Netzealous LLC - MentorHealth, Online Event
International Organization for Standardization/International Electro technical Commission Internationally, a fiduciary duty refers to the highest standard of care imposed through equity or law. Expected behavior of a fiduciary is loyalty to the person or group (principal) owed a duty.
Consequently, managers must not place their affairs before the obligation and must not benefit from their status as a fiduciary, unless the principal consents. Specifically, managers should avoid engaging in activities where personal interests and fiduciary duty conflict; as well as situations where their fiduciary duty conflict with another fiduciary duty.
Furthermore, a fiduciary should not seek personal benefit from their fiduciary position without express principal knowledge and consent.
Why should you Attend: The root explanation or justification for manager-leaders enacting a values-based moral response to an organizational-ethical dilemma is the adoption of a duty or obligation.
Therefore, duty or obligation falls under the general deontological category of imperatives. As agents of the business, manager-leaders are subject to the expectations and pressures of healthcare stakeholders. Thus, manager-leaders assume the responsibilities of an organizational fiduciary with a fiduciary duty.
Consequently, manager-leaders must often deal with issues that relate to organizational potency and viability while simultaneously balancing the needs of various stakeholders.
Employees that value compliance, usually, holds honesty and integrity as desirable personal traits or fear noncompliance repercussions. Considering fiduciary tenets and accepting organizations utilize a top-down approach for legal requirements compliance; an expectation exists for organizational personnel.
Nevertheless, an Ethics Resource Center study discovered that 44% of survey respondents believed their firms exhibited signs of a weak ethics.
Therefore, given the reputational and financial risks, manager-leaders must comprehend the influence they can have in instituting an ethical organizational culture.
Areas Covered in the Session:
- Corporate governance alignment with business ethics
- The value framework under which business decisions are taken
- The ethical framework under which business decisions are taken
- The moral framework under which business decisions are taken
- Vision statement alignment
- Mission statement alignment
- Implementation of continuous business ethics reinforcement
Who Will Benefit:
- Financial Managers
- Operational Managers
- Marketing Managers
- Information Security Managers
- Information Systems Managers
- External Auditors
- Internal Auditors
Robert E. Davis MBA, CISA, CICA (an invited Golden Key International Honour Society member) obtained a Bachelor of Business Administration degree in Accounting and Business Law and a Master of Business Administration degree in Management Information Systems from Temple and West Chester University; respectively. In addition, during his twenty years of involvement in education, Robert acquired Postgraduate and Professional Technical licenses in Computer Science and Computer Systems Technology. Robert also obtained the Certified Information Systems Auditor (CISA) certificate - after passing the 1988 Information Systems Audit and Control Association’s rigorous three hundred and fifty multiple-choice questions examination; and was conferred the Certified Internal Controls Auditor (CICA) certificate by the Institute for Internal Controls. Currently, Robert is a Doctor of Business Administration student specializing in Information Systems Management at Walden University.