General Emiliano Zapata stated “I want to die as a slave to principles, not to men.” (goodreads, 2016) Emiliano Zapata moral and ethical grow on me when I attended school in Mexico. Also the way he helped the Mexican Revolutionary he was a person of principles and really stood his ground without backing down on his beliefs. I Interview Senior Master Sergeant Anthony Tolbert. First I would talk about the beginning of his moral and ethics. Next, some of the experience he encounter were his ethics and morals was tested. Also how his ethics change when he joined the military. Then what is my intake on this interview about ethics.
Senior Master Sergeant Tolbert was raised by his parents, which they had a firm hand. He recalls that he attended
…show more content…
Foot washing is a ritual like Baptism and communion, and some Pentecostal churches hold an annual foot washing service on New Year's Eve.” (Newsmax, 2016). He honors this ritual in the interest of demonstrating respect and servitude not only to the other associate of the church, but they will also render the same respect to visitors. Another illustration of respect he learned as a child was that they will eat as a family. If an elderly member was at the table he or she will be served first. He respects this tradition since it teaches the children who is the household and not to diminish them, but he will wait for everyone to eat as a family. Now that I point out how he obtain his beliefs as a child, I will briefly analyze his 22 years of his military career moral and ethical incidents.
Senior Master Sergeant Tolbert has been serving 22 years in the Air Force and he has been in charge of Command and Support Staff for 4 years. He reports directly to the squadron commander. He manages 25 personnel to include five civilians. He had two different cases when his ethics got questions and he did not surrender his judgement. The first controversy
The messaging in both the Canadian Health Information Management Association (CHIMA) and Canada’s Health Informatics Association (COACH) Code of Ethics are very similar. They both discuss prioritizing privacy and security, set an expectation of maintaining a professional and collegial work ethic, encourage the continuing of education and building of one's knowledge base and both refer to a focus on the awareness of future developments/advancements within the industry. My initial preference was the CHIMA Code of Ethics as I preferred the phrasing and third person approach, however, upon further review I noticed that CHIMA’s used the word ‘strive’ instead of COACH’s approach of ‘I will’. This to me seems to have less impact then the COACH counterpart.
The United States Army, in its current state, is a profession of arms. In order to be considered a profession, the organization must have an ethical code rooted in values, strong trust with its clients, and be comprised of experts within the trade. These experts are constantly developing the trade for the present and the future and hold the same shared view of their trade culture. The Army currently has an ethical code embodied in the Army Values, which provides guidance to the individual and the organization. These values are universal across the Army, regardless of an individual’s personal background or religious morals.
In A Tactical Ethic, Moral Conduct in the Insurgent Battlespace, author Dick Couch addresses what he believes to be an underlying problem, most typical of small units, of wanton ethical and moral behavior partly stemming from the negative “ethical climate and moral culture” of today’s America (Couch, D., 2010, p. 15). In chapter one, he reveals what A Tactical Ethic will hope to accomplish; that is identify the current ethics of today’s military warriors, highlight what is lacking, and make suggestions about what can be done to make better the ethical behavior of those on the battlefield and in garrison. He touches on some historic anecdotes to highlight the need for high ethics amongst today’s military warriors as well as briefly mentions
LM01, Ethical Leadership Student Guide. (2012). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
Which of the six principles in the AICPA Code of Conduct is most related to Article 1.5 of the California Accountancy Act? Explain your conclusion.
On September 15th at 2000, I had a counseling session with MIDN 2/C Jones (he asked that I not use his name) regarding his occasional absence from Morning Quarters Formation. I started the sit down session by first addressing the reason why I had asked to talk to 2/C Jones and why I thought it was important. I then asked 2/C Jones what his reasons were for sometimes not showing up to Morning Quarters Formation. 2/C Jones explained that he usually goes, but when he does not it is normally because he was up late working on homework the night before and needed rest. He brought up a supporting fact about how the Commandant keeps insisting that the Midshipmen need more sleep, which I agreed with him is true. I then asked him if he felt that formation was important or not. He began to explain why it was not that important to him, and then after he finished, I gave the reasons why it is important, especially as a significant leader to the 4/C in the Company
Pellegrino centers the theme of the article on the synergetic relationship between the two dogmas of medical ethics, rights-based and virtue ethics. The main reason Pellegrino rejects rights-based medical ethics in favor of virtuous dealings is simply because according to him, virtue ethics is the most substantial system of ensuring the patient’s rights. It contains the positive aspects of the opposing model, and adds more to it. To put this more specifically, Pellegrino believes that the duty expected of the best physicians should be personal sacrifice and resistance to self-interest. Thus by voiding these potential limitations the doctor is able to better achieve the truest and purest version of medical benevolence and compassion, as has
Thomas N. Barnes Center for Enlisted Education (U.S.) United States. Department of the Air Force. (2012b). Ethical Leadership (LM01). Maxwell-Gunter Annex, AL: Department of the Air Force.
Their trainer was Captain Sobel who they disliked but was later replaced with Lieutenant Winters. Two of the many things these soldiers learned were brotherhood and leadership.
Earlier in March 2014 the senior leadership of the Air Force, to include the Secretary of the Air Force, the Chief of Staff, and the Chief Master Sergeant of the Air Force, made a statement to all airmen. They stated that “being an Airman is more than a job, when we voluntarily raised our right hands and took an oath to support and defend the Constitution, we became members of the profession of arms”, they also said that along with our profession of arms we are given and accept a sacred trust given to us by the American people, that to be worthy of this trust we must “build our lives and shape our service on the foundation of our core values”, and that when Airmen fail to live up to our core values, the reputation of all who serve is tarnished” (letter to airman, Mar 2014). Recently, I was tasked to deliver a briefing for the J3 monthly training day. This tasking was a result of my negligence in updating a certain system that is vital to the J3 watch floor. My briefing, although filled with correct information and guidance, was also slaked with profanity and unprofessional gestures. Regardless of any circumstances that may have been the cause for these actions, the actions needed correction. Correction was given, which was responded to by more profanity and provoking actions. After I showed such disrespect to my non-commissioned officer in charge, he escorted me to my supervisor and my actions were made known to him. During this time I was still acting very contentious and disrespectful, making snide comments and standing with such contempt as if to say “are you done now”. This of course escalated into more serious action by my leadership which very well could have been avoided had I done my duty correctly in the first place. The...
Boylan, M. (2009). Basic ethics: Basic ethics in action (2nd ed.). Upper Saddle River, NJ:
The history of Pentecostalism is widely disputed amongst historians; some believe that Pentecostalism began with Jesus’ disciple’s baptism in the Holy Spirit at the first Pentecost, while other historians argue that the religion itself dates as recent as the early ninety’s. In the historiographical essay, “Assessing the Roots of Pentecostalism,” Randall J. Stephens claims that the Pentecostal movement started in 1901 and the famous 1906 Los Angeles revival on Azusa Street helped the religion grow to currently contain approximately 420 million followers. The followers, being mostly lower and middle-class groups who were “multi-ethnic and often challenged racial norms” (Wilma Wells Davies 2), of the revival were unhappy...
Whether you are a manager or an officer in the military, the scenario that was presented is something that we need to have in the back of our mind that could occur on any given day. Have you ever had any situations occur under your command that was similar to the scenario that was presented that revolved around Coach Kramer and Coach Folley? If so, how did that happen, and how did you resolve the issue? With this situation having so many unknowns, how do you really proceed? Would you set up a team of administrators to make that decision? Would you seek advice from a mentor/colleague? Would you just immediately report it to the necessary individuals just to avoid getting caught in the middle? We truly do not know how we would react in
Pastor George Fleurimond of the Emmanuel Seventh-day Adventist Church can best be described as a man full of vigor, spiritualty, compassion as well as nobility. Serving as a pastor for four years, Pastor Fleurimond has spent most of his servitude in Plant City, Florida, where he would preach in a manifestation of as much as 100 people, imparting the word of God to those who sought religious consolation. Not only does he influence the regular-going church members, he also connects with the youth on a weekly basis to ensure they make the right resolutions amongst ever press-ganging peer pressure.
Many cadets are between eighteen to twenty-one-years-old, and they strive to become successful leaders. “Truth” is one of three MMI’s core values. According to the MMI Cadet Manual of a message from Colonel Edwin Passmore, the most important trait for a successful leader is integrity (3). Cadets might not know if they have integrity because most cadets may not have experienced a position that tests their integrity. Further, cadets in leadership roles may not be able to recognize any leadership deficiencies, like lack of integrity, and therefore unintentionally may lose respect from their followers. This paper suggests that cadet leaders at MMI discover their leadership strengths and weaknesses, those inexperienced leaders may fail to tell the truth to their followers, and in turn, those followers may lose respect for those new