Saturday, October 6, 2012

CORRUPTION IN A NUTSHELL - Part 2 - LEADERSHIP RESPONSIBILITY ACCOUNTABILITY CULPABILITY


CORRUPTION IN A NUTSHELL
Part 2 - LEADERSHIP RESPONSIBILITY ACCOUNTABILITY CULPABILITY

CORRUPTION and CULPABILITY
THE LEADERSHIP OR TOP MAN MUST BE HELD ACCOUNTABLE FOR CORRUPTION IN AN ORGANIZATION
Musings
By
VIKRAM KARVE

In recent times, it is quite amusing to see top leaders dodging responsibility for scams and corrupt activities in their organisations and passing the buck to their juniors. 

If there is a scam, the top man cannot escape culpability and he must be held accountable for corruption in the organisation which he heads. 

When corruption takes place, as far as the Top Leadership or TOP MAN is concerned, there can be four scenarios:


1. THE LEADERSHIP or TOP MAN INITIATES THE CORRUPTION

The scam is done at the behest of the leader by morally pliable juniors. 

Thus, in this case, it is the top man who is directing and presiding over the corruption and the obsequious, subservient and “flexible” subordinates facilitating, helping and participating in carrying out the corruption and also enjoying their share of the “pie” in the loot.

If you observe the various scams in the news these days, you will realize that most present day corruption falls in this category - the leader initiates corruption.


2. THE LEADERSHIP or TOP MAN IS INVOLVED IN THE CORRUPTION

A corruption “system” (systemic corruption) may already be in place in an organisation and the top man joins in and becomes a part of it.

Here is an illustrative example:

“X” joined as the boss of an inspection organisation on deputation. He had not served in that organisation before. 

At the end of the first month, he found an envelope with money in his drawer. 

On inquiring, he was told that this was his “share” in the “hafta” or “mamool”. 

He took the envelope and put it in his briefcase. 

He thus became a part of the “system”.


3. THE LEADERSHIP or TOP MAN TURNS A BLIND EYE TO THE CORRUPTION

The top man knows that there is corruption going on in his organisation but turns a blind eye, looks the other way, and does nothing to stop the corrupt practices. 

He does not want to “rock the boat” or “ruffle feathers” so he lets the corruption happen unhindered.

Whereas in first and second examples of corruption, the leader was guilty of “commission” in this case he is guilty of “omission”.   


4. THE LEADERSHIP or TOP MAN IS CLUELESS ABOUT THE CORRUPTION

The top man is so incompetent that he does not know what is going on in his organisation and is ignorant and clueless about the corruption happening in his organisation.

(It is possible that he may be faking innocence, pretending to be clueless and feigning ignorance to wriggle out of the situation as we see in some recent cases).

Even if he is genuinely clueless about the corruption in his organisation then he is not fit to head the organisation and must be sacked on grounds of incompetence.


CONCLUSION

It is clear from the four cases elucidated above that the leader or top man:

1. Initiates the corruption
2. Is Involved in the corruption
3. Turns a Blind Eye to the corruption and let’s the corruption happen unhindered
4. Is Clueless about the corruption going on in his organisation due to his incompetence and ineptitude.

In all the four cases the leader or top man must be held culpable for the corruption in an organisation.

When a scam happens or corruption is prevalent in an organisation, the leadership or top man cannot shirk responsibility and escape accountability.

Therefore, even if there is a whiff of a scam or the slightest evidence of corruption in an organisation, the leadership or top man must be held responsible, accountable and culpable and sacked immediately in order to envisage a fair and speedy investigation.

Dear Reader, do you agree with the musings above?

Or do you have a different take on the subject?

Please comment and tell us your views.

VIKRAM KARVE
Copyright © Vikram Karve 2012
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work. 
© vikram karve., all rights reserved.

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About Vikram Karve

A creative person with a zest for life, Vikram Karve is a retired Naval Officer turned full time writer and blogger. Educated at IIT Delhi, IIT (BHU) Varanasi, The Lawrence School Lovedale and Bishops School Pune, Vikram has published two books: COCKTAIL a collection of fiction short stories about relationships (2011) and APPETITE FOR A STROLL a book of Foodie Adventures (2008) and is currently working on his novel and a book of vignettes and short fiction. An avid blogger, he has written a number of fiction short stories, creative non-fiction articles on a variety of topics including food, travel, philosophy, academics, technology, management, health, pet parenting, teaching stories and self help in magazines and published a large number of professional research papers in journals and edited in-house journals for many years, before the advent of blogging. Vikram has taught at a University as a Professor for 15 years and now teaches as a visiting faculty and devotes most of his time to creative writing and blogging. Vikram lives in Pune India with his family and muse - his pet dog Sherry with whom he takes long walks thinking creative thoughts.

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