Bogdanovsky g and chemical ecology. Search results for "chemical ecology"

Ministry of Education and Science of the Russian Federation

State educational institution

higher professional education

"RUSSIAN CORRESPONDENCE INSTITUTE OF TEXTILE AND LIGHT INDUSTRY"

Department: "Philosophy"

Test

by discipline: " Business ethics »

on the topic: “Mechanisms for introducing ethical standards into the business sphere”

Completed by a student

Speciality……

Cipher………

CITY 2011

Introduction………………………………………………………………………………..3

1. Professional ethics……………………………………………………………5

2. Ethical standards in social work…………………………………8

3. Mechanisms for introducing ethical standards into the business sphere………………15

Conclusion…………………………………………………………………………………24

References………………………………………………………...26

Introduction

Ethics(Greek ethika, from ethos - custom) - philosophical science, the object of study of which is morality , its development, norms and role in society. Ethics is one of the most ancient theoretical disciplines that arose as part of philosophy. To denote the philosophical doctrine of morality and morality, Aristotle proposed the term “ethics”.

In the process of developing ethical theories, philosophers encountered significant difficulties in unifying terminology, since in different theories different concepts were declared basic, often vague, subjective or contradictory (good and evil, the meaning of life, etc.).

Moreover, due to the fact that ethics considers individual morality related to protected subconscious mechanisms, deep analysis is made difficult by the activation of psychological defenses that block critical analysis subconscious attitudes. Features of religious ethical systems are that in religions containing a personified God, God is the object of morality, and the norms imperatively declared by religion as divine become basic; the ethics of social relations as a system of moral obligations towards society is supplemented (or replaced ) divine ethics - a system of moral obligations towards God, to the point that it can come into conflict (sometimes social or even mass) with public morality.

It should be borne in mind that studies of ethics are conducted mainly speculatively, by the researcher by personal example, and therefore are often replete with generalizations of personal principles and restrictions on ethics in general.

One of the main shortcomings of the modern position of ethics as a science is the almost complete absence of methodologically correct objective studies of the ethical worldview.

At the end of the twentieth century, the development of ethics moved towards specialization and detail: professional ethics began to develop - the ethics of a doctor, the ethics of a social worker, the ethics of a journalist, the ethics of a businessman, etc. In connection with the threatening trends in the development of technology, ethics of science and technology, environmental ethics, bioethics, etc. appeared. Humanity is faced with problems caused by fundamentally new relationships that are developing between man, society and nature. A paradoxical situation has arisen: human activity threatens the very existence of man. Hence the need to comprehend and develop a moral position in relation to these phenomena.

Professional ethics

Professional ethics as a set of stable norms and rules that a worker must follow in his activities arose in ancient times, when it could not be a separate, isolated branch of knowledge. The first ethical requirements for the actions of a specialist can be found in the ancient Egyptian manuscript “Instructions of the city commander and vizier Ptah-hettep,” dating back to the 3rd millennium BC. Among other requirements for the employee, the need for conscientious and high-quality performance of their duties is indicated, since such an attitude to work is the key to a future high position and wealth. However, experts attribute the emergence of the first holistic professional ethical complexes to the period of the craft division of labor, i.e. to the period of the emergence of craft guilds in the 11th–12th centuries. It was during this period that historians state that ethical requirements appeared in shop regulations, regulating attitudes towards the profession, work, fellow workers, etc.

However, representatives of a number of professions that had vital important for all members of society, earlier than others they realized the need for ethical regulation of their activities, and therefore such professional ethical codes as the “Hippocratic Oath” and some others were formed somewhat earlier. Basically, these are professions related directly to a person or to the conditions of his life, professions with a high degree of individualization of work, for example, teaching, medical work.

The emergence of professional ethics precedes the creation scientific theories about it, since professional ethics, which initially arises as a phenomenon of everyday consciousness, subsequently develops on the basis of comprehension and generalization of the practice of representatives of a professional group. These generalizations are systematized in the form of codes (written and unwritten), containing not only ethical requirements for the content and results of activities, but also for the relationships that arise in the process of activity, as well as conclusions drawn on the basis of generalizations. Thus, professional ethics is not only the science of professional morality, but also the moral self-awareness of the total professional group, its ideology and psychology.

In everyday practice, professional ethics is a set of standards of behavior for specialists. Standards of professional ethics are subject to change under the influence of both external and internal factors in relation to the profession. They directly, at every moment of time, influence the behavior of specialists, prompting them to act in a certain way. The main objectives of professional ethics are to influence the consciousness of a specialist in order to improve him as an individual and as a professional and to promote the most complete and effective solution of professional problems. In general, professional ethics is the application of general, theoretical ethics to certain types of professional activities.

Social work, as a special type of professional activity, has a specific, unique set of ideals and values ​​that developed in the process of developing the principles and norms of behavior of specialists. Being a specialized activity, social work contains unique situations and contradictions that must be resolved in the process of activity itself and which are often the subject of this activity. This circumstance makes it necessary to adhere to special, more stringent moral principles and norms in activities.

In their practical activities, specialists need not only moral guidelines that determine the general, main direction of their activities, but also the rules of everyday activity, without which it is impossible to implement moral norms and principles. Therefore, the ethical standards of social work reflect the basic requirements and criteria for the behavior and actions of a social worker, which, with all their diversity, are dictated by the specific conditions and content of his work.

Ethics in social work is not an end product, but one of the integral components of everyday activity, along with the theoretical justification of the need for action, the legally provided opportunity to act, the determination of the most effective way to solve the problem, its economic support and the organization of implementation of the decision made. Deep knowledge of the norms and principles of professional ethics, strict, creative application of them in everyday activities helps the social worker to cooperate with clients, their loved ones, colleagues, representatives of public, governmental and non-governmental organizations and institutions.

Ethical Standards in Social Work

Compliance with the reasonable interests of the client . A social worker, when starting work, regardless of the level of his activity, must take care to bring benefit to his client (clients) and society. In fulfilling his professional duty, he acts on behalf of society, which has entrusted him with responsibilities for solving certain problems - in general, this task can be expressed by the wording “stabilization and harmonization of relations in society.” Stability in society, in turn, occurs in the absence of centers of social tension in it, such as strata, population groups and individuals who are disadvantaged in their legitimate interests.

Personal responsibility of a social worker for the consequences of his actions that are undesirable for the client and society . By developing a joint action plan with the client, the social worker, armed with knowledge not only of the essence of the client’s problem and his needs, but also the capabilities of the social protection system to solve it, the quantity and quality of funds required to solve the problem, is responsible for the consequences of the decision made.

His responsibility is more serious than the responsibility of the client: the client, as a rule, is concerned only with achieving his own good, but the social worker must take into account the consequences of the decision not only for the client, but for the whole society and, if possible, smooth out the contradictions of their interests, if such arise. He is a professional, and therefore he speaks from the positions of the possible, expedient, due and desired result, while the client can afford to speak from the position of what he wants, since he does not have the same knowledge that a specialist has and does not always have a good idea of ​​what the capabilities of the institute are social work. However, the social worker cannot be made “responsible for everything.” For example, it is difficult to demand from a social worker full personal responsibility for the long-term results of joint actions with the client and their consequences. When the task is completed, communication with the client may be lost; the client has the right to benefit from the results of joint social worker activities to solve their current problems. Depending on the nature of these problems and the moral character of the client, the result can be anything - in this case, the responsibility of the social worker becomes very relative.

Respect for the client’s right to make an independent decision at any stage of joint actions. Respect for this client right is a manifestation of respect for human rights. Client social service as an individual, he has all human rights, including the right to independently determine his own destiny, way and style of life, to have his own beliefs, judgments, views, and his own concepts of good and evil. When starting work, a social worker finds out not only the problems and needs of his client, but also his vision of solving the problem, including the final result of joint actions. However, in any case the last word remains with the client, since he has the right to independently decide his destiny based on his own life experience, needs and opinions.

Accepting the client as he is . IN social assistance people who find themselves in a difficult life situation need it, and the reasons for this circumstance can be different - both objective and subjective, independent of the client himself and hidden in his personality and his chosen lifestyle. The client may be shy or, on the contrary, rude, but both prevent him from establishing normal relationships with people; he may suffer from a lack of willpower or perseverance in achieving his goal; finally, he may not be a completely healthy person physically or mentally, or his behavior may be characterized as deviant - he is what he is, and we need to work with him, even if his own shortcomings made him a client of the social service. However, accepting the client as he is does not mean approving all his actions.

In order for ethical principles, norms, rules and standards to become realities of business life, they must be included in the decision-making process at all levels of management, as well as in the work practices of all employees, i.e. be part of real personnel policy.

The most commonly used mechanism is the code of ethics. About 90% of foreign companies implemented ethical principles through such codes. They can be developed for the company as a whole and contain ethical rules common to all. Since codes of ethics are more common than other instruments for introducing ethics into corporate life, let's take a closer look at them. The code of ethics, as a rule, is developed by a specially created body - a committee or commission.

The Corporation's Ethics Committee has a specific set of functions, which include the following:

bringing ethical issues to the board or top managers for discussion;

bringing the basic requirements of the code of ethics to the attention of managers at all levels and ordinary employees;

developing measures to support the code;

analysis and revision of the code based on annual internal corporate reports and depending on changes external environment organizations, especially systems of spiritual values ​​and public opinion;

compiling reports on the committee’s activities for the board of directors;

providing top management with advice from specialists on ethical issues.

Most of the ethical codes of companies were developed and implemented in the 70s. Their scope is very different - from the code "Formulation business ethics" from one page of Exxon Corporation to "Citicorp's Ethical Standards" of more than 60 pages.

These codes are varied in content, which illustrates the existence of significant disagreements among representatives of top management regarding the subject of the code of ethics. The diversity of codes may also be a consequence of management’s attempts to adapt them to the private needs of the company in the context of national economies and the global economy that have become more complex in recent decades.

Characteristic feature modern codes of ethics is that sections containing recommendations for eliminating ethical problems arising from conflicts of interest are developed in more detail and carefully than other sections. In this case, the emphasis is on the conflict of interests of the corporation: a) with government bodies; b) with employees or shareholders of the corporation; c) with foreign governments.

Most codes are based on internal corporate control over compliance. Public (external) - from the outside public organizations- and state control over compliance with the code requires the creation of an appropriate state structure, quite expensive, which is burdensome for the budget of any country.

Of course, it is impossible to characterize and address in a code every ethical issue that employees may encounter. However, written instructions can help resolve ethical issues that arise most frequently.

We can point out a number of advantages that the creation of a code of ethics gives to the corporation as a whole and its employees:

Codes are more reasonable, collected “guides” to correct behavior than the advice and recommendations of individuals. When individual employees have to determine the level of ethical official behavior in everyday practice, their judgments often turn out to be too subjective, depending not only on the level of ethical education of the employee, but also on the level of his education, culture, awareness of the state of affairs in the corporation, the degree of social responsibility, patriotism and many, many other factors.

Ethical codes, having absorbed all of the above, invite managers to focus their attention on the main, paramount things and suggest the most logical decisions.

The very existence of a corporation's code of ethics as a collective ethical standard helps corporate managers understand the ethics of their business decisions. And the written form gives codes even greater significance.

The Code provides a general guideline in situations where it is difficult to clearly determine what is ethical and what is unethical in the actions of the corporation’s management, i.e. when universal ethics and professional ethics come into conflict.

Codes of ethics can help control the power of those managers who sometimes ask, even command, their subordinates to do not only unethical, but even illegal things. Codes can provide a certain level legal protection both the company as a whole and each employee individually.

However, ethical codes have a number of disadvantages:

They require a significant investment of time and money.

They require high qualifications of those who compile them.

By their existence, codes imply the need to impose penalties for violators.

At the same time, everything that is not mentioned in the code can be assessed as acceptable actions.

Ethical codes do not guarantee managers either control over external (in relation to corporations) influences on business ethics, or ways to solve global ethical problems.

The disadvantages of ethical codes listed above do not detract from their importance. Especially great benefit they bring in corporations where managers are aware that unethical practices will not be tolerated.

1

This article examines the dependence of staff motivation on ethical behavior head of the organization. The necessity of motivation for managing an organization and the direct dependence on motivation for the productivity and success of the organization are substantiated. Analyzed classical theories and approaches to staff motivation, the features of interpersonal relationships in the team, the formation of staff motivation and the dependence of motivation on the individual psychological characteristics of employees are identified. The main stages of team formation are considered from the point of view of the development of interpersonal relationships and the advisability of using a certain leadership style at a certain stage. The concepts of “leader” and “authority” are analyzed. The dependence of staff motivation on the moral and ethical behavior of the manager was revealed.

motivation theories

motivation system

ethical behavior

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4. Work ethics in the personnel management system/Psychology and business consulting groups. Digital library. [M.], 1992-2014. URL: http:// www.psycho.ru/library/3206 (date accessed 09.09.2014).

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IN Lately There has been an increase in interest in ethics, both in the life of society and in the theory and practice of management. This can be justified by the fact that, at its core, ethics are certain rules for building interpersonal relationships based on the highest moral values. That is, the rules of human behavior, and many researchers consider an organization as a living organism, the basis of which is people. In his Everyday life organization faces ethical issues of different nature And different areas of its activities: from the use of official transport in work time for personal needs, to insulting subordinates. If the management of an enterprise plans to achieve high results in the organization’s activities, then it will not be able to avoid ethical issues.

When it comes to business ethics, we usually use the following concepts:

• Values;
• Rights and obligations;
• Rules;
• Relationships.

Values ​​are the most generalized assessments concerning the main life goals and fundamental principles that have a relatively constant appeal to a person (for example, well-being, health, peace, etc.).

Rights and obligations. A right is a requirement that allows an individual to have a certain space for action (for example, the right to rest, the right to personal integrity, the right to wages, etc.).

Rights are rarely absolute; the totality of individual rights is often limited by the rights of other people. Rights are closely related to responsibilities. Responsibilities are certain obligations that a person or organization undertakes (for example, to pay taxes, obey the law, certain job responsibilities and etc.). For efficient work It is very important that the members of the organization fulfill the obligations that they assume in accordance with the positions they occupy in the organization. On the other hand, the organization also has certain obligations to its employees. These obligations are fixed both in labor legislation and in contracts and labor agreements concluded between the administration and hired workers.

Moral standards are moral requirements developed in a given social group. They cover both those norms of behavior that are followed by the vast majority of people (for example, do not steal, do not kill, take care of your neighbor, etc.) and those that are often violated, but are nevertheless considered mandatory (do not cheat, respect elders, etc.). Moral standards often help to cope with situations in which opposing interests collide.

Each person is connected with other people by a whole complex of relationships. Ethical norms and values ​​permeate all forms of human relationships between managers and subordinates. These relationships are based on the values ​​accepted by people and on certain ethical principles.

Basic components of business ethics

Levels of consideration of business ethics. There are three levels of consideration of the problem of work ethics:

• Social level;
• Organizational level;
• Individual level.

At the public level, ethical standards and principles of interaction between an organization and its social environment (society as a whole, consumers, suppliers) are considered, that is, the social responsibility of business. The public level of consideration presupposes the willingness of the organization’s management to answer a number of questions

• Should there be restrictions on advertising and methods of promoting products?
• Who is responsible for the release of low-quality products that can harm the health of consumers?
• What moral rules are guided by an employee of an organization who makes decisions that could harm the environment?
• Does the concept of “fair competition” make sense?
• How should firms deal with third parties (eg environmental organizations, tax police)?

In actions designed to answer these questions, the social responsibility of business is actually realized. Wherein important points is the image that an organization acquires in the eyes of the social community in which its activities take place. The organizational level considers the ethical standards and rules of interaction between the organization and its employees, which manifest themselves in the following forms:

The obligations of the administration towards the personnel working in the organization, those values ​​and priorities that serve as the main guidelines;

Commitments and values ​​that determine the attitude of personnel towards the organization and management.

The individual level is a wide range of issues affecting the moral aspects of the work of specific performers and their relationships with other workers in the process professional activity, their values ​​and attitudes that determine their attitude towards work. There is a close relationship between these three levels. At the same time, a special art lies in creating mechanisms and procedures that link the work at each of these levels into a single whole in order to ensure a high level of moral climate in the organization.

The researchers analyzed the results demonstrated by companies with different traditions in business ethics: over 11 years, “highly moral” companies (engaged in charity, developing a corporate culture based on moral principles, paying attention to environmental issues, etc.) companies increased their income by 682 %, and “regular” - 166%. “Highly ethical” firms increased their employee numbers by 282% (their less ethical competitors - by 36%), their stock price increased by 901% (respectively - 71%), and their net income increased by 756% (1%) . Thus, the authors consider it proven that there is a clear connection between morality and business - the more honest and decent the company and its leaders behave, the better results it demonstrates. It should also be noted that the social image of a company is of great importance to investors. Approximately 60% of Americans own stocks and other securities, issued by private companies. Approximately 28% of them make decisions about such investments based on collecting information about the company's image in the eyes of society.

One of the most important aspects of business ethics is the relationship between a company's management and its employees. Research has shown that 26% of employees of American companies consider themselves personally interested in the success of their company. 55% are completely indifferent towards their employers, and 19% do not like their company. The consequences of this are as follows: most businesses lose two-thirds of their time solely due to ineffective staff. In companies where employees are interested in joint success and fully trust their managers, such time losses are minimal. In companies where the moral and psychological climate leaves much to be desired, work inefficiency is maximum.

1. Analysis of approaches to personnel motivation

It so happens that the stereotype of society’s perception of an organization consists of a certain set of characteristics, the basis of which is the idea that the organization is a positive system that, through its activities, benefits society. Be it paying taxes, creating jobs, developing infrastructure, etc. Accordingly, the manager is perceived as a leader who leads and directs this “positive system”. This perception is based primarily on the authority of the leader. Depending on how and to what extent a leader’s management styles are manifested, his relationships with subordinates and his authority are built. Each manager uses certain regulatory mechanisms—means and methods by which he directs and coordinates the behavior of employees. One of the methods of such regulation, in addition to regulations, rules and procedures, is motivation.

The problem of motivation became relevant in the twenties of the 20th century. The founders of the theory of motivation were the famous founders of management theory: A. Maslow, D. McGregor, Fr. Herzberg. Based on their research, concepts, approaches and models of motivation processes that are still used today were developed. The process of motivation is a complex process; there are certain approaches to stimulation: complexity, differentiation, flexibility and efficiency.

Complexity is understood as the totality of the use of material and non-material incentives, the significance of which largely depends on approaches to personnel management at the enterprise, the traditions of the enterprise and management experience.

Differentiation means taking into account individual characteristics personnel, different groups and layers of workers. Individuality should be taken into account not only from the point of view of the fact that different social strata of employees have different needs, but from the point of view of the psychological characteristics of each employee.

Flexibility, as well as efficiency, are approaches that take into account the fact that incentives must change in conjunction with changes in the external and internal environment of the enterprise.

In relation to the organization's personnel, management methods are expressed in ways of directing their activities to solve the problems facing them. Typically, personnel management is carried out within the framework of the following methods:

• economic,
• socio-psychological,
• legal,
• administrative,
• moral and ethical

Economic methods are designed to stimulate the activities of personnel and increase material interest in the efficiency of their work. For these purposes, such methods and means are used as increasing wages depending on its quality and complexity, paying bonuses to employees who conscientiously and with high efficiency perform their official duties, using other incentives, including providing employees with various benefits and advantages .

Socio-psychological methods are ways of influencing the consciousness and behavior of people in order to socialize members of society, forming social solidarity among staff, a creative attitude to work, initiative, and creating a business environment in work collectives. Management practice uses methods of socio-psychological analysis and design of the development of civil service personnel, creating conditions for the individual development of the personality of each employee, combining personal and collective interests with the priority of the interests of the state and its bodies.

Legal methods are based on the regulatory role of the rules of law established for certain types of activities. Legal methods include:

1. imperative (mandatory);
2. dipositive (prescribing what can be done and what cannot be done);
3. advisory (indicating what to do in accordance with the rules of law in a particular managerial or official situation)
4. incentives (approving the activities of employees who are creatively guided by the rules of law).

Legal methods are an important means of developing personnel government agencies legal consciousness, legal responsibility and culture. Of particular importance is the awareness of all employees of the rules of law and their daily guidance in their official activities.

Administrative methods are the establishment of administrative norms for making decisions and orders, monitoring their implementation, working with management personnel (selection, selection, rotation, career management, assessment, etc.), attracting capable workers to hire management decisions, maintaining a high level of organization, order and executive discipline among state and municipal service personnel.

In order to discipline personnel, administrative methods are often translated into coercive measures that in some way infringe on the interests of the individual, requiring him to take actions that do not always meet his personal aspirations.

Moral and ethical methods are ways of morally regulating human actions in all spheres of life, including work, relationships with others, and everyday life. The implementation of moral and ethical methods involves relying on the moral values ​​of members of the organization, their compliance with the concepts of good; moral standards, acquiring the character of an imperative, an obligation, predetermining a person’s behavior in various, including official, circumstances; moral sanctions associated with the approval or condemnation of a person’s actions, depending on whether they coincide or do not coincide with the requirements of morality.

Moral and ethical methods form moral consciousness and moral convictions among personnel, and direct them towards private and conscientious performance of official duty.

Thus, creating a full-fledged stimulating mechanism is quite difficult. In addition to the individuality of employees and the difference in their needs, there is a dependence of motivation on the degree of formation of the team. The process of development and formation of a team occurs in several stages. At the first stage, when employees adapt to the new environment, people essentially take a closer look at each other, and the manager, in turn, studies his new subordinates. At this stage, a special role is given to monitoring the execution of the manager’s orders. In the future, this will contribute to the formation of a sense of responsibility, accuracy and accuracy in performing the tasks assigned to the employee. It should be noted that at the stage of team formation, ethical requirements are presented only by the manager and the mechanisms of material motivation work best.

At the second stage of team formation, the process of forming microgroups takes place, the basis of which is the personal characteristics of employees. These microgroups may have different attitudes towards the leader and the processes taking place in the organization. The second stage is also characterized by the fact that proactive and conscientious employees are identified from whom an asset is created. At the second stage, passive but conscientious employees are identified, as well as employees who have a negative attitude towards the manager. The manager’s task at this stage is to stimulate conscientious workers and at the same time strictly control violations of discipline. One of the tools for such actions is the asset of proactive employees identified at this stage.

The third stage of team development can be called the highest; at this stage, team members begin to make demands, including ethical ones, on themselves and on their colleagues. At this stage, the mechanism of self-regulation of the team is launched. At this stage, it is recommended to use a democratic leadership style. At the third stage, the leader quietly regulates the social and ethical life of the team, thereby determining the paths of its development.

An important mechanism of motivation is such a responsibility of a leader as goal setting. The subordinate, knowing about the goals of the organization, the meaning of its existence and mission, identifies himself with these goals, feels the importance and necessity of his work to achieve the general goals of the organization.

2. Leader Ethics

Regardless of the degree of development of the team, the leader must personify ideal leadership qualities. Leadership skills- is a set of formal and informal characteristics of a person. Thus, formal qualities include: professionalism, organizational skills, innovations in the production process. Informal qualities include: the ability to work with people, the personal influence of the leader on the team. But these qualities are not enough for a leader to become a personal example for his subordinates. It is also necessary that subordinates see him as a person of high culture, possessing knowledge not only in the areas of management and production, but also in the field of ethics of business communication.

A leader must have certain psychological knowledge, usually including interpersonal skills. The leader must understand that different people They can react completely differently to the same influences, for example, to orders, requests, instructions. This happens because the way of influencing employees does not correspond to their characteristics: personal characteristics and motivation. Accordingly, subordinates choose means of protection from such influence, which, in their opinion, protect them from attacks on their own self-respect and dignity. Accordingly, the manager must know that in management activities there is a dependence of employee perceptions external influences on their personal socio-psychological characteristics, abilities and motivation. The leader must also remember that any person is part of society and is, therefore, part of a system of public relations, thus being part and reflection of it. That is, not a single assessment by the manager of the employee’s activities, his personal qualities and professionalism cannot be reliable and final, since the employee is in constant development. At any given time, an employee is on different levels emotional, intellectual and motivational state and development. It follows that no assessment by the manager of the performance results, professional behavior and personal qualities of employees can be final, since any person is in development, changing the manifestation of his abilities and properties. The finality and stereotyping of a manager's assessments, which ignore the psychological inadequacy of a person's portrayal of a person by a person, as a rule, lead to the emergence of a tense socio-psychological atmosphere.

In addition, the manager should clearly remember that in the process of management activities a pattern of distortion of the meaning of information manifests itself. The language in which management information is transmitted is a natural language, the conceptual composition of which has the capabilities different interpretations the same message. At the same time, people involved in the process of transmitting and processing information may differ in intelligence, physical and emotional state, which affects the understanding of certain messages. Clarity and unambiguity of interpretations, necessary explanations, transmission of instructions without intermediaries, control of the perception of information will help the manager avoid aggravation of relations between participants in the information process.

The culture of professional behavior of a manager is determined general level his intellect, breadth of erudition, breadth of interests, general level of education and upbringing. Universal human norms and rules of conduct, the universal foundations of ethics and morality operate and find their manifestation in both the industrial and everyday spheres of life. However, the professional behavior of a manager requires him to have certain specific knowledge and skills, which in many cases make it possible to prevent the occurrence of conflict or stressful situation in relationships with subordinates or employees.

Ethics in business relations presupposes that a manager has the following tools:

Knowledge of methods for preventing, preventing and eliminating conflicts, as well as having the skills to use these methods in practice.

Ability to conduct a business conversation correctly. Fulfillment by the manager of the main requirements when conducting business conversation with employees - creating a friendly, trusting environment, the ability to correctly and interestedly listen to the interlocutor - this is a direct path to his participation in resolving situations leading to a deterioration in the socio-psychological situation.

A manager must have the skills to conduct a critical analysis of the activities of subordinates and employees. Criticizing employees is an objective necessity in the work of any manager. But at the same time, he must show a personal example of a correct, constructive attitude to the situation, and not allow personal status and feelings to be infringed upon. self-esteem criticized employee.

A manager is required to be able to combine business activity with good rest, seek pleasure in work, rejoice in successes and be upset about failures together with subordinates, relieve psychophysical stress, and break the chain of stressful conditions with positive emotions. This raises people's business spirit, increases their energy, improves vitality and, ultimately, helps overcome tension in relationships.

Conclusion

The formation of staff motivation is a constant process, expressed in the development of self-government, improvement of the moral and psychological climate, the activities of public organizations, and ethical standards of behavior. These processes must take into account the individuality of subordinates. The following characteristics of the composition of subordinates should be taken into account: gender and age composition, level of education and qualifications, as well as knowledge, experience and temperament. All this will contribute to the awareness of a healthy moral and psychological climate, the identification of leaders and the formation of the authority of the leader. It is obvious that a good leader serves as an example of highly professional behavior for employees; a bad leader, on the contrary, is clear evidence of how not to lead. It is equally undeniable that a leader participates in managing the socio-psychological climate not only through his professional actions, but also through his words, his entire appearance, authority, culture of behavior, and personal charisma. Thus, the norms and principles of leader behavior are based on the basic rules of ethics of business communication.

Reviewers:

Burykhin B.S., Doctor of Economics, Professor of the Department of System Management and Entrepreneurship, Federal State Budgetary Educational Institution of Higher Professional Education, Scientific Research Tomsk State University, Tomsk;

Tsytlenok V.S., Doctor of Economics, Professor of the Department of World Economy and Taxation of the Federal State Budgetary Educational Institution of Higher Professional Education, Scientific Research Tomsk State University, Tomsk.

Bibliographic link

Fedenkova A.S. MANAGER ETHICS AS A MECHANISM OF INFLUENCE ON STAFF MOTIVATION IN AN ORGANIZATION // Contemporary issues science and education. – 2015. – No. 1-1.;
URL: http://science-education.ru/ru/article/view?id=19399 (date of access: 07/25/2019). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"

Business communication

Any professional communication must proceed in accordance with professional ethical norms and standards, the mastery of which depends on a number of factors. They can be combined into two groups:

First group- a complex of ethical ideas, norms, assessments that a person possesses from birth, an idea of ​​​​what is good and what is evil - i.e. his own code of ethics, with which a person lives and works, no matter what position he holds, no matter what work he performs;

Second group– norms and standards introduced from the outside: internal rules of the organization, code of ethics of the company, oral instructions from management, professional code of ethics.

It’s good if your own ideas about what is ethical and what is unethical coincide with professional ethical standards introduced from outside, because if such a coincidence is absent (in whole or in part), then problems of greater or lesser degree of difficulty may arise in understanding, mastering and practical application ethical rules that are not included in the complex of personal moral ideas.

The ethics of business communication is a professional ethics that regulates the system of relations between people in the field of business and in the field of any business communication, and it is characterized by all the principles of management ethics in general (see section 1.5.1.). These principles serve as the basis for each employee of any company to develop their own personal ethical system.

Personal ethical standards must be based on the ethical principles inherent in a given level of social development.

In order for ethical principles, norms, rules, and standards to become realities of business life, they must be included in the decision-making process at all levels of management, as well as in the work practices of all employees, that is, be part of real personnel policies.

In the global economy, there are seven main mechanisms through which ethical standards can be incorporated into business practices. These include:

1) Codes of ethics;

2) Ethics Committees;

3) Ethical trainings;

4) Social audits;

5) Legal committees;

6) Services that consider citizens’ complaints on ethical issues;

7) Changes in corporate structure.

The most commonly used mechanism is code of ethics. About 90% of foreign companies have implemented ethical principles through such codes, which are developed for the company as a whole and contain ethical rules common to all. The code may also be created for specific functional units, such as the purchasing department, and address only ethical issues specific to that department. The code of ethics, as a rule, is developed by a specially created body, committee, commission, etc.

To make a code effective, certain disciplinary measures are usually taken to punish violators and reward acts committed in accordance with the rules of the code of ethics.

Ethics Committee corporation has a certain set of functions:

– raising ethical issues for discussion by the board or top managers;

– bringing the basic requirements of the code of ethics to the attention of all managers and ordinary employees and developing measures that support it;

– analysis and revision of the code based on annual internal corporate reports and depending on changes in the external and internal environment of the organization, the system of spiritual values, as well as public opinion;

– preparing reports on the committee’s activities for the board of directors;

– providing top management with advice from specialists on ethical issues.

Managerial ethics training is another opportunity to introduce ethical principles into the activities of corporations. These are sets of ethical standards, unique ethical modules that are included in the general training program for low- and middle-level managers.

Thus, if the ethics committee serves highest level corporate management, helping to find non-trivial individual solutions to ethical problems, ethical training provides both middle and lower management with a set of ready-made solutions that fit within the framework of ethical requirements. The training promotes the practical implementation of ethical principles in the corporate decision-making structure.

Social audit, like other forms of introducing ethical requirements into corporate practice, has a relatively short history - about three to four decades. Social audit is an attempt to evaluate social behavior corporations in the public environment. The adoption of the charter gives it certain rights and even privileges. For this, society demands from the corporation certain behavior, which does not violate the general ethical background and certain actions that contribute to the development and prosperity of society.

A social audit is designed to verify and provide information on the extent to which a corporation's actions meet society's expectations. It can be used in a corporation for internal control over the degree of ethical actions of the management corps, over the implementation of the ethical code, for rational use resources, for reporting to shareholders, etc. However, social audit has not received much development and is mainly used only on a corporate scale. Apparently, the point is the difficulty and high cost of carrying out audits on a scale not only of the entire country, but of at least one industry. Of those companies that conduct social audits internally, only a few make the audit results available to the public or shareholders. Basically, social audit now comes down to determining how much the activities of a given corporation comply with government health standards; safety or pollution control environment.

Legal Committee monitors the corporation's compliance with all laws and regulations in all areas of activity; Part of the work of such a committee concerns monitoring the compliance of the corporation’s actions with laws and regulations of an ethical nature: environmental protection, human rights protection, etc.

Only a few companies have special services for resolving ethical complaints. Typically, employees of such services consider complaints and claims on ethical issues received both from outside and from those working in this corporation.

According to data characterizing world economy, only a small number of corporations undertake internal structural changes in order to adapt to ethical requirements.

Government regulations in many countries have forced corporations to respond more flexibly to changing public values, spend money on pollution control, ensure equal opportunities to work national minorities, women. Ethical codes developed on the basis of these regulations have repeatedly helped corporate managers find a way out of difficult ethical situations, as well as create an ethical corporate culture.

Since codes of ethics are more common than other tools for introducing ethics into corporate life, let's take a closer look at them

Many large corporations, trying to maintain their image in the eyes of the general public and find a line of their behavior, are developing ethical codes. The presence of such codes is further confirmation of the existence of an important and unsolved problem creating an overall ethical business climate that condemns immoral behavior in the workplace.

Most of the ethical codes of companies were developed and implemented in the 70s of the last century. They range in length from Exxon Corporation's one-page Statement of Business Conduct to Citicorp's 60-plus page Code of Ethics. These codes are varied in content, which illustrates the existence of significant disagreements among representatives of top management regarding the subject of the code of ethics.

A characteristic feature of modern codes of ethics is that sections containing recommendations for eliminating ethical problems arising from conflicts of interest are developed in more detail and carefully than other sections. In this case, the emphasis is on the clash of interests of the corporation with government agencies, with employees or shareholders of the corporation, with the governments of foreign countries.

Most codes are based on internal corporate control over compliance. Public (external - from public organizations and the state) control over compliance with the code requires the creation of an appropriate state structure, quite expensive, which is burdensome for the budget of any country,

In addition, the idea of ​​organizing external control is not supported by all governments, as well as management theorists and practitioners.

We can point out a number of advantages that the creation of a code of ethics gives to the corporation as a whole and its employees:

1) Codes are more reasonable, collected “guides” to correct behavior than the advice and recommendations of individuals. Ethical codes invite managers to focus their attention on the basic, paramount and suggest the most logical decisions.

2) The very existence of a corporation's code of ethics as a collective ethical standard helps corporate managers understand the ethics of their business decisions. The written form gives codes even greater significance.

3) The Code provides a general guideline in situations where it is difficult to clearly determine what is ethical and what is unethical in the actions of corporate management, i.e. when universal and professional ethics come into conflict.

4) Codes of ethics can help control the power of those managers who sometimes ask, even order, their subordinates to commit not only unethical, but even illegal acts. Codes can provide a certain level of legal protection for both the company as a whole and each employee individually.

Ethical codes have a number of disadvantages:

1) Creating a code requires a significant investment of time and money, as well as high qualifications of those who compile it;

2) Sometimes the recommendations of the code are too vague, and with its help it is difficult to solve a specific ethical problem. At the same time, the code assumes the need to impose penalties for violators, and everything that it does not say can be assessed as acceptable actions;

3) Ethical codes do not guarantee managers any control over external

(in relation to corporations) influences on business ethics, nor ways to solve global ethical problems.

An analysis of codes of ethics (based on publications of American companies) shows that they focus on the following issues: relations with the government, relations with customers, conflicts of interest, honesty in reporting. Central to most of all the analyzed codes are the personal qualities of managers, the safety and quality of manufactured products and goods sold, environmental protection, and civic actions.

Some managers and company owners rightly believe that attempts to ethically correct the official behavior of a person who has sufficient life experience, as well as work experience at a given company (or any other), are not always successful. The manner in which a mature person has developed to act and make decisions, if it runs counter to ethical standards, is difficult to break and rebuild. It is difficult to retrain an adult who has experience behind him, with his own formed system of values ​​and views, and companies take this into account in their personnel policy. More productive, in the opinion of managers of many companies and their owners, is the way of hiring graduates educational institutions, where there was an extensive and extensive program for teaching the basics of ethics. In this case, ethical standards are laid down in the consciousness (and subconscious) of the future employee as part of a worldview complex and, one might even say, as immutable axioms that cannot be challenged. Then the cumbersome and expensive system of developing company codes and training employees in ethical standards and monitoring compliance with ethical requirements turns out to be largely unnecessary. Therefore, large and rich companies that have their own business schools, business schools, introduce business ethics training programs into them. Sometimes this is a set of ethical principles that represent ethical standards in theory, sometimes it is specific examples and situations, the study and analysis of which allows students to formulate theoretical postulates that define the ethical boundaries of actions and behavior in their future business practice.

1.7.3. Criticism and her ethical aspects

In business practice, quite often you have to face criticism - either criticize yourself, or be the object of criticism from colleagues.

A manager of any rank should know the rules of criticism and ethical requirements for it, because from time to time he has to make critical remarks about his subordinates, evaluating their work, actions and official behavior. Ordinary employees (most often these are specialists in their field, highly qualified professionals) find themselves in similar situations, when in order to better perform their functions they are forced to make a critical analysis of the quality of work of other employees.

Unfortunately, the position of both the critic and the criticized has many aspects that can lead to complications in relationships and even conflicts. Criticism can damage the psychological climate in the team and reduce the level of ethics if critical remarks are expressed incorrectly. Criticism is always perceived painfully, even if it is completely fair, therefore, it may not achieve the desired goal - changing the official behavior of the person being criticized or increasing the level of quality of his work.

In order, if possible, to remove these complications in the process of expressing critical comments, both the critic and the criticized should adhere to certain rules, mainly related to the ethical side of the process.

1) Decide whether there are organizational, legal, status grounds for criticism. Determine for yourself whether you know the essence of the matter well enough? Are you a professional (or at least a knowledgeable specialist) in this field? Does your department have a direct relationship with the area of ​​work whose employee you are going to criticize? Do you have sufficiently complete and reliable information about the object of criticism? Only after asking yourself all these questions and having reasons to answer them in the affirmative, decide to make critical comments.

2) If you have grounds for criticism. However, the turn for public criticism has not yet come: talk without witnesses, especially if you are a leader, manager, with the employee who, in your opinion, deserves criticism. If it is criticized for the first time, i.e. mistakes made in his activities or official behavior have not been made before, then the first conversation of a critical nature takes place one on one. Moreover, the manager (and ordinary colleague) must warn the person being criticized that if such mistakes are repeated, the scope of criticism will be expanded, i.e. misconduct will be brought to the attention of the entire team or senior management. As a rule, such a warning (not to say a threat) results in the correction of mistakes, changes in official behavior, etc., since no one wants all surrounding employees or the entire team.

3) Criticism should always begin with praise, that is, the first words of the critic should be something like this: “How could you, given your competence (options: conscientiousness, professionalism, discipline, etc.) allow such rude (unforgivable, egregious) etc.) mistakes!” Then you can give the employee a complete scolding, which, nevertheless, will be accepted by him without loss of self-confidence, since at the very beginning of the conversation the critic showed a high appreciation of the past work of the person being criticized. The person being criticized retains respect for himself, seeing that his past merits were assessed correctly, and on this basis he will react more calmly and without offense to criticism, considering it also fair. As a result, criticism does not “knock you out of the saddle”; the person retains his ability to work and the desire to correct mistakes in order to hear words of approval again.

4) You should criticize the work (behavior, actions), not the person. You can say: “Your work was done very poorly, your attitude towards official duties is outrageous and unacceptable,” etc., but you cannot say: “You bad person and a bad employee!”

5) When criticizing, you should monitor your intonation and rate of speech; You cannot scream, and overly emotional statements are unacceptable. An even, calm tone, reference to facts, and possession of information on this issue are necessary qualities for critical statements, and this should be an ethical norm.

6) You should not make hasty decisions, you should give the person being criticized the opportunity to speak out - after all, there is a possibility that he has information that allows him to justify his actions or, at least, see them in a slightly different light

7) In order for criticism not to be a “reprimand”, so that it awakens in the employee who is being criticized the desire to correct his mistakes and the confidence that this is possible, it makes sense for the critic to say that everyone makes mistakes, that there is nothing special about it - It’s bad when a person doesn’t want to work better. It is useful for the one who criticizes to remember his own mistakes and refer in conversation to his experience in correcting them. This will endear the criticized employee to the critic, allow the criticized person to avoid great self-doubt, and awaken in him the desire to overcome obstacles and achieve positive result despite the mistakes made.

8) A manager (or ordinary employee) who decides to make a critical remark about someone should not limit himself to criticism. Since he is dissatisfied with someone's work or official behavior, it is logical to assume that he (due to experience, greater competence or professionalism) knows how to get out of a difficult situation, how to correct the matter. You should not dwell only on criticism; it is advisable to suggest a solution to the person being criticized. difficult questions, for example, in the following expressions: “If I were you, I would act as follows...” or “Based on my own experience in dealing with similar errors, I can advise you...” However, such recommendations should not be of the nature of lordly, condescending advice.

9) The last phrase of the critic, like the first, should contain a thought that instills in the criticized person faith in his own strength, in the ability to cope with mistakes and shortcomings, for example: “I am sure that you understood everything and such a conversation will not be needed in the future.” ; “I have known you for quite a long time as a conscientious and experienced employee and I am confident that you will cope with the shortcomings and mistakes in your work.”

Each of us in our business life is both a subject and an object of criticism.

1) To reduce the “pain threshold” of criticism, the person being criticized should remember that criticism is a sign that you are taken seriously. They notice you, because they are dissatisfied with you, because they expected more from you. In other words, the assessment of your professional abilities and competence was (was!) quite high. You disappointed expectations, but they thought well of you! In this situation, logic requires that you be able to make you think good about yourself again. Don’t be too upset – if you were able to do it in the past, you can do it now!

2) Try to take a fair look at yourself, at your work, at your official behavior and actions? Is this the ultimate dream? Can't you do better? You definitely can! And say thank you to fate, which through criticism wants to “improve” you, “improve” you as a professional, specialist, etc.!

3) Start your answer to practical comments with words! “I completely agree with the criticism; without a doubt, I could have done a better job (faster, more error-free, etc.).” “I thank you for the high assessment of my capabilities” - you can end your response to criticism with this phrase. The employees nearby, listening to these words, get the impression that everything is fine: after all, the person being criticized does not snap back, does not become embittered, he agrees with the criticism; in addition, the words “I could do this job better”, “high assessment of my capabilities” remain in the minds of those present. If this is a department meeting or a general meeting, then not everyone and does not always carefully follow the course of the discussion and listen intently to every word spoken. For example, a critical remark could easily “fly past the ears” of someone present, but the words “high assessment of my potential” and “do better” were heard and retained in consciousness and memory. Therefore, some participants will get the impression that someone was not scolded or criticized, but praised, otherwise why would he thank him for the high assessment of his capabilities?! “Let me express my deep gratitude to those who commented on my work, thereby demonstrating confidence in me as a person capable of accepting, correctly understanding, evaluating and intelligently taking into account the wishes expressed. There is no doubt that I can work better, especially in such a qualified team consisting of Professionals with a capital “P!” Here, the expressions “criticism” or “critical remark” are replaced by “expressed wishes” and the entire text is structured in such a way that one of those present, who was happily reading the magazine (unnoticed) during the entire meeting, later asked: “I don’t understand why you were you praising someone or were you praising someone?”

4) Speaking about criticism, you should remember - if the one who makes a critical remark in the presence of other employees has at least once done it without witnesses. then he really cares about getting the job done as best as possible. If criticism sounds like thunder to the person being criticized clear skies This means that the critic is of little concern about the quality of the work itself; it is more important for him to “show off” in front of his colleagues and management in the role of an “indignant accuser.” Thus, the one whose work is the object of criticism, and all those present, have a chance to understand for themselves the true attitude of the critic to the quality of the work that he criticizes,

So: the form in which critical remarks are expressed must be correct, and the criticism itself must be fair.

Gratitude for work, praise, in contrast to the first reproach, should be expressed publicly, in front of other employees or managers. This produces a positive psychological effect not only on the person being praised (he is pleased that others know about his achievements), but also on the colleagues around him, as it makes them want to also earn praise and gratitude. The most painful impression on colleagues and others present is always made by violation of ethical rules and norms, both on the part of the critic and on the part of the criticized. This is anger, the desire to “finally settle scores,” a shift in emphasis, distortion of facts, outright lies, ignoring (non-mentioning) individual facts. All this, although not considered a lie, can, however, prevent you from drawing the right conclusions.

Honesty, sincerity, accurate adherence to facts, reliable, complete information, politeness, goodwill, the desire to contribute to the improvement of business, to the achievement of common goals with comments, as well as answers to them - these are the ethical properties of the criticism process that can be wished for the implementation of any team and any employee.

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