Managing Organizational Integrity Risks

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With the release of the IBM Center report, Ten Recommendations for Managing Organizational Integrity Risk by Dr. Tony Molina, Kent State University, we aim to help federal managers meet the requirements of A-123 by providing them with a better understanding of organizational integrity risks (e.g., reputational risk) and offering approaches they can use to effectively manage those risks.

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Getting Big Things Done in Government
Two professional associations, the American Society for Public Administration and the National Academy of Public Administration, have joined to sponsor a...

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Managing Organizational Integrity Risks
Thursday, August 4, 2016 - 11:30
With the release of the IBM Center report, Ten Recommendations for Managing Organizational Integrity Risk by Dr. Tony...
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Two professional associations, the American Society for Public Administration and the National Academy of Public Administration, have joined to sponsor a series of forums addressing the management challenges likely to face whomever is sworn in as president in January 2013. One of these forums examined the leadership challenges associated with getting big things done, and explored lessons from past experiences.
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The New York City Department of Homeless Services oversees one of the most comprehensive shelter systems in the nation, bringing real support to homeless New Yorkers when they need it most.
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The U.S. Environmental Protection Agency (EPA) relies on information and technology to carry out its mission—it depends on the availability of and access to timely and reliable information and on the technology that makes it all happen.
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As both a member of the U.S. intelligence community and a Department of Defense (DOD) combat support agency, the National Geospatial-Intelligence Agency (NGA) has sought to produce timely, relevant, and accurate geospatial intelligence (GEOINT) for government leaders in responding to and anticipating the country’s most critical national security challenges.
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The U.S. Air Force must balance capabilities between current combat operations and the need to address emerging threats and challenges, with the ultimate aim to be lean, lethal, and agile.
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This edition of The Business of Government magazine provides a glimpse into the many challenges, risks, and opportunities facing today’s government executives.
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On this program, we introduce a select group of government leaders who offer their insights, outline successes, and tell us how they, in their own unique way, are making a difference in an era of fiscal austerity.
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Learn how program managers can assess whether their efforts to increase citizen participation in their programs are making a difference.
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What are the key issues facing collaboration-minded managers in government? Two thoughtful academics identify what they think are the Top Ten and offer some advice on areas for future research.
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Are there legislative options beyond (or in addition to) presidential reorganization authority?
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