variegated nature of human makeup, (2) insufficient free flow of communication, (3) insufficient interpersonal relational processes, (4) lack of intrinsic motivation in programme design, (5) alienation, and (6) Conflict proneness. • Darling and Fogliasso (1999, p.384) affirm that “conflict arises due to a variety of factors” which include “differences in goals, expectations, values, proposed courses of action, and suggestions about how to best handle asituation”. • Accordingly, Appelbaum et al (1999, p.63) state that “conflict refers to a process of social interaction involving a struggle over claims to resources, power and status, beliefs, and other preferences and desires”.

4. Thomas (1976) makes the definition of conflict clearer by stating that it is the process which starts when a party perceives that another party has frustrated, or is about to frustrate, some concern of theirs. • Pruitt and Rubin (1986) add that this perceived divergence of interest, is based on the belief that the parties’ current aspirations can not be achieved simultaneously. • Summing up these views, McKenna (1995, p.22) argues that “conflict situations arise when the needs, wants and values of two parties interfere with one another”.

5. CONSEQUENCES OF CONFLICT • Frustrates goal attainment • Increases operational cost • Creates anxiety and tension • Time wasting • Bad Public Image

6. CONFLICT MANAGEMENT • Henkin et al (2000) ague that conflict management is a communicative behaviour. Our view stems from the belief that one way of changing peoples’ perceptions is through effective communication (Ahiauzu, 2006). • In their comprehensive definition of conflict management Bloomfield and Reilly (1998, p.18) therefore posit that it “is the positive and constructive handling of difference and divergence”. They argue that it addresses how to deal with conflict “in a constructive way, how to bring opposing sides together in a cooperative process, how to design a practical, achievable, cooperative system for the constructive management of difference”. This position emphasizes the need for the establishment of a practical communicative vehicle that will integrate the parties involved and ensure that peace reigns.

7. The major manifestation of the conflict in Youth Organizations appear to be members’ disintegration. Thus, effective conflict management will in this context refer to the attainment of members’ integration. • Integration is however difficult to attain when there is distrust. For, Susskind et al (2003) argues that when stakeholders mistrust each other, it will be important for conflicting parties to first of all seek to understand each other’s perspectives better with the purpose of lessening fears and opening minds. • For, Appelbaum et al (1999) posit that the interplay of conflict and how it is managed will give rise to either functional or dysfunctional outcomes. • Ethics, Values and Accountability as the pillars of Corporate integrity, as an approach for preventing such dysfunctional outcomes, which include antagonism and hostility, is what the rest of this study sets out to examine.

8. CORPORATE INTEGRITY CONCEPT: • It is acknowledged that integrity has been a central theme in ethics and organizational behaviour literature, as well as other social science disciplines (Trevinyo-Rodríguez, 2007). But, most of the discussions have centred on integrity as an individual attribute. For instance, Kaptein and van Reenen (2001, p. 284) point out that “discussions about the concept of integrity often refer exclusively to a characteristic that only human beings can have”. • Nevertheless, Jones and Pollitt (1995) posit that there are three dimensions of integrity in business life and these include the personal, the corporate and the macroeconomic. It is thus appropriate to conceptualise integrity as an organizational level concept. • The definition of corporate integrity construct is drawn from the general meaning of integrity. Integrity refers to strength of character, which involves a reputation for truthfulness, honesty and conscientiousness (Ahiauzu, 2003).

9. Thus Werhane and Freeman (1997), in their definition of integrity emphasize the quality of moral self-governance at both the individual and group level. • Integrity is rooted in moral convictions (Ejiofor, 1987) and is very important for corporate success. Secretan (2001) posits that organizations that build their cultures around integrity are likely to achieve a quantum leap in effectiveness. • The role of integrity-driven corporate culture in corporate success cannot be overemphasised and that is the reason such terms as ‘Moral Ethos’, ‘Business Ethics’, ‘Moral Atmosphere’ and ‘Corporate Soul’ have become a constant in organizational life. • Drawing from the forgoing, corporate integrity can be viewed as referring to an institutionalised mindset that arises from a complex network of influences on the organisation and its members, which gives rise to a moral-driven organization that is characterised by corporate truth-telling, honesty, discipline, loyalty and self control.

10. To attract goodwill from its publics, the organisation needs to enhance its corporate integrity capacity. Similarly, the organization needs to develop its competency for projecting its corporate integrity in order to present a good corporate image to its publics. • Organizations as open systems are social entities and every social entity has the following characteristics: • Exists in an ecological system • Boundary-spans in a symbiotic relationship • Competes for Scares Resources to Survive • Works towards Negative Entropy • To survive in perpetuity, organizations must create high social impact in the community of organizations. • However, no organization can create a high social impact without a culture of integrity founded on the tripod of ethics, value and accountability.

11. ETHICS • Ethics is defined as “the discipline dealing with what is good and bad and with moral duty and obligation” – Webster’s Ninth New Collegiate Dictionary. • Ethics is “the science of morals in human conduct” – The Canadian Oxford Dictionary. • It is Concerned with truth and justice – Weihrich et al (2008). • “Ethics is the study of moral values of principles that guide our behaviour, and inform us whether actions are right or wrong. Ethical principles help us do the ‘right thing’” – Robins and Langton (2003) • Metz has argued that (1) “an action is right just insofar as it respects a person's dignity; an act is wrong to the extent that it degrades humanity”; (2) “an action is right just insofar as it promotes the well-being of others (without violating their rights); an act is wrong to the extent that it violates rights or fails to enhance the welfare of one's fellows”.

12. “Ethics is concerned with the study of morality: practices and activities that are considered importantly right or wrong, together with the rules that govern those activities and the values to which those activities relate” – Mullins (2007). • Ethics is “the science of morals in human conduct” – The Canadian Oxford Dictionary • It is Concerned with truth and justice – Weihrich et al (2008). • “Ethics is the study of moral values of principles that guide our behaviour, and inform us whether actions are right or wrong. Ethical principles help us do the ‘right thing’” – Robins and Langton (2003) • These definitions are generic views about ethics but our focus is on business ethics which is applied ethics. We have our focus on business ethics because Youth NGOs and Organizations are in the business (not-for-profit) of social re-engineering. • Business Ethics seeks to explore the implications of general ethics for the conduct of business. • The ethical question is all pervasive in organizational life. Nevertheless, two key areas where ethics must be expressly captured are in (1) the Purpose Statement, and (2) the Organizational Strategy.

13. Organizational Culture – Rituals, Ceremonies, Slogans, Symbols, History etc. Personal Ethics – Beliefs, moral development, ethical framework etc. • “Ethics is distinct from behaviours governed by law” – Daft (2001). While law gives rise to codified principles, Daft (2001) posits that Ethics is birthed through the following: Is Decision or Behaviour Ethical? External Stakeholders – Government Regulations, Donor Agency Standards, etc. Organizational System – Structure, Policies, Rules, Reward System, Code of Ethics etc.

14. VALUES • Values are “Basic Convictions about what is important, right and good to the individual”. • “Values are concerned with what should be and what is desirable” – Mullins (2007). • Hofstede – defines Values as a broad tendency to prefer certain states of affairs over others. • To remain relevant, every organization must have corporate values referred to as core or shared values in business. These values are both implicit and espoused. • Values are so crucial for organizational success that Rion (1997) wrote: “Values drive business results”. • Some of the world’s best organizations ride on such values as professionalism, efficient/effective use of resources, transparency etc. • Values are both implicit and explicit. They are made explicit through norms and artifacts.

15. Value systems in organizations does not come by legislation but by influence. Daft (2001) thus argues that “the underlying value system of an organization cannot be managed in the traditional way”. Rather he advocates a VALUE-BASED LEADERSHIP. • Weihrich et al has discovered from research that in many successful organizations, value-driven leaders serve as role models… and are a symbol to the external environment. • Daft (2001) proposes the following tips for Value-based Leadership include: • Articulate a clear vision for organizational values. • Communicate the vision throughout the organization. • Institutionalize the vision through everyday behaviour, rituals, ceremonies, and symbols. • Institutionalize the vision through formal organizational systems and policies.

16. ACCOUNTABILITY • Accountability is the “ultimate responsibility” – Mullins (2007), thus it can not be delegated. • It is taking responsibility for control and ultimate performance. • Accountability means the buck stops at the leader’s table and he/she takes the blame or the praise for bad or good outcomes. • According to Mullins (2007), while leaders may delegate authority, they remain accountable for the actions of subordinates. • Because the leader is accountable, he/she maintains control when tasks are assigned and demands accounts from subordinates. • Thus in delegating, leaders must communicate effectively. • Corporate Accountability is key to progress in any organization.

17. The Following steps are crucial for Corporate Accountability: • Minutes Keeping; • Adequate Filling System – Manual or Electronic; • Official Reporting System – Written reports; • Comprehensive Accounting books with appropriate accompanying documents; • Planned succession and proper hand-over and take-over. • Corporate Accountability ensures that there is reduced incidence of personal squabble, misinformation, and inability to retrieve information for future reference.

18. THANK YOU FOR YOUR ATTENTION