Business ethics textbook. Theoretical Foundations of Business Ethics A I Kibanov Business Ethics Online

HIGHER EDUCATION

the series was founded in 1996.

Ministry of Education Russian Federation

State University of Management

AND I. KIBANOV

D.K. ZAKHAROV

V.G. Konovalova

Business ethics textbook

Approved by the Ministry of Education of the Russian Federation as a textbook for university students educational institutions, studying in the specialty "Personnel Management"

Reviewers:

Department of Personnel Management of the Academy of Labor and Social Relations;

First Deputy Director of the Labor Institute of the Ministry of Labor and social development RF, Honored Economist of the RF, Doctor of Economics, Professor A.F. Zubkov.

Kibanov A.Ya., Zakharov D.K., Konovalova V.G.

Ethics of Business Relations: Textbook / Ed. AND I. Kibanova. - M .: INFRA-M, 2003 .-- 368 p. - (Series " Higher education»).

In a textbook prepared by scientists of the Department of Personnel Management State University management, sets out theoretical, methodological and practical issues of business ethics: the nature of business ethics; ethics of the organization and leaders; the essence of verbal, non-verbal, remote communication, communication manipulations, communication management; business rules; etiquette business person and business relationships.

The book is intended for students, undergraduates, graduate students, as well as teachers of the discipline "Ethics of business relations". It can be useful for management and HR professionals in organizations.

FOREWORD

The purpose of this tutorial - to equip the reader with scientific and applied knowledge in the field of business ethics. The textbook covers a wide range of issues of business ethics, grouped into three sections: “ Theoretical basis ethics of business relations "(chap. 1, 2, 3); "Communication as a tool of business ethics" (chap. 4, 5, 6, 7, 8); "Rules and etiquette of business relations" (Ch. 9, 10, 11).

Section 1. The first chapter reveals the nature, essence and basic principles of business ethics. It acquaints the reader with the patterns of interpersonal relationships and priority problems in this area. The second chapter examines the impact of ethics and ethical standards on the social responsibility of the organization, improving the results of its activities. The third chapter is devoted to the disclosure of the relationship between the ethical norms of the organization and the leader, acquaints the reader with the methods of managing the ethical norms of interpersonal relations in a team. It provides recommendations on the ethics of resolving controversial issues, conflict situations.

Section 2. The fourth chapter examines the essence of communication as a communicative tool of business ethics, provides the types and methods of business communication management. The fifth chapter sets out the basics of business rhetoric, deals with the essence of the culture of speech, discussion and speech behavior, gives recommendations on the use of expressive means business speech... The sixth chapter introduces the reader to the basics, as well as kinesic and proxemic features non-verbal communication, reveals the essence of visual contact. Chapter 7 discusses telephone ethics and culture. business letter... The eighth chapter describes the manipulations in communication, the rules of neutralization. It also reveals techniques that stimulate communication, excluding manipulation.

Section 3. The ninth chapter sets out the rules for preparing a public speech, conducting a business conversation, interview, service meeting, negotiations with business partners, as well as the rules for constructive criticism. The tenth chapter reveals the essence of etiquette, the image of a business person, the content of a business card. It discusses the etiquette of greetings and introductions, the appearance of a business person. The final - eleventh chapter of the textbook - characterizes the rules of behavior in public places, business etiquette, features business communication with foreign partners, as well as issues of the art of compliments and giving gifts.

Each chapter of the textbook ends with control questions and practical tasks. Test questions allow the reader to quickly check the degree of mastering of the material read, and practical tasks - to consolidate this knowledge when performing specific tasks and tests.

The following took part in writing the textbook: Doctor of Economics, prof. AND I. Kibanov (Foreword, 2.1, 2.2, 3.1, 3.2, 3.5, 4.4, 5.1, 5.2, 6.2, 7.2, 9.3, 9.5; practical tasks: 1.2, 2, 3.1, 3.4, 3.5, 3.6, 4.1, 4.2, 5.1, 5.2 , 7.1, 7.2, 7.3, 8.2, 9.1; Appendices 2, 3); Ph.D., Assoc. D.K. Zakharov (1.1, 1.3, 3.3, 3.4, 5.3, 5.4, 7.1, 9.1, 9.2, 9.4, 9.6, 10.3, 10.4); Ph.D., Assoc. V.G. Konovalov (1.2, 1.4, 2.3, 4.1, 4.2, 4.3, 5.5, 6.1, 6.3, 6.4, 8, 10.1, 10.2, 10.5, 11; practical tasks: 1.1, 3.2, 3.3, 4.3, 4.4, 6, 8.1, 9.2 , 9.3, 10, 11; Appendix 1).

UDC 65.01 (075.8)

BBK 65.290-2ya73

Reviewers:

Department of Personnel Management of the Academy of Labor and Social Relations;

Kibanov A.Ya., Zakharov D.K., Konovalova V.G.

К38 Ethics of business relations: Textbook / Ed. AND I. Kibanova. - M .: INFRA-M, 2002 .-- 368 p. - (Series "Higher Education").

ISBN 5-16-001082-3

The textbook, prepared by scientists of the Department of Personnel Management of the State University of Management, sets out theoretical, methodological and practical issues of business ethics: the nature of business ethics; ethics of the organization and leaders; the essence of verbal, non-verbal, remote communication, communication manipulations, communication management; business rules; business person etiquette and business relationships.

UDC 65.01 (075.8)

BBK 65.290-2ya73

FOREWORD

The purpose of this textbook is to equip the reader with scientific and applied knowledge in the field of business ethics. The textbook covers a wide range of problems of business ethics, grouped into three sections: "Theoretical foundations of business ethics" (chap. 1, 2, 3); "Communication as a tool of business ethics" (chap. 4, 5, 6, 7, 8); "Rules and etiquette of business relations" (Ch. 9, 10, 11).

Section 2. The fourth chapter examines the essence of communication as a communicative tool of business ethics, provides the types and methods of business communication management. The fifth chapter sets out the basics of business rhetoric, concerns the essence of the culture of speech, discussion and speech behavior, gives recommendations on the use of means of expressiveness of business speech. The sixth chapter introduces the reader to the basics, as well as the kinesic and proxemic features of non-verbal communication, reveals the essence of visual contact. Chapter 7 examines the ethics of telephone conversation and the culture of business writing. The eighth chapter describes the manipulations in communication, the rules of neutralization. It also reveals techniques that stimulate communication, excluding manipulation.

Section 3. The ninth chapter sets out the rules for preparing a public speech, conducting a business conversation, interview, service meeting, negotiations with business partners, as well as the rules for constructive criticism. The tenth chapter reveals the essence of etiquette, the image of a business person, the content of a business card. It discusses the etiquette of greetings and introductions, the appearance of a business person. The final - the eleventh chapter of the textbook - characterizes the rules of behavior in public places, business etiquette, the peculiarities of business communication with foreign partners, as well as the art of compliments and giving gifts.

The following took part in writing the textbook: Doctor of Economics, prof. A.Ya. Kibanov (Preface, 2.1, 2.2, 3.1, 3.2, 3.5, 4.4, 5.1, 5.2, 6.2, 7.2, 9.3, 9.5; practical tasks: 1.2, 2, 3.1, 3.4, 3.5, 3.6, 4.1, 4.2 , 5D, 5.2, 7.1, 7.2, 7.3, 8.2, 9.1; Appendices 2, 3); Ph.D., Assoc. D.K. Zakharov (1.1, 1.3, 3.3, 3.4, 5.3, 5.4, 7.1, 9.1, 9.2, 9.4, 9.6, 10.3, 10.4); Ph.D., Assoc. V.G. Konovalov (1.2, 1.4, 2.3, 4.1, 4.2, 4.3, 5.5, 6.1, 6.3, 6.4, 8, 10.1, 10.2, 10.5, I; practical tasks: 1.1, 3.2, 3.3.4-3, 4.4, .6, 8.1,9.2, 9.3, 10,11; Appendix 1).

SECTION I.

THEORETICAL BASIS OF ETHICS OF BUSINESS RELATIONS

Chapter 1

Business ethics
Lecture
Ethicsbusinessrelationship 10.10.2006 Lecture 3. В ... humiliation of honor, dignity and reputation business human biased attitude to a person and violation of labor ... on moral norms and rules businessrelationship In order to improve ethical standards ...
Ethics of business relations Educational guidelines Arkhangelsk 2006 Ethics of business relationships Educational guidelines Arkhangelsk 2006 Considered and recommended for publication at a meeting of the Department of Pedagogy
Document
Discipline " Ethicsbusinessrelations "……………………………………………. 4 Topic №1. " Ethicsbusiness communication and society "…………………… .. 4 Topic №2. "Etiquette in business communication "……………………………… ... 6 Topic №3. "Manipulations in businessrelationship "……………………. 12 ...
Work program of discipline psychology and ethics of business relations
Working programm
AND ethicsbusinessrelationship... The history of the formation of psychology and ethicsbusinessrelationship... Psychology and ethicsbusinessrelationship... Conceptual framework for psychology and ethicsbusinessrelationship... Psychology of interpersonal relationship ...
The work program of the discipline "ethics of business relations" is recommended for the direction of training 080400 "personnel management"
Document
3. Forms businessrelationship 4 6 8 18 4. Means businessrelationship 2 4 4 10 5. Barriers businessrelationship 2 4 6 12 6. Technique businessrelationship 2 4 8 14 7. Ethicsbusinessrelationship in progress...
Kibanov A.Ya., Durakova I.B. Organization Human Resources Management: Strategy, Marketing, Internationalization (Document)
(Document)
Kibanov A.Ya. Organization Human Resources Management (Document)
(Document)
S.V. Shekshnya Human Resources Management of a Modern Organization (Document)
The author is not listed. Human Resource Management: Textbook (Document)
Collection of articles - Personnel policy (Document)
Karjakin A.M. Human Resources Management (Document)
Kibanov A.Ya. Fundamentals of Human Resources Management (Document)

n1.doc

8.4. BUSINESS ETHICS

8.4.1. Business game "Pressure"

Description of the business game

I.I. Ivanov is a promising young manager who is rapidly advancing in his job. When he just started his career, his boss was P.P. Petrov is an inveterate "workaholic" whose experience and knowledge greatly helped Ivanov at that time. Two years later, the situation changed and Ivanov became Petrov's boss, Petrov's career stalled after that. Recently, Ivanov and Petrov have been working in the same organization and do not see each other often.

Recently Petrov was advised to put forward his candidacy for membership in the club. professional managers to meet people there who could "push" his career in the right direction. The club was created to promote ideas of a high level of professionalism in the business world. But Petrov knows that Ivanov is a member of this club and the chairman of the selection committee.

The interview is held at the club's premises. For this occasion, Petrov dressed most carefully, although his wardrobe was not distinguished by a large selection. When he arrived at the club at the appointed time, he was asked to wait in the guest room. The wait took 15 minutes. When the secretary finally ushered Petrov into the luxuriously furnished conference room, he found himself face to face with members of the selection committee of 8, headed by Ivanov. They were all dressed in expensive formal suits. Petrov was seated at the end of a long table, at which the members of the commission were seated. Thus, the commission headed by Ivanov, as it were, formed a group of "friends" opposite Petrov, the only "outsider" among them.

During the subsequent interview, Ivanov never made it clear that he knew Petrov, and did not try to draw the attention of the commission to the potential value of this person for the club.

A few days after the interview, Petrov accidentally met Ivanov at work. He was embarrassed to ask Ivanov any questions about the results of the interview, and Ivanov was not the first to talk about it.

Formulation of the problem

Discuss methods of pressure exertion by individuals or groups wishing to demonstrate the special significance of their role or position. In this case, the task is to assess the behavior of the members of the selection committee. Discussion points are as follows:

1. Why do you think Ivanov decided to organize an interview in this way?

2. What actions could Petrov take to at least to some extent influence the course of the interview?

3. Do you think Petrov was accepted as a member of the club?

Methodical instructions

In interviews conducted for various purposes, panelists often demonstrate the seriousness and importance of their work, often instilling a sense of fear in the interlocutor. For example, some commissions maintain the status of their activities through uniforms - judges in the courtroom, academics in robes, etc.

Description of the course of the business game

Students are divided into groups of 5 people. Each group interviews, then answers the questions posed in writing, while discussing the answers in their group. Then there is a general discussion of the situation. However, if students have some work experience, they can provide examples of other “intimidation” methods used by selection committee members.

8.4.2. Situation "Criticism"

Description of the situation

Below is a dialogue between a manager and a subordinate.

Characters: Mr. A - head of department; Mr. V - Deputy Head of Department; Mr S is a young employee of the department.

Mr. A (addressing Mr. S): “Mr. D said that due to some stupidity on your part, the signing of the contract with the customer did not take place.” (Turning to Mr. V): “And this is what he is all about. You cannot entrust anything serious. " (Addressing Mr. S): "In your years I used to crack such problems as nuts!"

Mr S: “Mr A! But you ... "

Mr. A: “Don't interrupt me! Mr. W! But he's not a stupid guy. Do you remember how he helped us with the development of the last project? OK. The matter is, in principle, fixable. Take charge of the preparation of the contract. I would instruct Mr. S to correct the situation, but he will still break the wood, as this time. "

Mr S: “Mr A! Let me..."

Mr. A: "That's it, the conversation is over."

Formulation of the problem

Based on the presented dialogue between the leader and the subordinate participants in the game, it should be established which rules of criticism the leader violates. After analyzing the situation and answering the questions posed, the participants should formulate the basic rules of criticism and draw up a logical diagram of the sequence of their application.

Methodical instructions

At the preliminary stage, the participants in the analysis of the situation, together with the leading teacher, formulate the basic rules of criticism. At the next stage, the participants analyze the above version of the business conversation and highlight those moments of the dialogue in which the head of the department violates the rules of criticism. For each of the highlighted points, the participants establish in what exactly the violation manifested itself and what should be the actions of the leader in specific situation... At the final stage of the analysis of the situation, the participants should establish such a sequence of application of the rules of criticism that best helps the constructive perception of criticism. At the same time, the participants must answer the question whether the leader had the right to criticize in this situation.

Solution

Rice. 8.4. Basic rules of criticism and the sequence of their application

8.4.3. Situation "What kind of interlocutor are you" 1

Description of the situation and problem statement

1) carefully read the proposed options for situations;

2) mark the situations that cause you dissatisfaction, annoyance and irritation when talking with any person (friend, immediate supervisor, casual interlocutor, etc.);

3) calculate the percentage of situations that annoy and irritate you (25 situations - 100%);

4) draw conclusions;

5) think about ways to improve your ability to listen to the other person.

Situation options	Situations that cause irritation
1. The interlocutor does not give a chance to speak. I have something to say, but there is no way to insert a word
2. The interlocutor constantly interrupts me during the conversation
3. The interlocutor never looks in the face during a conversation, and I'm not sure if he is listening to me
4. Talking to your partner often makes you feel like a waste of time.
5. The interlocutor is constantly fussing: pencil and paper occupy him more than my words
6. The interlocutor does not smile. I feel awkward and anxious
7. The interlocutor always distracts me with questions and comments
8. Whatever I say, the interlocutor always chills my ardor
9. The interlocutor always tries to refute me
10. The interlocutor distorts the meaning of my words and puts different content in them
11. When I ask a question, the interlocutor forces me to defend myself
12. Sometimes the interlocutor asks me again, pretending not to hear
13. The interlocutor, not listening to the end, interrupts me only to agree
14. The interlocutor is focused during a conversation, but is engaged in strangers: playing with a cigarette, wiping glasses of glasses, etc., and I firmly believe that he is inattentive at the same time
15. The interlocutor draws conclusions for me
16. The interlocutor is always trying to insert a word into my story.
17. The interlocutor looks at me very carefully, without blinking
18. The interlocutor looks at me, as if evaluating. It worries
19. When I suggest something new, the other person says that he thinks the same.
20. The interlocutor replays, showing that he is interested in the conversation, too often nods his head, gasps and assent
21. When I talk about something serious, the interlocutor inserts funny stories, jokes, anecdotes
22. The interlocutor often glances at the clock during a conversation
23. When I enter the office, he drops everything and pays all attention to me
24. The interlocutor behaves as if I prevent him from doing something important
25. The interlocutor demands that everyone agrees with him. Any of his statements ends with questions: "Do you think so too?" or "Do you disagree?"

Solution

If the percentage of situations that annoy you and irritate you is:

70-100 - Bad interlocutor. You need to work on yourself and try to learn to listen.

40-70 - You have some disadvantages. You are critical of the statements. You still lack some of the virtues of a good conversationalist; avoid jumping to conclusions, do not focus on the manner of speaking, do not pretend, look for the hidden meaning of what was said, do not monopolize the conversation.

10-40 - You are a good conversationalist, but sometimes you refuse to give your partner full attention. Repeat his statements politely, give him time to express his thoughts fully, adjust your pace of thinking to his speech - and you can be sure that it will be even more pleasant to communicate with you.

0-10 - You are a great conversationalist. You know how to listen. Your communication style can be an example for others.

8.4.4. Task "Assessment of the level of ethics of the organization" 1

Initial data and problem statement

P / p No.	Statement	Grade
1	Employees should not be expected to report their mistakes to management
2	There are times when a manager must ignore contract requirements and violate safety standards to get the job done.
3	It is not always possible to keep an accurate record of expenses for reporting: therefore, sometimes it is necessary to give approximate figures
4	There are times when you need to hide unfavorable information from the authorities
5	We should always do what our leaders tell us to do, although we may doubt the correctness of these actions.
6	Sometimes it is necessary to take care of personal matters in work time, and there is nothing wrong with that
7	Psychologically, it is sometimes advisable to set goals slightly above the norm if this will help stimulate the efforts of employees.
8	I would disclose the desired shipment date of orders in order to get this order
9	You can use your company line for personal calls when your company is not using it
10	Leadership must be end-to-end, so the end usually justifies the means we have applied.
11	If a banquet or minor change in organizational policy is required to secure a major contract, I will give permission.
12	It is absolutely impossible to live without violating the organization's policies and existing instructions.
13	Control reports commodity stocks it should be compiled so that for the goods received, a "shortage" is recorded, and not "surplus"
14	It is perfectly acceptable to use the organization's copying equipment from time to time for personal or local purposes.
15	Taking home what is owned by the company (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 of the employee and is quite acceptable
17	Engage in extraneous business or your own personal business on the premises of the organization and during working hours - permissible, if it does not harm the organization, does not reduce its income
18	Offer the persons responsible for the purchase of your goods a lucrative job, a deal - permissible
19	It is perfectly acceptable to accept gifts, money from another organization
20	Defamation, lies, disparaging remarks about competitors are acceptable if they are made in the interests of the organization
21	The principle of "relationship" or "you to me - I to you" is quite acceptable and strengthens relationships with partners
22	It is permissible to deceive colleagues, make false statements for the purposes of the organization.
23	If necessary, you can use the power of the organization to intimidate or threaten competitors in order to achieve their goals.
24	Billing the organization for uneaten meals, unused gas, unused air tickets is acceptable and is a small addition to personal income
25	Threats to employees in order to solve the problems of the organization are acceptable
26	The use of rudeness and violence in relation to the repaired in case of emergency is permissible
27	Carrying weapons on the territory of the organization with the consent of the administration is permissible
28	Sexual harassment on site is not a gross violation of ethical relations
29	Intimidation of subordinates in order to improve the level of discipline is acceptable
30	It is impossible to work and not violate national legislation
31	Discrimination on the basis of skin color, religion, age, nationality, disability, work experience can be permissible with various reservations

Note.

Solution

Evaluation code Points

If you have scored points in total:

10-20 - high ethical level;

21-30 - acceptable ethical level;

31-48 - average ethical level;

49-61 - low ethical level;

62-79 - very low ethical level;

Over 80 - protect values from yourself.

HIGHER EDUCATION

The series was founded in 1996.
Ministry of Education of the Russian Federation

State University of Management
AND I. KIBANOV

D.K. ZAKHAROV

V.G. Konovalova

BUSINESS ETHICS

TEXTBOOK

Approved by the Ministry of Education of the Russian Federation as a textbook for students of higher educational institutions studying in the specialty "Personnel Management"
Reviewers:

Department of Personnel Management of the Academy of Labor and Social Relations;

First Deputy Director of the Institute of Labor of the Ministry of Labor and Social Development of the Russian Federation, Honored Economist of the Russian Federation, Doctor of Economics, Professor A.F. Zubkov.
Kibanov A.Ya., Zakharov D.K., Konovalova V.G.
Ethics of Business Relations: Textbook / Ed. AND I. Kibanova. - M .: INFRA-M, 2003 .-- 368 p. - (Series "Higher Education").
The textbook, prepared by scientists of the Department of Personnel Management of the State University of Management, sets out theoretical, methodological and practical issues of business ethics: the nature of business ethics; ethics of the organization and leaders; the essence of verbal, non-verbal, remote communication, communication manipulations, communication management; business rules; business person etiquette and business relationships.

FOREWORD

The purpose of this tutorial - to equip the reader with scientific and applied knowledge in the field of business ethics. The textbook covers a wide range of problems of business ethics, grouped into three sections: "Theoretical foundations of business ethics" (chap. 1, 2, 3); "Communication as a tool of business ethics" (chap. 4, 5, 6, 7, 8); "Rules and etiquette of business relations" (Ch. 9, 10, 11).

Section 2. The fourth chapter examines the essence of communication as a communicative tool of business ethics, provides the types and methods of business communication management. The fifth chapter sets out the basics of business rhetoric, concerns the essence of the culture of speech, discussion and speech behavior, gives recommendations on the use of means of expressiveness of business speech. The sixth chapter introduces the reader to the basics, as well as the kinesic and proxemic features of non-verbal communication, reveals the essence of visual contact. Chapter 7 examines the ethics of telephone conversation and the culture of business writing. The eighth chapter describes the manipulations in communication, the rules of neutralization. It also reveals techniques that stimulate communication, excluding manipulation.

Section 3. The ninth chapter sets out the rules for preparing a public speech, conducting a business conversation, interview, service meeting, negotiations with business partners, as well as the rules for constructive criticism. The tenth chapter reveals the essence of etiquette, the image of a business person, the content of a business card. It discusses the etiquette of greetings and introductions, the appearance of a business person. The final - eleventh chapter of the textbook - characterizes the rules of behavior in public places, business etiquette, features of business communication with foreign partners, as well as issues of the art of compliments and giving gifts.

SECTION I.

THEORETICAL BASIS OF ETHICS OF BUSINESS RELATIONS

Chapter 1 THE NATURE AND ESSENCE OF BUSINESS ETHICS

1.1. The essence of business ethics

public life

service relations

More and more attention has been paid to ethics of business relations. This is reflected in an increase in the volume of training programs in the system of university and postgraduate training in relevant disciplines (for example, “ethics and Business Etiquette"," Business ethics "," ethics and etiquette of business relations ", etc.). Courses on the fundamentals of general ethics of conduct are also introduced in some school programs, into the system of secondary specialized education, and over time, the coverage of educational institutions with such courses increases.

Employers are paying more and more attention to ethical issues of business and personal relationships in the selection and recruitment of personnel, as well as in the process of direct performance by employees of their professional role. It should be emphasized that the concept of "professional role"

Includes more than just the ability to perform job duties, but also the skills of relationships with the external environment (colleagues, management, subordinates, clients, partners, etc.) in the process of implementing the professional tasks or functions fixed for a specific position. Compliance with business ethics is one of the main criteria for assessing the professionalism of both an individual employee and the organization as a whole.

Compliance by the employees of any organization with the norms and rules of business ethics becomes its " business card”And determines in many cases the fact whether an external partner or client will deal with this organization in the future and how effectively their relationship will be built.

The use of the norms and rules of business ethics is perceived by others in any case, even if the person does not have sufficiently developed skills in applying the rules of ethics. The perceptual effect is amplified many times over if ethical behavior becomes natural and deliberate. This happens when the rules of ethics are an internal psychological need of a person, and are also worked out in the process of systematic training. Moreover, this training involves the use of both special training practical training within one or another educational program, and any situation developing in the process professional activity, to practice the skills of ethics of relationships. For example, having studied the rules for conducting a business conversation or telephone conversations, you can use any conversation as training.

It should be noted that this approach should be extended not only to the sphere of service relationships, but also to use the appropriate life situations in relations with friends, relatives, and casual interlocutors.

It should be emphasized once again that ethics includes a system of universal and specific (for example, for any professional activity) moral requirements and norms of behavior, i.e. ethics of business relations is based on the general rules of conduct developed by people in the process of joint life. Naturally, many norms of relationships in a business environment are valid for everyday life, and vice versa, almost all rules of interpersonal relationships are reflected in service ethics.

It can hardly be considered correct when one and the same person behaves fundamentally differently in a business and home environment. One must be correct in relationships, attentive and polite with people always and everywhere. The foregoing does not exclude, for example, a certain firmness and organizational skills in relationships with loved ones, as well as a sensitive attitude to the personal problems of colleagues at work.

There is an ancient wisdom: "treat another the way you want to be treated." A further description of the norms and rules of business ethics reveals the essence of the above statement, that is, in other words, it answers the question: what kind of attitude do we want towards ourselves?

The fact that the attitude of others to a particular person (and vice versa) in the process of professional activity is a continuation of relations developing in public life as a whole is hardly questioned. We naturally transfer desirable manifestations of the attitude of others towards ourselves in everyday life into the sphere of business relations. Accordingly, the people around us expect from us knowledge of the rules of behavior and the ability to translate them into practice.

The relationship between ethics in a broad sense and business ethics can be traced in the logical sequence of individual problems of people's perception of each other. A favorable basis for acquaintance, for further relationships, is largely laid in the first moments of the meeting. A significant role in this is played by the external appearance of a person, his conformity to the situation, which demonstrates a respectful attitude towards another. An important role in this case is played by such a seemingly trifle detail as the ethics of greeting, shaking hands and introducing a person to a person. These initial relationships are important in both everyday and business life.

To establish pleasant and useful business relationships, you need to be able to interest a person with your clear and at the same time figurative statements, attention to the essence of the issue. These problems are solved when practicing rhetoric skills that are important in everyday life and especially in a work environment. These skills should be embodied in special rules for preparing and conducting a conversation, since we are faced with the need to apply them everywhere. Achieving the result of the conversation, and in a respectful manner, is an important condition both in a household and in a business setting.

A telephone conversation is a private version of the conversation. General rules of ethics (such as, for example, politeness, attentiveness to the interlocutor, the ability to direct the conversation, etc.) are supplemented in this case by some special ones determined by the specifics of a telephone conversation. Using these rules will allow you to form a positive opinion about the interlocutor, regardless of what kind of conversation was taking place - personal or business.

Conducting any conversations leads to the need to express critical remarks or judgments to our interlocutors, since we are not always satisfied with the actions and statements of our environment. General and business ethics of criticizing someone contains similar rules, which, in turn, are based on the main norms of ethical relations.

So, virtually all areas of business ethics have rules applicable to ethics of conduct in a broad sense. In addition, all areas of business ethics, without exception, are based on the fundamental norms of ethics. These include respect for the self-esteem and personal status of another person, understanding the interests and motives of others' behavior, social responsibility for their psychological security, etc.

1.2 Basic Principles of Business Ethics

Principles of Business Ethics are a generalized expression of moral requirements developed in the moral consciousness of society, which indicate the necessary behavior of participants in business relationships.

Modern business ethics, according to many scientists, should be based on three most important provisions:

The creation of material values in all the variety of forms is considered as an initially important process;

Profit and other income are viewed as the result of achieving various socially significant goals;

The priority in resolving the problems that arise in the business world should be given to the interests of interpersonal relations, and not to the production of products.

In the work of the American sociologist L. Hosmer, modern ethical principles of business conduct are formulated, based on the axioms of world philosophical thought, which have been tested for centuries by theory and practice. There are ten such principles and, accordingly, axioms 1.

1. Never do anything that is not in your long-term interests or the interests of your company (the principle is based on the teachings of ancient Greek philosophers, in particular Protagoras, about personal interests, combined with the interests of other people, and the difference between long-term and short-term interests).

2. Never do something that could not be said to be really honest, open and true, which could be proudly announced to the whole country in the press and on television (the principle is based on the views of Aristotle and Plato about personal virtues - honesty, openness, moderation, etc.).

3. Never do that which is not good, which does not contribute to (the formation of a feeling of being united, since we all work for one common goal (the principle is based on the commandments of world religions (St. Augustine), calling for good and compassion).

4. Never do what violates the law, because the law contains the minimum moral norms of society (the principle is based on the teachings of T. Hobbes and J. Locke on the role of the state as an arbiter in competition between people for the good).

5. Never do what does not lead to greater good than harm to the society in which you live (the principle is based on the ethics of utilitarianism (the practical benefits of moral behavior), developed by I. Bentham and J. S. Mill).

6. Never do what you would not want to recommend to others who find themselves in a similar situation (the principle is based on the categorical imperative of I. Kant, which declares the famous rule about a universal, universal norm).

7. Never do anything that infringes on the established rights of others (the principle is based on the views of J.J. Rousseau and T. Jefferson on the rights of individuals). ...

8. Always do so to maximize profits within the limits of the law, the requirements of the market, and with full consideration of costs. For the maximum profit, subject to these conditions, indicates the greatest production efficiency (the principle is based on economic theory A. Smith and V. Pareto's doctrine of the optimal deal).

9. Never do what could harm the weakest in our society (the principle is based on Rawls's rule of distributive justice);

10. Never do anything that would interfere with the right of another person to self-development and self-realization (the principle is based on Nozick's theory of expanding the degree of individual freedom necessary for the development of society).

These principles are present to varying degrees and are recognized as valid in various business cultures. The ideal, albeit very distant, goal of the world business community is becoming a type of relationship based on the triumph of moral and ethical principles. One of the most important steps in this direction can be considered taken in 1994 in the Swiss city of Ko (Caux) Declaration Co. - Business Principles. The Declaration attempts to unite the foundations of Eastern and Western business cultures, initiated by the leaders of the largest national and transnational corporations in the United States, Western Europe and Japan. 2

The preamble to the Principles of Business, in particular, states: “Laws and market forces are necessary, but not sufficient, guidelines for action. The fundamental principles are: responsibility for current business policies and actions, respect for human dignity and the interests of those who participate in business. Values shared by all, including the commitment to promoting shared prosperity, are as important to the global community as they are to smaller communities. ”

As the main principles of international business the following are highlighted:

business responsibility: from the good of shareholders to the good of its key partners;

economic and social impact of business: to progress, justice and the world community;

business ethics: from the letter of the law to the spirit of trust;

respect for the rule of law;

supporting multilateral trade relations;

care for the environment;

refusal of illegal actions.

These principles determine the nature of the relationship between macro-subjects of the social and economic structure of society - organizations, the state, society as a whole. The macro-level approach is especially important for economies in transition, in which the transformation of basic economic institutions is taking place. Failure to comply with ethical principles at the macro level, as a rule, leads to a waste of effort on solving particular ethical problems at the level of the work collective.

The Co Declaration also proposes the key principles of micro-level relationships, i.e. organizations with buyers, owners (investors), personnel, suppliers, competitors.

So, in a relationship organizations with buyers the following principles should become key:

Provide its customers with the highest quality goods and services in accordance with their requirements;

Deal with them honestly in all aspects of their commercial activities by providing a high level of service to meet their needs;

Make the necessary efforts to ensure that goods and services will maintain or improve the health and safety of customers and the environment;

Ensure respect for human dignity in product offerings, marketing and advertising; respect the integrity of customers' culture.

Relationship organizations with owners (investors) should be based on the following principles:

Provide professional and careful management to guarantee a fair and competitive return on capital for owners and investors;

Provide owners and investors with open access to information, limited only by the framework of the law and conditions of competition;

Preserve, protect and augment the assets of owners and investors;

Pay attention to their requirements, proposals, resolutions.

Relationship organizations with staff it is recommended to build on the following principles:

Provide workers with work and wages that improve their standard of living;

Create working conditions for employees that do not harm their health and human dignity;

Be honest in dealing with their employees and provide them with open access to information, limited only by the framework of the law and the conditions of competition;

Listen and, if possible, respond to employee suggestions;

In case of conflicts, participate in open negotiations with the labor collective;

Avoid discriminatory policies and guarantee staff equal rights and opportunities regardless of gender, age, race or religion; stimulate, within the framework of their business, the use of labor of workers with different professional levels in those areas where they can bring the greatest benefit;

Provide labor protection in order to avoid accidents and occupational diseases;

Encourage and assist workers to develop the necessary skills and abilities, to be sensitive to the serious employment challenges often associated with business decision-making, and to work with governments, labor associations, other services and each other on workforce placement.

The following are also generally accepted ethical principles for both organizations and individual leaders:

“The golden rule of the manager” - within the framework of the official position, never allow in relation to his subordinates, to the management, to clients, etc. such actions, which they would not want to see in relation to themselves;

Advance payments by trust (the team creates favorable conditions for making decisions and their implementation, when each person is given maximum trust - his potential, qualifications, sense of responsibility);

The right to freedom of official behavior, actions, actions of a manager or an ordinary employee of the organization, not only within the framework of the law, but also within the limits that do not violate the freedom of other managers or ordinary employees (freedom that does not limit the freedom of others);

Fairness in the ownership / acquisition of powers, responsibilities, the right to dispose of resources of various types, in determining the timing of work, etc. (to the extent and until these powers, rights and obligations do not concern, do not affect, do not weaken the rights , responsibility, authority of other managers, do not go beyond the organization);

Fairness in the transfer of funds and resources, as well as rights, privileges and benefits (voluntary transfer by the manager of all of the above is considered ethical, unethical - rough pressure towards an employee, demands to violate the norms of universal ethics or the law);

Maximum progress (actions of a manager or an organization as a whole are ethical if they contribute to the development of the organization or its individual parts, without violating existing ethical standards);

Tolerant attitude of the manager to the moral foundations rooted in the management of other countries and regions;

Reasonable combination of individual and collective principles in the work of a manager, in decision-making;

Persistence of impact, since ensuring compliance with ethical standards is mainly based on the use of social psychological methods, which, as a rule, require long-term use to obtain the desired result.

In an effort to take into account the specifics of the business culture. The Russian Business Culture National Foundation has developed a document called “Twelve Principles of Doing Business in Russia”, which calls upon entrepreneurs to approve the following principles of business relations (see Table 1).

The general ethical principles of business relationships should be used to develop ethical systems by any organization and leaders.

Table I

BUSINESS PRINCIPLES 3

№ p / p	Name of the group of principles	Composition of group principles
1	2	3
1	Personality principles	1. Profit is most important, but honor is more important than profit. 2. Respect the participants in a common cause - this is the basis of relations with them and self-respect. Respect and self-esteem are given by fulfilling our business commitments. 3. Refrain from violence and threats of violence as ways to achieve business goals.
22	Professional principles	4. Always do business according to your means. 5. Justify trust, it is the basis of entrepreneurship and the key to success. Strive to gain a reputation as an honest, competent and decent partner. Be who you want your best partner to be. 6. Compete with dignity. Do not bring business disputes to court. The most reliable partner is the one who also benefits from the deal.
33	Principles of a citizen of Russia	7. Obey applicable laws and obey the legal authority. 8. To legally influence the government and lawmaking, unite with like-minded people on the basis of these principles. 9. Do good for people, and not for the sake of self-interest and vanity. Do not demand indispensable public recognition for him.

44	Earth Citizen Principles	10. When creating and running a business, at least do not harm nature. 11. Find the strength to resist crime and corruption. Help them become disadvantageous to everyone. 12. Be tolerant of people of other cultures, beliefs and countries. They are no worse and no better than us, they are just different.

1.3. Patterns of interpersonal relationships

In the process of professional activity, one should take into account the laws that determine the characteristics of interpersonal relationships. The regularity of interpersonal relations is understood as an objectively existing stable connection of the phenomena that arise in interpersonal communication and leaves a significant imprint on its character.

The patterns of interpersonal relationships can be considered as psychological patterns management activities, their action is manifested, as a rule, when performing management functions expressed in various organizational orders, instructions, orders, manuals, etc. Taking into account the peculiarities of the manifestation of these patterns will make it possible to correctly assess the emerging interpersonal situation, and such an assessment is especially important in the relationship between the leader and subordinate. Adequate assessment of the situation makes it possible to form an effective line of behavior, to include in action the rules of ethics of business communication necessary at the moment.

It should be noted that the patterns of interpersonal relations apply not only to the sphere of professional activity. In addition, the presented patterns do not exhaust the entire set of psychological patterns of managerial activity. Only those of them are considered that have a direct impact on the formation of ethical attitudes in human relationships.

One of the main ones is pattern of uncertainty in response or, in other words, the dependence of people's perception of external influences on the differences in their personal characteristics, the specific situation in which the impact occurs, the characteristics of the transmission of the impact.

Studying the mechanism of this pattern allows you to answer a number of questions that often arise in the process of interpersonal relationships: why did the other person not do what you asked him or what you pointed out? Why did your words, actions, instructions offend another person, moreover, unexpectedly for you? Why did the other person do the wrong thing and do the wrong thing as you asked or directed? etc.

The mechanism of action of the pattern of response uncertainty is basically formed under the influence of the relationships described in one of the theories of motivation, namely, in the theory of expectations by Viktor Vrum. It is based on the proposition that the presence of an active need is not the only necessary condition for motivating a person to achieve a certain goal. He must also hope that the type of behavior he chooses will actually lead to the satisfaction or acquisition of what he wants. According to Vroom, the motivation model boils down to the fact that the level of the motivational force acting in a particular managerial situation is determined by the totality of the probabilities of certain events. These probabilities are viewed as a series of individual expectations. These include the expectation that:

The effort expended will bring the desired results;

The results will entail certain rewards;

A certain reward will satisfy the person (become desirable in this situation).

A more detailed mechanism of action of the pattern of response uncertainty can be explained using another theory of the motivation process labor activity- the Porter-Lawler models (see Fig. 1.1). The interpretation of the model in this case is given more broadly than in other sources describing the theory of motivation. In the figure, to emphasize interpersonal relationships, additional relationships have been introduced between the blocks of the model, shown by the dashed line. A broader interpretation can be given to the concept of external reward used in this model.

In the general case, external reward is objects or states that are valuable to a person, given to him from the outside and prompting him to take certain actions.

External rewards are not only praise from the manager, a bonus, a promotion, but also maintaining normal relations with a circle of persons that is significant for the performer of an action, or establishing relations with this circle of persons as a result of performing an action, obtaining a new professional role , acquisition of exclusive rights, etc. In assessing external rewards, their possible negative value should be considered, for example, getting additional workload, excluding a certain group social environment, etc.

In contrast to the external, internal reward is a state that is valuable to a person and is brought in by himself as a result of certain actions. Internal reward is a feeling of satisfaction with any action, a sense of self-respect; along with the external, it can also induce certain actions.

Before making an effort to achieve a result, the performer assesses the likelihood of the "effort - reward" relationship. This assessment is based on an analysis of the existing experience (both one's own and other people), as well as a predictive analysis of the development of the situation in which the performer is involved. Experience and prediction of perceived fair remuneration are assessed in a similar way. If a person instructing another to do something (that is, to make certain efforts), chose a method of influencing the performer that does not correspond to his expectations and characteristics, did not contribute to a positive analysis of the existing experience and forecast proposals - in this case, the performer consciously or unconsciously will look for ways to reduce the effort to carry out the assigned action.

Rice. 1.1. The mechanism of action of the pattern of response uncertainty based on the Porter - Lawler model
In addition to the above-mentioned regularity of interpersonal relations, there is the regularity of the inadequacy of the display of a person by a person and the inadequacy of self-esteem. Its meaning is that no person can comprehend another person, as well as himself, with such a degree of certainty that would be sufficient for making serious decisions about this person and about himself.

The action of this pattern indicates that any person who evaluates the results of work, professional behavior, personality traits other people (colleagues, subordinates, managers, external partners, etc.), must observe the maximum balance and correctness. It should be borne in mind that any assessment at a given moment in time cannot be final. Any person undergoing assessment has the ability to develop and change their abilities, personality traits and motivational attitudes. It should also be borne in mind that at a particular moment in time a person may be in such a physical, intellectual and emotional state, which is generally uncharacteristic for him and can change quite quickly.

The features of the manifestation of the pattern under consideration should be taken into account when carrying out formal (organizationally-regulated) assessment procedures, for example, when carrying out certification of personnel, as well as in assessing current phenomena in the process of professional activity.

It should be remembered that a person changes in accordance with the law of age-related asynchronous ™ (that is, at any given time, an individual of a certain age can be at different levels of physical, intellectual, emotional and motivational development). In addition, a person consciously or unconsciously protects himself from attempts to reveal his features and capabilities. Often a person tries to show himself to other people not as he really is, but as he would like to be seen by others.

At present, the principles of approaching a person as an object of cognition have been developed. The most important among them are:

The principle of universal talent (“there are no people who are incapable, there are people who are not busy with their own business”);

Development principle (abilities develop as a result of changes in the living conditions of the individual and intellectual and psychological training);

The principle of inexhaustibility (not a single assessment of a person during his life can be considered final).

The inadequacy of self-esteem can be viewed as a special case of the inadequacy of the display of a person by a person. If someone tries to evaluate himself, then the action of the considered pattern is similar.

Important in interpersonal relationships is the regularity of the distortion of the meaning of information. It acts objectively and the stronger, the more people use any array of information at the input and output of any process. The influence of this pattern is especially typical for management information circulating within one or more organizations. This type of information is associated with a large number of employees and a large number of steps in the hierarchical structure, which objectively affects the deviation of the meaning of information from the original in the process of its movement.

This pattern is based on such circumstances as the multivariate interpretation of the conceptual composition of the language in which information is transmitted, as well as differences in the perception of information by different people and even by one person at different points in time. The multivariate interpretation of the conceptual composition of the language is associated with the fact that management information is transmitted in natural language and this predetermines the possibility of different interpretation of the same message. Differences in the perception of information are due to different levels of physical, intellectual, emotional and motivational state of people who develop, receive and transmit information messages. Moreover, as already noted, each person at a particular point in time may differ in his condition from the previous or subsequent period.

Another pattern, the action of which in interpersonal relationships is very often forgotten, is the regularity of psychological self-defense. In relation to other people, we, as a rule, put their external physical safety first, neglecting psychological. However, people themselves attach great importance to their own psychological safety and self-defense against encroachments on it. The leading motive of social behavior is the preservation of personal status, human dignity.

In everyday life, in the process of professional activity, several types of safety can be distinguished:

External physical;

Internal physical;

Legal (or legal);

Social;

Psychological.

All of these types of safety are important and significant for humans. As already noted, very often those around them neglect the psychological safety of other people, which manifests itself in a conscious or unconscious encroachment on the leading motives of a person's social behavior. It should be remembered that each of us actively or passively tries to defend against these encroachments. Regardless of the form in which such protection occurs, it disrupts normal, useful relationships between people, creates barriers in communication between them.

1.4. Ethical Issues in Business Relationships

In recent decades, the ethical side of business relations as a field of scientific and practical knowledge in countries with developed market economies has experienced a significant rise. Two explanations are put forward for the growing interest in this area. The first is that the level of ethics in business relations has remained the same (the same as it was 20-30 years ago), and the more knowledgeable population makes increased demands on the business sphere. According to the second explanation, ethical standards in business relations have declined due to the decline in the importance of religious values and traditional morality, both at the level of personal ethics (primarily managers) and corporate (organization). Every year, hundreds of seminars and conferences on the problems of business ethics are held in the world, international congresses and congresses regularly meet, dozens of books and textbooks are published, special magazines... All of this demonstrates that the business community is not only aware of ethical issues, but also attaches great importance to them.

The most important "perennial" moral dilemmas faced by business entities include the following:

The ratio of goals and means of achieving them;

The balance of personal and public interests;

Choosing between short-term benefits and long-term results;

The ratio of material and spiritual values when making decisions.

In modern conditions at the macro level, the key ethical problems of business relations arise in the following 4 areas:

Relationships between organizations;

Relations between organizations and the state;

The relationship between manufacturing organizations and consumers;

Relationships between organizations and owners (investors);

Relationships between organizations and local communities;

The relationship between organizations and the environment.

Between organizations operating in the same area, competition is inevitable, in the process of which the question of the choice of means of victory over a competitor necessarily arises, including such as reducing the price of a product even below its cost level, including due to a fall wages to reduce costs, etc. Economic measures have, however, a reverse - moral - side: to what extent competition can continue without violating the moral norms and principles adopted in society.

To date, there are several concepts related to the problem of relationships organizations and the state, organizations and society as a whole. In accordance with the neoconservative concept based on classical bourgeois-individualistic views, interference in the affairs of an organization by both the state and society is unacceptable. It is believed that an organization that makes the most of the freedom granted will generate higher profits and thus benefit society (in the form of more income for shareholders, higher wages for employees, and also in the form of charity). A second, more popular concept argues that the organization is part of public structure and as a public institution, it should not only be influenced by society and the state, but also be regulated and monitored both “from below” and “from above”. From below - by members of society through formation public opinion on the assessment of the organization's activities and the quality of its products. Above - by special state structures and laws, primarily in such areas as regulation of the activities of organizations in order to ensure the efficiency of the economy; regulation of relations between producers and consumers; regulation of the actions of organizations in relation to the environment. At the same time, through lobbying, organizations strive (and not unsuccessfully) to influence the policy pursued by the state. On both sides, there is a tendency for a moral assessment of their actions from the point of view of a positive result, however, the parties put different content in the concept of a positive result.

Relationship problem between manufacturing organizations and consumers occurs very often. Ultimately, while an organization strives to maximize its profits, its operations will only be successful if it gives consumers what they want. Products will not be sold if they do not meet consumer standards or are charged an unacceptable price. The system of relations between manufacturing organizations and consumers, however, will work successfully under two conditions: if the consumer receives adequate and accurate information about the product so that he can make an informed decision, and if the consumer is free to choose what he wants. to buy. Organizations must ensure the safety of their products, improve quality control standards, and appearance and product performance. As practice shows, in a market system, when a manufacturer, a seller (intermediary) and a consumer enter into a relationship, protecting the interests of the latter is rather difficult. It is feasible in cases where a manufacturer or seller, not valuing the reputation of their company, offers the consumer a low-quality product that does not fulfill its purpose, with an expired shelf life. However, when producing high-quality products in general, the manufacturer often prefers to remain silent about defects in its design or potential dangers that may appear during operation. The consumer will receive information about this only when faced with shortcomings. In addition, the problem of product safety and quality has another, to a certain extent, ethical aspect: the prestige of a country in the world market depends on the production of competitive, high-quality goods by firms.

Another, no less important moral problem in the relationship between manufacturing and consumer organizations is advertising. Advertising is important in the process of competition between organizations and in shaping the needs of potential buyers. However, here there is a problem of accuracy, truthfulness of information received by consumers. Even a seemingly harmless exaggeration is followed by the emergence of moral problems: the consumer, not receiving accurate information, is deprived of a free, justified, reasonable choice. Another important moral problem associated with advertising is the problem of manipulating the consumer, imposing unnecessary products on him, creating needs and desires in him that could not arise in the process of real life.

Apart from all other obligations organization should remember their responsibility to owners (investors), The main part of the set existing ways Deception of investors falls into two categories: investment manipulation and dishonest use of profits or assets, leading to a decrease in the legitimate income of investors. Every year around the world, tens of thousands of people become victims of investment manipulation. According to experts, people, seduced by promises of high profits, every year invest more than $ 1 billion in non-existent oil development, grandiose "inflated" projects, and so on. The management of the organization can also abuse investments, using income and resources for personal enrichment. The most commonly used method is fraudulent transactions with expense items, another generally accepted move is to overstate the invoice with the subsequent division of the difference between the overstated and real amount of the invoice with the supplier. Finally, there is a practice of selling confidential information to a competing organization or using it to play on the stock exchange.

Moral issues also arise in relationships. organizations with the local community. It is on the participation of organizations in ensuring its economic stability, the development of local infrastructure, the creation of new jobs, the preservation of enterprises on which the existence and well-being of these communities depend. Organizations also have a “moral duty of philanthropy” to support unprofitable enterprises that are important both for the existence of a particular local community and for the cultural and social development of regions (education, medicine, landscaping and leisure activities).

The relationship between organizations and the environment are one of the most pressing problems of our time. The aggravation of the ecological situation on the planet had a dual impact on entrepreneurship. On the one hand, a new and vast area of capital investment has emerged:

Development and production of waste-free technologies and treatment equipment for various industries;

Development of technologies and production of equipment for the disposal of industrial and household waste;

Release of environmentally friendly food and drinking water;

Development of the recreation industry in ecologically clean areas;

Financing of environmental activities, etc.

On the other hand, capital costs have increased and many entrepreneurs must:

Pay significant sums in the form of fines for environmental pollution and environmental damage caused to nature;

Change production technology, investing heavily in its modernization, taking into account existing environmental standards;

Take into account in their activities environmental legislation, which tends to tighten its standards;

Create an attractive "ecological image" of your company and your products in the eyes of the public and state environmental organizations;

Cooperate with government services, representatives local government, trade union and public organizations in the protection of the environment;

Develop a rational strategy in the field of environmental management, taking into account the ecological situation in the region where the activity is carried out.

Real practice shows that many organizations are trying to solve ecological problems violating moral and legal norms. Hiding true information about the consequences hazardous industries for the environment, the transfer of such industries to countries with undeveloped environmental legislation, bribery of officials responsible for compliance with environmental protection measures are the most common methods of violations.

Serious moral issues are now also emerging at the micro level, within organizations, in areas such as 5:

The relationship between managers and subordinates;

Official disclosures;

The position of women in the organization;

Mutual services.

There are four groups of main arguments justifying Adoption management decisions, ethically wrong:

The belief that this activity does not go beyond the ethical and legal norms, that is, in fact, it is not immoral;

Confidence that this activity is in the interests of the individual or corporation and that such actions are expected;

Confidence that the activity is “safe” as it will never be discovered and released to the public;

The belief that because the activity helps the organization, it will be tolerant and even protect the person doing it.

A significant number of people who find themselves in an ambiguous business situation consider all those actions that were not prohibited to be correct. Top managers rarely ask their subordinates directly for illegal or reckless actions, but they often make it clear that there is something they would prefer not to know about, while hinting at significant rewards. Grassroots managers generally lack clear guidelines as to which aspects of their business will be overlooked and which ones will be condemned.

Ambitious managers are looking for ways to attract attention, to stand out from others. Some people think that it is not difficult to look good in the short term if you avoid doing things that will only work in the long term (for example, you can ignore the repair service, or retraining, or the problem of improving the quality of customer service). Managers are often promoted on the basis of "huge" results achieved in precisely this way, and their less fortunate followers are responsible for the decisions made earlier. Many cases of illegal behavior in organizations are never investigated. In moments of crisis, the boundaries of unacceptable actions are generally "forgotten".

The relationship between leaders and subordinates affect the entire nature of business communication, largely determining its moral and psychological climate. This concerns, first of all, how and on the basis of what orders are given in the management process, what is the expression of service discipline, whether subordinates participate in decision-making, what methods are used to encourage subordinates to take more active actions, to what extent their individuality is taken into account.

A significant part of people, meeting in organizations with egregious facts of waste, deception or corruption, does nothing for them. official disclosure. Starting from childhood, informing elders about the unseemly deeds of their peers, and later - colleagues or immediate superiors, is perceived by many very negatively. From an ethical point of view, there is indeed a moral dilemma in such situations. The question arises about the criteria for the correctness of this kind of information.

Every year the share of women in production, in management, in the public service is constantly increasing. Women are increasingly conquering paid employment and professions. But despite the progress made in the position of women in the organization, they continue to face significant challenges, including: lower earnings than men in the same field; restriction of career advancement to senior management positions (the so-called "glass ceiling"); sexual harassment that affects activities and future careers.

Often in business relations, problems are resolved in violation of the existing legal, economic, and moral order, through the use of the position of individuals with privileged access to goods and services. In system mutual services the recipient is obliged to return the service sometime in the future, but with “interest”. And when the service is returned, then the person who previously provided it is again obliged to repay for this even greater service. Growing up, the system of this kind of informal relationships based on the principle "you - me, I - you" destroys the existing official relations between people and organizations. The situation with illegal or immoral receipt of certain goods or services can take an ethically more complex form, when a person does not represent his own interests, but the interests of the organization, that is, its personnel, customers, consumers. A cultural tradition that is closely related to the system of mutual services is gifts. Giving or receiving a gift means much more than just a friendly gesture. Difficulties in the traditional exchange of gifts are associated with the establishment of criteria for distinguishing a gift from a bribe and the corresponding assessment of staff behavior.

Based on a survey of executives various organizations in the United States, the following ethical issues in business relationships have been highlighted:

Concealment of facts and incorrect information in reports during inspections;

Release of low-quality products or the need for its constant maintenance;

Overpricing or outright deception in business negotiations;

Excessive self-confidence in judgments, which can lead to damage to the interests of the company;

Unconditional obedience to leadership, no matter how unethical and unfair it may be;

Presence of favorites;

Inability to express your indignation and disagreement in an atmosphere of constant unethical behavior;

Inability to pay due attention to family or personal affairs due to the abundance of work;

Manufacturing of products with questionable safety characteristics;

Failure to return any things or valuables taken at the workplace, from colleagues or from company funds;

Deliberately exaggerating the benefits of your work plan for gaining support;

Exaggerated attention to moving up the hierarchical ladder to the detriment of the interests of the case;

Moving up the career ladder "over the heads" of colleagues;

Cheating employees in order to obtain benefits for the company;

Forging alliances with dubious partners in the hope of a fluke;

Delays and delays in fulfilling their duties, which leads to a waste of company time and money;

Providing a negative impact on the socio-political process by amending legislation in exchange for bribes.

To a large extent, this list of problems is also true for Russian conditions. Leaders and workers who face such problems cannot follow only what they have learned about morality in their families, from teachers, in the church, etc. to resolve them. Often immoral decisions are made and impartial acts are committed by people who are extremely honest. and have the best intentions. Modern business relationships are extremely ethical issues. To solve them, it is necessary to develop certain approaches, the establishment of "rules of the game" that contribute to the successful fulfillment of professional tasks by participants in business relations and the harmonization of the interests of the business sphere and society,

Review questions for chapter 1

2. What explains the increased emphasis on ethical conduct in business practices and training programs?

3. Show on specific examples interdependence of the rules of ethics in a general sense and business ethics.

4. What ethical principles are considered universal in modern business relationships?

5. Compliance with what ethical principles do you consider the most important for the development of business relations in modern conditions?

6. What factors, in your opinion, determine the attitude of business entities towards ethical standards?

7. Explain the mechanism of action of the pattern of response uncertainty using the Porter - Lawler model.

8. What is the essence and practical manifestation of the inadequacy of the person's display and the inadequacy of self-esteem?

9. What are the reasons for the appearance of patterns of distortion of the meaning of information? What can be practical advice aimed at reducing the negative consequences of this pattern?

10. Explain the essence of the concepts of psychological safety and psychological self-defense.

11. What, in your opinion, are the reasons for the increased attention to the ethical side of business relations in modern society?

12. What are the main ethical issues at the macro level of business relations?

13. What are the main ethical issues at the micro level of business relationships.

Practical exercises for chapter 1

Assignment 1.1

Using the data below, determine what type of person you and your group colleagues are.
ETHICAL FEATURES OF PERSONALITY TYPES 6
American psychologists Kroeger and Tewson, relying on Jung's typology of personalities and the work of Myers and Briggs, published the book "Types of People and Business", in which they linked types of people and factors and conditions conducive to achieving success at work. Key words in the description of the characteristics of the behavior of individuals different types are given in table. 1.

Table 1

KEY WORDS IN PERSONALITY TYPES BEHAVIOR DESCRIPTIONS

TYPE E - EXTRAVERSION

TYPE I - INTROVERSION

Communicative

Interaction

External manifestation

Extensive

Extensive connections

Energy consumption

Outward expression of emotion

First they say, then they think

They do not like solitude

Love to receive public praise

Closed

Concentration

Inner life

Depth

Intensive

Limited connections

Energy saving

Internal reaction

First they think, then they say

Love solitude

Praise is alarming

TYPE S - TOUCH, REAL

TYPE N - INTUITIVE

Natural

The present

Realistic, specific

Hard work

Random

Future

Conceptual,

Global, general

Facts

Practical

There are real facts -

There is a subject for discussion

Inspiration

Theories, relationships

Soaring in the clouds

Original

General impression

What would happen if ...

TYPE T - THINKING	Type f - sentient
Objective Solid Stand one's ground Equitable Definition Analytical Installation Candid	Subjective Kindhearted Circumstances Belief Humane Harmony Human values Participator
TYPE J - DECISIVE	TYPE P - RECEIVING
Settlement Unchanging To govern Closedness Planned Structure Definite Deadline	Undecided "Wait and see" Adapt Openness Inconclusive Indicative "What else is there for the term"

Representatives of what type of personality interpret ethics, morality, values and their totality in their own way:

Type E has a tremendous need to control the behavior of everyone around him;

Type I constantly controls itself and close relatives, for representatives of this type ethical responsibility is an internal process, the motto is “Be true to yourself”;

For type S, ethics is a concrete phenomenon, momentary, related to a specific event and requiring a decision at the moment;

Type N sees ethics as part of a larger system related to ideas of truth and principles; ethics is relative, any situation must be viewed in context;

Type T sees in ethics objective principles, for violation of which punishment is imposed, and if someone cannot live by the rules, he needs to be dealt with;

Type F sees in ethics the result of relationships between people, right or wrong behavior should be measured using a personal value system (subjectively);

Type J perceives ethics in black and white: if it exists, then there is nothing more to discuss;

Type P always doubts even those ethical issues in which he was previously sure: new data can lead to a revision of even his fundamental ethical norms.

TYPE E. If you are type E, then you need to listen to the person, do not interrupt, do not get involved in an argument, do not rush to give superficial advice	If the other is type E, help him determine by asking specific questions
TYPE I. If you are type I, pay attention to the feelings of the other, empathize, but do not take other people's problems with you, do not worry about them alone	If the other is Type I, remember that it is difficult for him to share thoughts. He should be helped to open up, create an appropriate atmosphere. If an extrovert is prone to exaggeration, then an introvert is prone to understatement.
TYPE S. If you are type S, do not let others stray to the side, demand details, facts, make sure that the issue is being solved, and the problem is within your competence	If the other is type S, then he can perceive the ethical situation out of context, fail to notice options, interpret the situation negatively. The task is to show that not everything is bad, to bring him back to solid ground
TYPE N. The role of type N is to pay attention to large-scale phenomena, to see the fate of the company in perspective and, in this regard, to detect possible options... Belonging to the intuitive type of behavior - the transformers of the world, can see a way out in a hopeless (according to others) situation	If the other is type N, then, probably, he has already invented a lot of things around the problem, and we need to give him the opportunity to figure it out, get Additional information, get on real ground, simplify the situation
TYPE T. If you are type T, help others to figure out whose competence this ethical problem is, and also to maintain objectivity, consistency, realism	If the other is type T, then he should be reminded of what consequences his decision is fraught with for others, what feelings he himself had in a similar situation, so that he could better think about the consequences.
TYPE F. If you are type F, try not to save another from an ethical problem, not to take everything upon yourself, not to impose your value system, but also not to abandon it. Remain objective and detached, but expressing how you would feel in his place can help someone else.	If the other is type F, then in a situation of an ethical problem he can be contradictory, bring in a lot of personal, you should help him figure out which of his relatives this is connected with, be tactful, but firm
TYPE J. If you are type J, avoid the urge to deal with the situation and the perpetrators quickly. Better to think over at least a rough plan	If the other is type J, then it will come with ready plan, a package of solutions. You should argue with him, consider other options and circumstances
TYPE R. If you are type P, do not let others hack from the shoulder, show possible alternatives, but know how to stop in time, let others speak up.	If the other is type P, then he will present the ethical problem in a vague way, possibly confusing it with other problems. You should help him focus on the real problem, be specific and consistent, bring the matter to the end, control the performer

Assignment 1.2

TEST "DIAGNOSTICS OF INTERPERSONAL RELATIONS" T. LIRY 7

You are presented with a list of characteristics. You should carefully read each and decide if it matches your self-image. If so, mark it with a plus sign or write “yes” against it. If not, don't write anything.

Simultaneously or sequentially, you can evaluate the proposed characteristics from the point of view of "Ideally I" (what you want to be), as well as how the characteristics suit any person of interest to you - "My partner". Try to be sincere. If you are not completely sure, do not put signs.

I. 1.	Others think favorably of him.
2.	Makes an impression on others.
3.	Knows how to dispose, order.
4.	He knows how to insist on his own.
II. 5.	Possesses self-esteem.
6.	Independent.
7.	Able to take care of himself.
8.	May be indifferent.
III. nine.	Able to be harsh.
10.	Strict but fair.
11.	Maybe sincere.
12.	Is critical of others.
IV. 13.	Loves to cry.
14.	Often sad.
15.	Able to show distrust.
16.	Often disappointed.
V. 17.	Able to be critical of himself.
18.	Able to admit that he is wrong.
19.	Willingly obeys.
20.	Compliant.
Vi. 21.	Noble.
22.	Admiring and imitative.
23.	Good.
24.	Seeker of approval.
Vii. 25.	Able to cooperate.
26.	Strives to get along with others.
27.	Friendly, benevolent.
28.	Attentive and affectionate.
VIII. 29.	Delicate.
30.	Approving.
31.	Responsive to calls for help.
32.	Selfless.
I. 33.	Able to evoke admiration.
34.	Respected by others.
35.	Has a talent for leadership.
36.	Loves responsibility.
II. 37.	Self-assured.
38.	Self-confident and assertive.
39.	Business-like and practical.
40.	Likes to compete.
III. 41.	Strict and cool where necessary.
42.	Relentless and impartial.
43.	Irritable.
44.	Open and straightforward.
IV. 45.	Does not tolerate being commanded.
46.	Skeptical.
47.	It's hard to impress him
48.	Touchy, scrupulous.
V. 49.	Easily embarrassed.
50.	Insecure.
51.	Compliant.
52.	Modest.
Vi. 53.	Often resorts to the help of others.
54.	He respects authorities very much.
55.	Readily accepts advice.
56.	Trusting, striving to please others.
Vii. 57.	Always kind in handling.
58.	Treasures the opinion of others.
59.	Sociable and easygoing.
60.	Kindhearted.
VIII. 61.	Kind, instilling confidence.
62.	Gentle and kind-hearted.
63. Likes to take care of others.
64. Unselfish, generous.
I. 65. Likes to give advice.
66. Gives the impression of significance.
67. Boss-imperative.
68. Domineering.
II. 69. Boastful.
70. Arrogant and self-righteous.
71. Thinks only of himself.
72. Sly and calculating.
III. 73. Intolerant of the mistakes of others.
74. Self-serving.
75. Frank.
76. Often unfriendly.
IV. 77. Embittered.
78. Complainant.
79. Jealous.
80. Remembers insults for a long time.
V. 81. Prone to self-flagellation.
82. Shy.
83. Uninitiated.
84. Meek.
Vi. 85. Dependent, dependent.
86. Likes to obey.
87. Allows others to make decisions.
88. Easy to screw up.
Vii. 89. Easily falls under the influence of friends.
90. I am ready to trust anyone.
91. Favorable to all indiscriminately.
92. Sympathizes with everyone.
VIII. 93. Forgives everything.
94. Overwhelmed with excessive compassion.
95. He is generous and tolerant of shortcomings.
96. Seeks to patronize.
I. 97. Strives for success.
98. Expects admiration from everyone.
99. Disposes of others.
100. Despotic.
II. 101. Snob (judges people by rank and wealth, and not by personal qualities) 102. Conceited. 103. Selfish. 104. Cold, callous. III. 105. Sardonic, mocking. 106. Spiteful, cruel. 107. Often angry. 108. Insensitive, indifferent. IV. 109. Vindictive. 110. Permeated with the spirit of contradiction. 111. Stubborn. 112. Distrustful and suspicious. V. 113. Timid. 114. Shy. 115. Differs in excessive readiness to obey. 116. Soft-bodied. Vi. 117. Almost never objects to anyone. 118. Unobtrusive. 119. Likes to be taken care of. 120. Overly trusting. Vii. 121. Seeks to win everyone's favor. 122. Agrees with everyone. 123. Always friendly. 124. Loves everyone. VIII. 125. Too indulgent towards others. 126. Tries to comfort everyone. 127. Takes care of others to the detriment of himself. 128. Spoils people with excessive kindness.

KEY

Please note that the list of characteristics is divided into blocks from I to VIII with 4 questions in each block. Blocks I through VIII are repeated, and the respondent "goes through" them 4 times. After evaluating the availability of all the proposed 128 characteristics, add up the number of "+" for each block. Write out the result:

Iblock- ... points (that is, the total sum of pluses when answering block I, which occurs 4 times);

IIblock- ... points, and so on until VIIIblock.

If you assessed several personalities: “I am now”, “I am ideally”, “My partner”, then for each assessed person, make your own separate calculation of points (the number of “+”) for each block.

RESULT

Types of attitudes towards others for each of the eight blocks of answers (in points):

13-16 - dictatorial, domineering, despotic character, a type of strong personality that leads in all types of group activities. He instructs everyone, teaches, strives to rely on his own opinion in everything, does not know how to accept the advice of others. The surrounding people note this authority and recognize it.

9-12 - dominant, energetic, competent, authoritative leader, successful in business, loves to give advice, demands respect for himself.

O-8 is a confident person, but not necessarily a leader, tenacious and persistent.

II. Egoistic

13-16 - seeks to be above everyone, but at the same time is on the sidelines, narcissistic, calculating, independent. Shifts the difficulties to others, but he himself refers to them somewhat alienated; boastful, self-righteous, arrogant.

O-12 - selfish traits, self-orientation, tendency to compete.

III. Aggressive

13-16 - harsh, harsh and hostile towards others; aggressiveness can reach antisocial behavior.

9-12 - demanding, straightforward, frank, strict and harsh in assessing others, irreconcilable,

Inclined to blame others for everything, mocking, ironic, irritable. O-8 is stubborn, stubborn, persistent and energetic.

IV. Suspicious

13-16 - alienated in relation to a hostile and evil world, suspicious, touchy, inclined to doubt everything, vindictive, constantly complaining about everyone.

9-12 - critical, experiencing difficulties in interpersonal contacts due to suspicion and fear of a bad attitude, withdrawn, skeptical, disappointed in people, secretive, manifests its negativism in verbal aggression.

0 -8 - critical of everyone social phenomena and the people around you.

V. Subordinate

13-16 - submissive, inclined to self-deprecation, weak-willed, inclined to yield to everyone and in everything, always puts himself in last place and condemns himself, ascribes to himself the guilt, passive, seeks to find support in someone stronger.

9-12 - shy, meek, inclined to obey the stronger without considering the situation.

0 -8 - modest, timid, compliant, emotionally restrained, able to obey, does not have his own opinion, obediently and honestly performs his duties.

Vi. Dependent

13-16 - is very insecure, has obsessive fears, apprehensions, worries about any reason, therefore, depends on others, on someone else's opinion.

9-12 - obedient, fearful, helpless, does not know how to show resistance, sincerely believes that others are always right.

0 -8 - conformable, gentle, expects help and advice, trusting, inclined to admiration of others, polite.

Vii. Friendly

9-16 - friendly and helpful with everyone, focused on acceptance and social approval, seeks to satisfy the requirements of everyone, “be good” for everyone regardless of the situation, strives for the goals of the microgroup, has developed mechanisms of repression and suppression, emotionally unstable.

O-8 - inclined to cooperation, cooperation, flexible and compromise in solving problems and in conflict situations, strives to be in agreement with the opinions of others, consciously conform, follows the conventions, rules and principles of "good taste" in relations with people; an initiative enthusiast in achieving the goals of the group, seeks to help, feel in the center of attention, earn recognition and love; sociable, shows warmth and friendliness in relationships.

VIII. Altruistic

9-16 - hyperresponsible, always sacrificing his interests, seeks to help and compassion for everyone, obsessive in his help and too active in relation to others, inadequately accepts responsibility for others (there can only be an external “mask” that hides a person of the opposite type).

O-8 is responsible in relation to people, delicate, gentle, kind, shows an emotional attitude towards people in compassion, sympathy, care, affection, knows how to cheer and calm others, disinterested and responsive.