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Case Study Fire Or Be Fired

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Case Study #2: Fire or be Fired

In this scenario, new city-manager for the city of Adams, Josh Peters, is tasked with finding and hiring a new Chief of Police; although it seems uncomplicated enough, problems arise with the discontentedness of the police union. The complications end up being a “them vs. us” situation, with a few city council members and Peters on one side, standing firm in their decision to hire a qualified Chief of Police, and the police union, local newspapers, and city council members on the other, demanding an internal applicant to be Chief of Police. As Peters follows his ethical code and hires the new chief, John Wilson, more and more prevalent threats begin to arise from the police union, with very little resistance …show more content…
In the city charter, it is stated that only the city-manager can handle all personnel issues and is even within his right to fire without reason. Aware of this, Mayor Brown demands that Peters fire the new police chief, on the grounds that he believes that the position should be filled internally. On one hand, Peters could fire his candidate and save the jobs of himself and others around him. However, it would require that he abandon his ethical code; furthermore, he could be seen as naïve and easily influenced by the unions and could be taken advantage of further in his career as …show more content…
At the end of the day, it is more important to be ethically in the right than to protect the viability of a job – that would be putting the needs of yourself over the needs of the city. All things considered, the most important route is the one where the conscious remains clear and all that could have been done, has been done. However, it is also important that the constituents of the city be involved; as a public servant, it is important to involve the voice of the people. In addition to standing firm in the candidacy choice of Wilson, the next step would be the inclusion of the people in the form of coprovision. In this case, utilizing the outside assessment center would be key. Despite the lack of funding, the city-manager should approach the head of the center with the funds he was allotted and set up a contract to allow the screening process to happen. This way, there is a second opinion on the candidate and it was done by a public entity. Although it would not necessarily appease the obviously biased public, it would at least show that the city leaders were making an active effort to meet

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