Ethical mechanisms. Mechanisms for introducing ethical principles and standards into practice

This article examines the dependence of staff motivation on the ethical behavior of the 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. Classic theories and approaches to personnel motivation are analyzed, features of interpersonal relationships in the team, the formation of personnel 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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Recently, 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 its daily life, an organization faces ethical problems of a different nature and in different areas of its activities: from using official transport during working hours 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, the following concepts are usually used:

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

Values ​​are the most generalized assessments relating to 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 responsibilities. 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 some obligations that a person or organization undertakes (for example, to pay taxes, obey the law, certain job responsibilities, etc.). For effective work, it is very important that 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. At the same time, an important point is the image that the 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 that affect the moral aspects of the work of specific performers and their relationships with other workers in the process of 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 the individual characteristics of 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 legal awareness, legal responsibility and culture among government personnel. 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, recruitment, rotation, career management, evaluation, etc.), attracting capable workers to make management decisions, maintaining state and municipal service with a high level of organization, order and executive discipline.

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 the organization’s members, their compliance with the concepts of good; moral norms that acquire 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 qualities are a combination 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 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 employees’ perception of external influences on their personal socio-psychological characteristics, abilities and motivation. Also, the leader must remember that any person is part of society and is therefore part of a system of social relations, thus being part and reflection of it. That is, not a single assessment by a manager of an employee’s activities, his personal qualities and professionalism can be reliable and final, since the employee is in constant development. An employee at any given time is at different levels of 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 potential for different interpretations of 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 leader is determined by his general level of intelligence, breadth of erudition, breadth of interests, general level of education and upbringing. Universal human norms and rules of behavior, 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 emergence of a 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. The manager's fulfillment of the main requirements when conducting a business conversation with employees - creating a friendly, trusting environment, the ability to correctly and interestedly listen to the interlocutor - 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 the personal status and self-esteem of the criticized employee to be infringed.

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 one, 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, FSBEI HPE Scientific Research Tomsk State University, Tomsk.

Bibliographic link

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.

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

1) codes of ethics;

2) ethics committees;

3) training;

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 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.

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 - a committee, commission, etc.

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

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;

Development of measures to support the code;

Analysis and revision of the code based on annual internal corporate reports and depending on changes in the external environment of the organization, especially the system of spiritual values ​​and public opinion;

Preparation of reports on the activities of the committee for the board of directors;

Providing senior management with expert advice on ethical issues.

Managerial ethics training is another opportunity to introduce ethical principles into corporate activities. 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 the highest level of management of a corporation, helping to find non-trivial individual solutions to ethical problems, ethical training provides both middle and lower levels of 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 two to three decades. Social audit is an attempt to evaluate the social behavior of a corporation 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 that 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, compliance with the code of ethics, rational use of resources, for reporting to shareholders, etc. However, social audit, despite its value for business development, management and the public good in general, 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 auditing now comes down to determining how well a corporation's activities comply with government health, safety, or pollution control regulations.

The Legal Committee is responsible for monitoring 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.

Few businesses have dedicated ethical claims resolution services. Typically, employees of such services consider complaints and claims on ethical issues received both from outside and from those working in this corporation.

Given the global economy, only a small number of corporations are making internal structural changes to accommodate ethical demands.

So, is it possible, through certain management mechanisms and levers, to make corporate behavior ethical?

Yes, you can.

Government regulations in many countries have forced corporations to respond more flexibly to changing social values, spend money on pollution control, provide equal employment opportunities for minorities and women, and so on. 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 a corporate culture.

There is no doubt that a corporation can be induced to comply with ethical principles both through internal control mechanisms (self-regulation) and through external restrictions.

However, no corporation can become a completely self-regulating system. Too many subjective and institutional barriers stand in the way of the emergence of such a system. Therefore, a system of self-regulation is unlikely to replace state regulation in the near future.

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 existence of such codes is further evidence of the important and unresolved problem of creating an ethical business climate in general that condemns immoral behavior in the workplace.

Most of the ethical codes of companies were developed and implemented in the 70s. They range in length from Exxon Corporation's one-page Statement of Business Ethics to CTC's 60-plus page Code of Ethics.

These codes are varied in content, which illustrates the existence of significant disagreements among representatives of senior management regarding the subject of the ethical code. 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.

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 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) - on the part of 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.

In addition, the idea of ​​organizing external control is not supported by all governments, as well as management theorists and practitioners. It is believed that there are too many obstacles to the implementation of such an idea. Such obstacles include the difficulty in identifying the person in the corporation who has the authority and power to use coercion, the difficulty (or even impossibility) of obtaining information about possible ethical violations, the problem of developing a unified system for motivating employees to comply with the code of ethics, and many other difficulties.

Obviously, 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.

You can point out the many benefits 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. 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.

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. And 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 the corporation’s management, i.e. when universal ethics 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.

However, ethical codes have a number of disadvantages:

A.They require a significant investment of time and money.

B. They require high qualifications of those who compose them.

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

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

E. 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. They are especially beneficial in corporations where managers are aware that unethical practices are unacceptable.

An analysis of the codes of ethics (based on publications) of American companies shows that they focus on the following issues:

Relations with the government,

Relationships with customers,

Conflict of interest,

Honesty in reporting.

The following questions are central to most of all the codes analyzed:

Personal qualities of managers;

Safety of manufactured products and goods sold;

Environmental protection;

The quality of manufactured products and goods sold;

Civil actions.

Research and polls by the American sociological service News-CNN have shown that a significant portion of Americans are confident that unethical and dishonest behavior in office is widespread.

In the global economy, many companies are now creating departments or hiring individual employees to develop codes of ethics.

At the same time, measures are being taken to familiarize managers with the provisions of these codes; A system of incentives for managers is also being created, provided that they take into account ethical issues when making decisions and that their official behavior complies with the ethical standards recorded in the codes.

When monitoring the official actions of employees, companies use lie detector tests, drug tests, etc.

Much effort is put into developing tests used when hiring new managers and employees.

However, 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 policies.

More productive, in the opinion of managers of many companies and their owners, is the way of hiring graduates of educational institutions where there was an extensive and extensive program of training in 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 in them such programs for training students as programs in management ethics, business ethics, business ethics, and speech ethics. 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.

In practice, a point of view has developed on how an organization should behave in order to be considered socially responsible. An organization is socially responsible when it makes a profit without violating laws and government regulations. From this position, the organization pursues economic goals. At the same time, the organization is obliged to set social goals: take into account the human and social aspects of the impact of its business activities on employees and consumers, and also make a certain positive contribution to solving social problems of society.

The public expects from modern organizations not only to demonstrate high economic results, but also significant achievements in terms of the social goals of society.

Consequently, on the one hand, an organization is an economic system that is obliged to take care of the efficient use of its resources. In doing so, the organization fulfills the economic function of producing products or providing services needed by society, while providing jobs to citizens and maximum profits and rewards to shareholders.

On the other hand, an organization is more than an economic system. A modern organization is a complex part of its environment, which includes many components on which the very existence of the organization depends. These include customers, suppliers, the media, unions or associations, as well as employees and shareholders. This multi-layered social environment can greatly influence the achievement of the organization's goals, so the latter must balance purely economic goals with the economic and social interests of these components of the environment.

Organizations are responsible to the society in which they operate, so they must direct part of their resources and efforts to social needs, sacrifice for the good and improvement of society. Moreover, society has already developed certain ideas about how an organization should behave in order to be considered respectable. Organizations must act responsibly in areas such as environmental protection, health and safety, civil rights, consumer protection, etc.

There is a difference between legal and social responsibility. Legal responsibility refers to adherence to specific laws and government regulations that define what an organization can and cannot do. There are hundreds and thousands of laws and regulations on every issue: for example, how to protect the environment, how to recruit, what are the minimum product safety requirements, etc. An organization that is subject to all these laws and regulations is behaving in a legally responsible manner. , however, it cannot be considered socially responsible if it does not fulfill the corresponding obligations to society.

Society and people are not at all indifferent by what means and by what rules the goals of the organization are achieved. Therefore, the question of ethical relations within an organization and relations with other organizations is becoming increasingly pressing.

Ethical questions also arise when considering the role of an organization in society. At different stages of development of society, the role of organizations is assessed differently. During the transition period that our country is going through, organizations are called upon to solve the following problems: adapt, survive; generate profits for shareholders; preserve jobs and qualified personnel; become competitive. With the advent of more favorable times, the functions of the organization expand. Market relations specialists also name such tasks as charity, social responsibility, etc. Social responsibility is considered as a voluntary response of an organization to the social problems of its employees, residents of its city, region, country, world.

Ethical rules are enshrined in legislation. In fact, all legal norms are a reflection of ethical views, the bearer of which was the legislator at the time the laws were adopted.

Thus, in various laws, including civil law, there are norms that have a clearly defined ethical orientation. This is, for example, Art. 10 of the Civil Code of the Russian Federation, establishing the limits of the exercise of civil rights. In accordance with it, the limits of the freedom of citizens are established: activity solely with the intention of causing harm to another person is prohibited, as well as abuse of rights in other forms. In addition, the use of civil rights to restrict competition, as well as the abuse of a dominant position in the market, is not allowed.

In labor legislation, the ethical function is less expressed than in civil legislation; this is its disadvantage: after all, labor relations presuppose a closer connection between people than civil ones. There are no norms in the Labor Code of the Russian Federation that would carry a direct ethical burden, although at the present time, when market relations are being formed in our country, they are especially necessary in order to humanize labor relations.

For example, Art. 152 of the Civil Code of the Russian Federation on the protection of honor, dignity and business reputation of citizens gives a citizen the right to demand in court a refutation of information discrediting his honor and dignity, unless the person who disseminated such information proves that it is true.

The Civil Code of the Russian Federation will give a citizen the right to protect not only honor and dignity, but also business reputation. This right can be exercised at the request of interested parties and after the death of the person whose business reputation has been discredited.

The protection and protection of the honor and dignity of a citizen must certainly be carried out by the norms of labor law, reflecting one of the trends in its development - the humanization of labor relations as the most important task of the state in conditions of market relations. The Labor Code of the Russian Federation does not affect the ethical relations between the employer and the employee, although they are often violated by the employer in labor relations.

According to their ethical and economic content, labor relations can be of three types: cooperation, competition, exploitation. Moreover, they can be present in a relationship at the same time, but with dominance of one of them.

Of course, labor legislation should hinder the desire of a number of employers to achieve their goals, while causing moral and material damage to their employees, which is a consequence of the perception of employee evaluation only as a means to achieve their goals and disregard for the equality of rights of members of society. At the same time, these relationships can have both the character of destructive hostility, an attack on the dignity of people, and the character of constructive competition.

Labor relations can be most effective provided that the employer-employee relationship is considered by the state as a bond of two parties of equal dignity while recognizing the disciplinary power of the employer. If this is a master-servant relationship, then it will be minimally effective and maximally immoral.

In labor relations, the interests of not only employers and employees, but also the interests of the state and society are intertwined. Labor legislation should include the following objectives: increasing labor productivity; fair pay and income distribution, including equal pay for equal work; protection and protection of a person’s honor, dignity and business reputation; ensuring employment for everyone who is willing and able to work; humanization of labor relations; improving the standard of living of workers.

Let us return to consideration of the problems of social responsibility of the organization.

In our country, significant material resources were and are now mainly concentrated in organizations rather than in individuals. Traditionally, they were used to solve socio-economic problems of a region, a city, and, above all, cities specially created for those working in one large organization. These traditions, in our opinion, can continue in the new economic conditions.

Society as a collection of individuals and people united in an organization presupposes the presence of social functions and responsibilities for both the organization and the people. At the same time, in modern conditions, the social expectations of different social groups regarding organizations and entrepreneurs are constantly changing.

A socially responsible strategy for an organization can be extremely beneficial to it. Traditionally, the following benefits are received by organizations that adhere to a policy of social responsibility:

• a more attractive image of the organization in society is formed;
• trust in the organization increases;
• turnover, number of clients, etc. increase due to improved attitude towards the organization;
• there is an opportunity to get more profitable orders;
• thanks to its increased authority, the organization can pursue a more active, effective policy in society, expanding its activities, in particular its sales markets;
• there is an opportunity to achieve a reduction in local taxes, etc.

The prerequisites for such a policy are objective conditions, which first of all include the availability of resources in the organization - material, financial, human.

At the same time, the disadvantages of such a policy for the organization are traditionally called:

• production costs increase;
• the operation of the law of profit maximization is limited;
• To maintain its income, an organization often raises prices in order to cover costs (funds intended for the implementation of social programs). Consequently, the organization's competitive position is deteriorating;
• investing in the social sector is often ineffective;
• low level of qualifications of the organization’s personnel in the field of resolving social problems, etc.

These shortcomings are overcome through known means - achieving a balance between social policy and costs. Such a balance, drawn up in favor of the organization, is equally beneficial to society.

The most important principles of an effective social responsibility policy that can serve as guidelines for an organization are:

• the organization’s assistance should first of all be aimed at the person;
• assistance should be aimed at meeting basic physiological needs for food, shelter, rest, clean water, safety, etc.

For example, you can invest in:

• providing residents with environmentally friendly water;
• creation of additional jobs;
• construction of housing for the homeless;
• free food for the poor, providing them with clothing;
• improvement of neighborhoods;
• assistance to large families;
• construction and arrangement of recreation areas;
• environmental improvement;
• improving the nutrition of schoolchildren and preschoolers; construction of schools and kindergartens;
• construction of libraries and other cultural institutions; assistance to museums, etc.

To function successfully, an organization must be able to respond to problems arising in the social environment in order to make this environment more favorable for itself. Expenditures on social responsibility are justified by the factor of improvement of various segments of society, as well as by improving public attitudes towards the organization. This should lead to increased consumer loyalty to product manufacturers. An organization must analyze its own actions and the environment around them and select those social responsibility programs that will help that environment the most.

There is no doubt that profit is important to the survival of an organization. For any organization, survival comes first and only then - the problems of society.

Causes of unethical business practices include:

competitive struggle, pushing aside ethical considerations;

lack of a system of rewarding managers for ethical behavior;

a general decline in the importance of ethics in society, which justifies unethical behavior in the workplace.

Organizations take various measures to improve the ethical behavior of managers and ordinary employees. These measures include the development of ethical standards, the creation of ethics committees, and training in ethical behavior.

Ethical standards consist of a system of shared values ​​and ethical rules that, in the opinion of the organization, all employees should adhere to. They are developed to describe the goals of the organization, create a sound ethical atmosphere and provide ethical guidelines in decision-making processes.

Behaviors typically prohibited by ethical standards include bribery, extortion, gifts, paying an accomplice a share of illegally obtained money, conflicts based on conflicts of interest, breaking laws in general, fraud, revealing organizational secrets, using information obtained in a confidential conversation, illegal payments political organizations, illegal behavior for the sake of the interests of the organization.

Some foreign organizations establish standing committees to evaluate daily practices from an ethical perspective. Almost all members of such committees are senior level managers. Those who do not create such committees hire a specialist, a so-called ethics lawyer. The role of such an attorney is to make judgments on ethical issues related to the actions of the organization.

Ethical behavior training for managers and employees is used by organizations to improve ethical behavior. In doing so, workers are introduced to the basics of ethics and are sensitized to possible ethical issues. Ethics as a subject in university level courses is another form of teaching ethical behavior that helps students better understand these issues.

The regulation of moral relations not specified in legislation in organizations occurs with the help of ethical standards. Ethical standards are the values ​​and rules of ethics that employees of an organization must adhere to in their activities. The rules contain rights, duties and liability for failure to fulfill duties or exceeding rights.

The rules prohibit discrimination on the following grounds: race; language; skin color; religion; floor; sexual orientation; age; nationality; disability; work experience; beliefs; party affiliation; education; social background; property status, etc.

The following are also prohibited: sexual harassment; making fun of workers; racial contempt and religious contempt; remarks, jokes and other actions that create an aggressive environment in the workplace; threats; coarseness; violence; use, sale of drugs; showing up at work in an alcoholic, narcotic or toxic state; loss of organization property; theft of organization property; incorrect, ineffective use of the organization’s property; disclosure of information that is an official or commercial secret; storage of personal materials in the workplace; refusal to inspect their workplace and the information used by personnel services employees; use of consumables and communications equipment of the organization for personal purposes; transfer of inaccurate, distorted information to the administration; deception by inflating your expenses, for example, on travel, food, accommodation, and other expenses; deception of state and government bodies, external organizations; false statements on behalf of the organization; abuse of the power and influence of one's organization and threats towards another; execution of orders that are a violation of the law; disparaging remarks; humiliation of competitors, their goods and services; talking to outsiders about the terms of contracts and thereby making those terms public; conversations with people outside the organization about inventions used in organizations, production plans, market research, production capacity, proprietary information; the use of also unworthy methods and services, such as industrial espionage, illegal entry into foreign territory, theft, eavesdropping, hiring employees to obtain private information about employees and competitors; corrupt practices; receiving gifts and money from a supplier, client (gifts include material assets, services, for example, personal discounts when purchasing goods for personal use or services at preferential prices, etc.); receiving commissions; presenting gifts to supplier representatives, etc.

There are certain statistics about the spread of corruption in different countries of the world. According to the corruption index developed by specialists from the University of Göttingen (Germany), in table. 2.1 The 30 countries are arranged as follows;

Table 2.1. Characteristics of the level of corruption in countries around the world

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Note. An indicator equal to 10 indicates correct, legal transactions, 0 means a bribe cannot be done without.

Ethical standards - ethical rules are adopted at a general meeting of the team so that they are perceived by employees as their own. They can be adopted by the administration, but at the same time they must be approved by the general meeting or conference of workers.

Below is a widely accepted structure of an organization's ethics rules, which includes the following sections:

• introduction;
• message from the head of the organization;
• what an employee of the organization should be like;
• communication channels;
• labor dynasties;
• employees' private lives;
• property of the organization;
• traditions and rituals of the organization;
• professional skills competitions;
• employee anniversaries;
• business reputation;
• honor and dignity of employees;
• relationships with other organizations;
• attitude towards laws;
• social life of the organization;
• attitude to political life;
• use of trademarks;
• copyright;
• relations with state and municipal employees;
• relations between managers and subordinates;
• relationships between managers;
• attitude towards women employees of the organization;
• attitude towards young people working in the organization;
• attitude towards those who work and study;
• the organization's attitude towards retirees;
• the organization's core values;
• basic ethical principles;
• competition rules;
• social responsibility of the organization;
• principles of fairness of the organization.

The adopted rules do not have the status of a normative legal act, and legal sanctions and disciplinary measures cannot be applied for their violation. The means of protecting a norm from violation is public opinion. These may also be courts of honor or divisions that deal with conflicts.

It is possible to include in the rules of ethics some norms from the moral code and give them the status of a normative legal act.

In the context of the emergence of market relations in the country, compliance with ethical standards in the activities of an organization largely depends on the employer, whose actions in the pursuit of profit are often immoral. By not recognizing the rights of the person being hired, the employer grossly violates them and limits his freedom. Immoral behavior of the employer is as follows:

• non-recognition of the rights of an employee, failure to fulfill one’s direct duties;
• introducing aggressiveness into labor relations;
• maintaining hazardous working conditions;
• low level of labor organization;
• refusal to manage discipline;
• fear as the main method of controlling the behavior of a hired employee;
• management of hired workers through arbitrariness;
• humiliation of a person’s honor and dignity, his business reputation;
• biased attitude towards a person;
• violation of labor laws, etc.

All the world's leading corporations constantly pay great attention to moral issues. And this is no coincidence, since corporate morality makes it possible to strengthen a person’s self-government.

In our country, there are three types of morality in organizations: Soviet, “wild” market and market relations proper.

Soviet morality is manifested in cases where organizations try to preserve moral principles from the past, such as mutual assistance, mutual assistance, solidarity and selfless behavior, partnership, equal pay for equal work, etc. Such morality is quite risky and even unnecessary in in cases where people enter into competitive, antagonistic relationships.

Morality of the third type is based on the conviction that in conditions of market relations love, generosity, sympathy, compassion are not required, but only respect from another person, recognition of him as an equal, and refusal to violate the rights of workers is sufficient. This morality is increasingly conquering the world. Within its framework, moral protest is caused by any violation of rights, non-recognition of a person, any employee, as an individual equal to an employer or manager. Increasingly, an ethic of responsibility is gaining ground in business relationships instead of an ethic of conviction.

The ethics of labor relations in Russian conditions involves their assessment using concepts such as:

right - wrong;

fair - unfair;

humane - inhumane;

humane - inhumane;

legal - illegal;

violates rights - does not violate rights;

limits freedom - does not limit freedom;

equal position - unequal position;

good - evil.

This is the result of the positive influence of Soviet-era ethics.

The ethical level of an organization is characterized by the degree to which managers and its ordinary employees are oriented in their behavior and decision-making to the moral standards of business relations.

To increase the level of ethical behavior of managers and ordinary employees, the following activities are currently being carried out in organizations.

Under development ethical codes, describing the system of common values ​​and ethical rules of the organization that all employees must adhere to. They are necessary to describe the goals of the organization, create a sound ethical atmosphere and define ethical guidelines in the decision-making process. They are usually communicated to employees in the form of printed materials. A code of ethics can be developed for the organization as a whole, in which case it contains ethical rules common to both managers and ordinary performers. A code may also be created for specific functional areas to address specific ethical issues. To make ethical codes more effective, organizations usually take certain disciplinary measures aimed at punishing violations of the code and encouraging actions committed in accordance with the rules of the ethical code. In terms of content and scope, ethical codes are very diverse - from the one-page code “Statement of Business Ethics” by Exon Corporation to the 60-page “Ethical Standard” by Citycorp. A characteristic feature of modern ethical codes is that sections containing recommendations for eliminating ethical issues arising from conflicts of interest are developed in more detail and care than other sections. In this case, emphasis is placed on the conflict of interests of the organization: with government bodies; employees or shareholders of the organization; governments of foreign countries. Obviously, it is impossible to address every ethical issue that employees may encounter in a code, but written guidelines can help resolve common ethical issues. Ethical codes are a kind of “guides” to correct behavior, provide general guidelines in controversial situations, help professionally control those managers who sometimes ask, even order their subordinates to commit not only unethical, but even illegal acts. At the same time, as practice shows, ethical codes sometimes contain too vague formulations of the rules of conduct, and with their help it is difficult to solve a specific ethical problem.

Ethics cards are being developed - a set of ethical rules and recommendations that specify the organization's ethical code for each of its employees. They also contain the name and telephone number of the organization's ethics consultant. This method is actively used in Japanese companies.

Are being created ethics committees, usually having a certain set of functions, which include the following: introducing ethical issues for discussion by the board or representatives of senior management; bringing the basic requirements of the code of ethics to the attention of all managers and ordinary employees; analysis and revision of codes based on annual intra-organizational reports and depending on changes in external operating conditions; supporting the code by developing a system of sanctions; Providing senior management with advice on ethical issues. Some organizations establish standing ethics committees to evaluate daily practices from an ethical perspective. Almost all members of such committees are senior level managers. Others prefer to use a business ethicist, known as an ethics lawyer. The role of such a “lawyer” is to develop judgments on ethical issues related to the actions of the organization, as well as to perform the function of its “social conscience”.

Conducted social audits to evaluate and compile reports on the implementation of the organization’s social programs. Proponents of social audit believe that reports of this type can indicate the level of social responsibility of an organization.

Implemented ethical behavior training managers and ordinary employees. During the training, employees become familiar with the requirements of ethical business relations, which increases their sensitivity to ethical problems that may arise before them, and they master a set of ready-made solutions that fit within the framework of ethical requirements.

Conducted ethical review, is a comprehensive analysis of a specific aspect of an organization's activities (or a specific project) that is of concern to senior management, staff or the public and may affect the organization's image and prospects. The result of such an examination is a system of proposals aimed at improving the moral climate and moral respectability of the organization, as well as making adjustments to the practice of the organization (or specific projects).

Conducted ethical advice then, when emerging problems cannot be resolved by the organization itself due to the lack of appropriate structures, the complexity and inconsistency of the situation associated with specific moral dilemmas, for which competent independent experts in business ethics from outside are invited.

Despite the practice-confirmed effectiveness of these methods, managers and owners of many organizations rightly believe that attempts to ethically correct the business behavior of employees who have significant life experience, as well as work experience in other organizations, are not always successful. It is difficult to retrain an adult with an established system of values ​​and views. More productive, in the opinion of many managers, is to hire graduates of educational institutions that had an extensive and extensive program of training in the basics of business ethics.

1. What is the social responsibility of an organization?
2. Describe the mechanism of influence of ethics on the social responsibility of an organization.
3. Name the advantages and disadvantages of the organization's social responsibility policy.
4. What is the essence of the most important principles of social responsibility of an organization?
5. Name the reasons that lead to unethical actions of an organization.
6. What measures need to be taken to improve the level of ethics in the activities of organizations?
7. What are ethical standards in the activities of an organization?
8. Name the main sections of the organization's ethics rules.
9. How does employer immorality manifest itself in labor relations?

ss - completely agree; s - agree; no - disagree; dream - I completely disagree.

1. Workers should not be expected to report their mistakes to management sssssssssss
2. There are times when a manager must ignore contract requirements and violate safety standards in order to handle a case ssssssssss
3. It is not always possible to accurately record expenses for reporting purposes, so sometimes it is necessary to give approximate figures sssssnssns
4. There are times when you need to hide unfavorable information from your superiors ssssssssss
5. We should always do as our leaders tell us, although we may doubt the correctness of these actions ssssssssss
6. Sometimes you need to take care of personal matters during working hours - there’s nothing wrong with that ssssssssssssss
7. Sometimes it is advisable to set goals that are slightly higher than normal if this will help stimulate the efforts of employees sssssssssss
8. I would reveal the orders' "desired" ship date to get that order sssssssssss
9. You can use a business line for personal telephone conversations when it is not used by the organization ssssnssns
10. Leadership must be focused on the end goal, so the end usually justifies the means we used sssssssssssss
11. If, in order to obtain a large contract, a banquet or slight deformation of the organization’s policies is required, I will give permission sssssssssss
12. It is absolutely impossible to live without violating the organization’s policies and existing instructions ssssssssss
13. Inventory control reports should be drawn up so that “shortages” are recorded for goods received, and not “surpluses” ss-s-ns-sns
14. Occasionally using the organization's copying equipment for personal or local purposes is perfectly acceptable ssssssssssssssssss
15. Taking home something that is the property of the organization (pencils, paper, typewriter ribbons, etc.) is an acceptable fringe benefit.
16. If there is an opportunity to work part-time in a competitor’s organization, then this is a private matter for the employee and is quite acceptable ssssssssss
17. Conducting outsiders or one’s own personal affairs on the premises of an organization during working hours is permissible if this does not harm the organization or reduce its incomessssssssss
18. Offer the people responsible for purchasing your goods a lucrative job, a deal - ssssssindoors are permissible
19. It is quite acceptable to accept gifts or money from another organization ssssssssss
20. Slander, lies, or disparaging remarks about competitors are acceptable if they are made in the interests of the organization ssssssssss
21. The principle of “interconnection” or “you tell me - I tell you” is quite acceptable and strengthens relationships with partners sssssssssss
22. Deceiving colleagues, making false statements for the purposes of the organization is permissible sssssssssss
23. If necessary, you can use the power of the organization to intimidate or threaten competitors in order to get your way.
24. Presenting an invoice to the organization for unspent meals, unspent gasoline, unused air tickets is acceptable and is a small addition to personal income sssssssssss
25. Threats towards employees in order to solve the organization’s problems are permissible ssssssssss
26. The use of rudeness and violence towards subordinates in case of emergency is permissible sssssssssss
27. Carrying weapons on the territory of the organization with the consent of the administration is permissible ss-s-ns-sns
28. Sexual harassment on organizational premises is not too serious a violation of ethical relations sssssssssss
29. Intimidating subordinates in the interests of increasing the level of discipline is acceptable sssssssssss
30. It is impossible to work and not violate the law sssssssssss
31. Discrimination on the basis of skin color, religion, age, nationality, disability, length of service may be permissible with various reservations ss-s-ns-sns

Key

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Result

If you scored a total of:

10-20 - high ethical level;

21-30 - acceptable ethical level;

31-48 - average ethical level;

48-61 - moral improvement is required;

62-79 - a rapid slide into the abyss occurs;

Over 80 - protect valuables from yourself.

It is possible to identify types of ethics by applying different criteria to the real diversity of teachings.

Ethics deals with practice to the extent that the latter depends on the rational, reasoned choice of the person himself. According to this criterion, following E. Fromm, it is customary to distinguish between humanistic and authoritarian ethics. Humanistic ethics is focused on man, considering him the highest value and goal, it is based on respect for man and his dignity; it proclaims the autonomy, independence, freedom and reason of man. Humanistic ethics include: ethics of human rights; ethics of nonviolence; ethics of reverence for life.

The ethics of human rights proceeds from the fact that all people are equal by nature and all have certain inalienable rights, which include the right to life, dignity, personal integrity, freedom of conscience, opinions, beliefs, the pursuit of happiness, autonomy of personal life, property. Since all people are equal in rights, they are also endowed with equal responsibilities. This principle is proclaimed universal and universal, its action extends to all areas of ethical norms - politics, law, economics, international relations, etc.

The ethics of nonviolence is consonant with the ethics of human rights. Based on the principle of non-violence, people must refrain from violence, the threat or use of force in their relationships. In other words, the main normative content of the principle of non-violence comes down to the requirement to avoid all forms of violence in order to force a person to actions that are not consistent with his will, his rights and freedoms.

The ethic of reverence for life recognizes as good only that which serves to preserve and develop life. She characterizes any destruction of life or harm to it, regardless of the conditions under which it occurred, as evil. This ethics is based on the principle of humanism, which protects not only the interests of the life and happiness of an individual, humanity as a whole, but also all living things.

Authoritarian ethics affirms the authority of power - social, spiritual. In accordance with it, a person is obliged to strictly obey the norms, rules and moral laws existing in the community. He has no moral right to confrontation, freedom, disobedience. Typical examples of authoritarian ethics are religious ethical teachings that affirm the sacred authority of God, or the ideological ethics of totalitarian regimes.

As the basis for the typology of ethical theory, the problem of the relationship between the existent (practically existing mores in society) and the ought (ideal ideas in morality) is highlighted.

Rigorism is associated with the subordination of the human will to any law; it is opposed to eudaimonism and is aimed at obligation. Rigorists argue that a person can and should follow moral requirements regardless of specific circumstances, because these requirements are valuable in themselves, and for happiness a person does not need anything else other than fulfilling his moral duty. Rigoristic ethics include: the teachings of the ancient Stoics, the rationalistic ethics of duty of I. Kant, heroic ethics, the religious ethics of love and compassion.

Thus, the ethics of heroism originates from the “ideal of the valiant knight”, and then from the “man of honor”. This is an individualistic ideal of life that claims high ethical significance, clothed in various forms and preserved for several centuries. The heroic ideal combines military and secular virtues - courage and politeness, loyalty and honor.

In the ethics of love, the highest ethical principle is love. The foundations of this ethics are laid in Christian morality: “love your neighbor”, “love God” - the well-known norms of the Pentateuch. The ethical essence of all phenomena is determined by love, and morality is understood as the sphere of human feelings. The ethics of love finds expression in a special eudaimonia called mercy and compassion. Love is of great importance in individual life; it consoles, approves, supports a person in doubt, despondency, and in some other difficulties.

Close in meaning to the ethics of love is the ethics of compassion. This ethical ideal is characteristic of monasticism, guided by sublime idealistic religious and moral motives: “poverty and mercy.”

If morality is considered from the point of view of reality, then morality acts as a specific property of specific individuals, and each person has the right to understand moral norms in his own way. Morality, its norms and principles do not have absolute power over a person, who has the right to autonomy and independence from social norms. Eudaimonic concepts hold that the pursuit of happiness is entirely moral and meritorious. This can include:

• - ethics of happiness (eudaimonism). The prerequisite for ethical eudaimonism is the Socratic idea of ​​internal freedom, achieved through the self-awareness of the individual and its independence from the outside world. Eudaimonistic views were at one time held by Socrates, Aristotle, Democritus, Spinoza, Feuerbach, and others. Various philosophical movements are trying in their own way to reveal the understanding of the principle of eudaimonism. The Cynics set forth the struggle against passions as a principle of life; Cyrenaics associate happiness with developing the right attitude towards external circumstances; the Stoics characterize a person’s inner freedom as joyful submission to fate;
• - ethics of pleasure (hedonism), which affirms pleasure and pleasure as the highest good. One of the first representatives of hedonism was the founder of the Cyrene school, Aristippus. Subsequently, the ideas of hedonism were developed by Epicurus and in Epicureanism, here they came closer to the principles of eudaimonism, since the criterion of pleasure was the absence of suffering and a serene state of mind (ataraxia). Hedonistic motives became widespread during the Renaissance and then in the ethical theories of the Enlightenment (Hobbes, Locke);
• - ethics of benefit (utilitarianism). Representatives - I. Bentham, J. Mill, F. Nietzsche, M. Schlick, D. Drake. The emergence of utilitarianism is associated with the development of production and an increase in the quantity of goods produced, which raised consumption to a new qualitative level. Utilitarianism is based on the principle of utility, or the purposeful achievement of happiness, which was formulated by I. Bentham in his book “An Introduction to the Principles of Morals” (1789). The principle of utilitarianism reflects the way for each individual to achieve happiness without interfering with the happiness of others. The condition for achieving general happiness is compliance with certain moral rules. An important point in the theory of utilitarianism is the recognition that for happiness a person needs to satisfy not only elementary, but also higher needs associated with social recognition and self-esteem. Modern utilitarianism is divided into two movements. The first version of utilitarianism was called action utilitarianism (J. Smart, T. Spridge, A. Narvesson). By action, this type of utilitarianism understands each individual act performed in a specific situation and aimed at achieving happiness for everyone. The second is rule utilitarianism (J. Ermson, R. Brandt). He evaluates the laws introduced in society from the standpoint of increasing overall happiness. In this teaching, the principle of hedonism received its fullest expression.

Another basis for typologizing ethics is the idea of ​​its reliance on reason or the emotional-volitional sphere. Examples of rationalistic ethics are the concepts of Socrates, Aristotle, Spinoza, Kant, etc. Proponents of this point of view defended the so-called reflective morality, which requires a reasonable approach to moral actions, a conscious attitude to the moral will, reflection, and prudence. A different point of view was held by supporters of the sensory approach. S. Kierkegaard, F. Nietzsche, M. Scheler and others believe that feelings, inclinations, and affects act as motives for moral will and actions. Consequently, morality is based on feelings and relates to the emotional-volitional sphere.

To succeed in business communication, you should remember: the more pleasant it is for people to communicate, the higher the chance of successfully solving a business problem or concluding a deal. Compliments can show your business partners that you are interested in them. The ability to give a person the opportunity to realize their own importance helps to quickly get what they want. The ability to appreciate work, recognize its usefulness and irreplaceability, and say pleasant words to a person creates the conditions for effective interaction.

Compliment– words and expressions containing a slight exaggeration of a person’s positive qualities. Purpose of the compliment– to please the interlocutor, thereby programming him (by influencing his emotions and feelings through the subconscious) for further cooperation. When listening to a compliment, the psychological phenomenon of suggestion is also triggered, as a result of which a person tries to “grow” into the qualities emphasized in the compliment.

There are special requirements for a compliment:

Focus attention not on the external merits of the interlocutor, but on his internal, spiritual qualities;

Highlight the non-obvious, but hidden advantages of the interlocutor;

Be sincere, specific, and brief when giving a compliment;

Build a compliment on a factual basis;

Do not include teachings in a compliment;

You should not give a compliment in relation to those qualities that a person would like to get rid of;

It is necessary to take into account the gender and age characteristics of the interlocutor.

Why give compliments? A man received a compliment about a certain quality of his personality. Thanks to the functioning of the attitude toward the desirability of this quality, it is accepted as reality at the subconscious level. A feeling of satisfaction arises, it is accompanied by the emergence of positive emotions (a feeling of pleasure). The positive emotions that arise are connected by the law of association with their source and transferred to the one who caused them. There is an attraction to this person.

By praising business partners, we help them feel significant in the eyes of others and create a friendly atmosphere of business contact. By making our partner smile or pleasantly surprised with our words, we are distracted from our own problems and lift our mood.

How to give compliments correctly? No ambiguity, no hyperbole, no pretensions, no didactics

Rules for giving compliments: embed compliment words into a general phrase; don't pause; construct the phrase so that the compliment is followed by meaningful text; the longer the general phrase after the compliment words, the better; It is advisable to structure the statement so that part of the general phrase after the compliment words contains something that would capture the attention of the listener.

A compliment has a positive effect even when your partner treats you with hostility. As part of a business interaction, by making a compliment situationally, appropriately and adequately to the expectations of a business partner, you can win the partner over and change a negative attitude.

Concept "criticism"(from the Greek art of disassembling) has several meanings: discussion with the aim of giving an assessment; negative judgment for the purpose of indicating deficiencies; checking the authenticity of something.

The critic always pursues one of the goals: the desire to assert himself or relieve stress; lower the self-esteem of the subordinate; encouraging a person to resign himself; reduce the recipient's salary; neutralize the activity of the subordinate; motivate for results; improve the work of the person being criticized; train a subordinate; find out and eliminate shortcomings; determine directions for correcting errors.

Positive criticism always situationally appropriate, carried out in the presence of the object of criticism. The subject of criticism is deeds and actions, and not the personality of a person, his characteristics, character, mental potential. Objective criticism is based only on specific facts and arguments. The ultimate goal of criticism is a solution that helps change the situation, specific proposals for eliminating shortcomings and resolving problems that have arisen. The goal of the critic is to identify the real reasons for the mistakes made. Criticism should be gentle!

Techniques to reduce the negative impact of comments: references to other people's experiences and statements; “compression” of several comments; approval plus destruction; paraphrasing; "elastic defense"; acceptance of the comment; comparison; survey method; preemption; deferment.

Positive attitudes towards accepting criticism: Everything I do or have done can be done better. If they criticize me, it means they believe in my ability to fix things. If there is no criticism addressed to me, this is an indicator of disdain for me as an employee. Criticism of my actions makes it possible to prevent work failures in a timely manner. Criticism makes you think: what caused it, how to correct the situation.

7. Diagnostics of the management culture in the organization. Ethics of testing workers. Employee ethical card: structure, content, potential for practical effectiveness.

To develop and adjust organizational culture, its diagnosis is required. Most works on management offer various diagnostic tools that make it possible to clearly determine the core values ​​of organizational culture.

There are two types of indicators:

2) exemplary indicators are related to the culture profile, which is generated through scoring using the proposed methodology.

Various measurements of this profile can be used to diagnose a culture. Content measurements can reveal the essence of organizational culture – psychological archetypes. Theoretic psychologists emphasize that most individuals have the same “framework” of perception of the world around them. It is called a psychological archetype and refers to a category that determines how people shape their consciousness to organize the information they encounter.

Among the large number of empirical tools for studying organizational culture, we will consider two of the most common.