ABSTRACT
The primary contradiction in ethical conflicts confronting the administrator is that he should act obediently towards his superiors, while at the same time it is he who ultimately is responsible for his actions. The problem then arises as to how the administrator can avoid blind obedience. How can the administrator be in part an authority unto himself, in that he can refuse to comply in situations where such action is necessary? Can the administrative institution be structured in such a manner that such action can be encouraged? Can the individual administrator be trained to act independently when necessary?
