Incorrect behavior. Code of Ethics and Service Conduct. Discrimination as a type of violation of business ethics Violation of ethical standards

Appendix 2

to the Order of GBUZ SO "SOB No. 2"

from 07.04. 2014 № 52/1

CODE

Sverdlovsk region

The Code of Professional Ethics of a Medical Worker (hereinafter referred to as the Code) is a document that defines a set of ethical standards and principles of behavior of a medical worker in the implementation of professional medical activities.

The norms of professional ethics of a medical worker are established on the basis of cultural norms, constitutional provisions and legislative acts Russian Federation, norms international law. This Code defines the high moral responsibility of a medical worker to society and the patient for their activities. Every healthcare professional must take all necessary steps to comply with the provisions of the Code.

CHAPTERI. GENERAL PROVISIONS

Article 1. The concept of "medical worker"

Under a medical professional in accordance with paragraph 13 of Article 2 federal law"323-FZ "On the basics of protecting the health of citizens in the Russian Federation" in this Code is understood individual who has a medical or other education, works in medical organization and whose labor (official) duties include the implementation of medical activities, or an individual who is individual entrepreneur directly engaged in medical activities.

Article 2 Purpose professional activity

The goal of a medical worker's professional activity is to save a person's life, participate in the development and implementation of measures to protect his health within the competence of a medical worker, and properly provide all types of diagnostic, therapeutic, preventive, rehabilitation and palliative medical care.

Article 3. Principles of activity

The health worker must use all his knowledge and practical skills, in accordance with the level vocational education and qualifications for the protection of the health of citizens, ensuring the quality of care provided at a high level.

A medical worker is obliged to equally respectfully provide medical care to any person, regardless of gender, age, race and nationality, place of residence, his social status, religious and political beliefs.

The actions of a medical worker, his beliefs and orientation in the transplantation of human organs and tissues, intervention in the human genome, in the reproductive function are determined by the ethical, legal and legislative acts of the Russian Federation.

A medical worker is obliged to constantly improve his professional knowledge and skills.

A medical worker is responsible, including moral, for providing high-quality and safe medical care in accordance with his qualifications, accepted clinical guidelines, job descriptions and official duties.

Considering the role of a medical worker in society, he should support and take part in public events, especially those promoting healthy lifestyle life.

Article 4. Inadmissible actions of a medical worker

The abuse of knowledge and position of a medical worker is incompatible with his professional activities.

The medical worker is not entitled to:

use their knowledge and capabilities not for the purpose of protecting human health;

use methods of medical influence on the patient at the request of third parties;

impose their philosophical, religious and political views on the patient;

use unregistered medical equipment in accordance with the established procedure;

prescribe and use pharmacological preparations not registered in the Russian Federation;

to impose on patients one or another type of treatment, medicines for personal gain;

inflict on the patient physical, mental or material damage intentionally or negligently, be indifferent to the actions of third parties causing such damage.

Personal warnings of a medical worker and other subjective motives should not influence the choice of diagnostic and treatment methods.

When prescribing a course of treatment, a medical worker is not entitled to provide the patient with unreliable, incomplete or distorted information about the medicines, medical devices used.

Refusal of the patient from the proposed paid medical services cannot be the reason for the deterioration of the quality and availability, reduction of types, and the volume of medical care provided to him free of charge under the program of state guarantees, established by law Russian Federation.

Gifts from patients to and from patients are highly discouraged as they may give the impression to patients who do not give or receive gifts that they are being less cared for. Gifts should not be given or accepted in exchange for services.

A medical worker does not have the right, using his professional position, mental incompetence of the patient, to conclude property transactions with him, use his labor for personal purposes, as well as engage in extortion and bribery.

A medical worker has no right to hide information about the state of his health from the patient. In the event of an unfavorable prognosis for the life of the patient, the medical worker should inform the patient very delicately and carefully, provided that the patient has expressed a desire to receive such information.

A medical worker is not entitled to hide from the patient and immediate supervisor information about the development of medical and technogenic pathology, unforeseen reactions and complications in the course of treatment.

Article 5. Professional independence

The duty of the medical worker is to preserve his professional independence. When providing medical care, a medical worker assumes full responsibility for a professional decision, and therefore is obliged to reject any attempts of pressure from the administration, patients or other persons.

The medical worker has the right to refuse cooperation with any individual or legal entity if it requires him to act contrary to the law, ethical principles, professional duty.

Participating in councils, commissions, consultations, examinations, etc., a medical worker is obliged to clearly and openly state his position, defend his point of view, and in cases of pressure on him, resort to public and legal protection, as well as protection from professional medical communities.

CHAPTERII. RELATIONSHIPS

HEALTHCARE WORKER AND PATIENT

Article 6. Respect for the honor and dignity of the patient

A medical worker must respect the honor and dignity of the patient, show an attentive and patient attitude towards him and his relatives.

A rude and inhumane attitude towards a patient, humiliation of his human dignity, as well as any manifestations of superiority, aggression, hostility or selfishness, or an expression of preference for any of the patients by a medical worker are unacceptable.

Article 7. Conditions for the provision of medical care

A medical worker must provide medical care while maintaining the principles of freedom of choice and the human dignity of the patient.

Everyone who needs emergency medical care in conditions requiring emergency medical intervention (in case of accidents, injuries, poisoning and other life-threatening conditions and diseases) must be accepted and examined by medical workers, taking into account their specialty and regardless of solvency and availability of medical insurance. policy.

Article 8. Conflict of interest

In the event of a conflict of interest, the healthcare professional should give preference to the interests of the patient, unless their implementation causes direct harm to the patient or others.

Article 9. Medical secrecy

The patient has the right to expect that the medical professional will keep confidential all medical and personal information entrusted to him. A medical worker is not entitled to disclose, without the permission of the patient or his legal representative, information obtained during the examination and treatment, including the very fact of seeking medical help. The medical worker must take measures to prevent the disclosure of medical confidentiality. The death of a patient does not release from the obligation to maintain medical confidentiality. The transfer of information containing medical confidentiality is allowed in cases provided for by the legislation of the Russian Federation.

Article 10

A medical worker should not resort to euthanasia, as well as involve other persons in its execution, but is obliged to alleviate the suffering of patients in a terminal state, in all available, known and permitted ways. The medical worker must assist the patient in exercising his right to take advantage of the spiritual support of a minister of any religious concession and is obliged to respect the rights of citizens regarding the conduct of a post-mortem examination, taking into account the current legislation of the Russian Federation.

Article 11. Choice of a medical worker

A medical worker has no right to interfere with a patient who decides to entrust his further treatment to another specialist. A healthcare professional may recommend another specialist to a patient in the following cases:

if he feels insufficiently competent, does not have the necessary technical capabilities to provide the proper type of assistance;

this type of medical care is contrary to the moral principles of a specialist;

if there are contradictions with the patient or his relatives in terms of treatment and examination.

CHAPTERIII. RELATIONSHIPS

MEDICAL WORKERS

Article 13. Relationships between medical workers

Relationships between healthcare professionals should be built on mutual respect and trust.

In relationships with colleagues, a medical worker must be honest, fair, friendly, decent, respectful of their knowledge and experience, and also be ready to disinterestedly transfer their experience and knowledge to them.

The moral right to lead other health professionals requires a high level of professional competence and high morals.

Criticism of a colleague should be reasoned and not offensive. Professional actions are subject to criticism, but not the personality of colleagues. Attempts to strengthen one's own authority by discrediting colleagues are unacceptable. A medical worker has no right to allow negative statements about his colleagues and their work in the presence of patients and their relatives.

In difficult clinical cases, experienced health professionals should give advice and help to less experienced colleagues in a correct manner. In accordance with current legislation full responsibility for the treatment process lies only with the attending physician, who has the right to accept the recommendations of colleagues or refuse them, guided solely by the interests of the patient.

CHAPTERIV. LIMITS OF THE CODE,

RESPONSIBILITY FOR ITS VIOLATION,

PROCEDURE FOR ITS REVISION

Article 14. Actions of the Code

This Code is valid throughout the Sverdlovsk region.

Article 15. Responsibility of a medical worker

The degree of responsibility for violation of professional ethics is determined by the Commission on medical ethics under the Ministry of Health of the Sverdlovsk Region and ethics commissions in healthcare organizations.

If the violation of ethical standards simultaneously affects legal regulations, a medical worker is responsible in accordance with the legislation of the Russian Federation.

Article 16. Revision and interpretation of the Code

The revision and interpretation of certain provisions of this Code is carried out by the Ministry of Health of the Sverdlovsk Region, taking into account the proposals of the trade union of health workers of the region, the Associations of Medical Workers and the Medical Professional Association of Doctors of the Sverdlovsk Region.

Professional ethics and business communication in the organizational environment are important components of industrial relations, affect economic activity and the stability of the enterprise, and their role is difficult to overestimate. Compliance with professional ethics and skills of competent conversation in a team, with partners and clients affect the success of internal and external activities companies, preserve its image and reputation.

Business conversation

Business communication implies principles and norms aimed at achieving mutually beneficial results. Regardless of the position and functions of the employee, he must be able to clearly state and argue his own thoughts, analyze the partner’s thinking, and form a critical attitude to relevant opinions and proposals.

As examples of business communication show, prerequisite is to conduct a conversation and adjust its process, the ability to listen to the interlocutor, to convince and provide positive influence, to create a favorable atmosphere conducive to productive activities and the elimination of conflict situations, while maintaining the norms of professional ethics.

Ethics of telephone communication

Intonation is of primary importance in a telephone conversation, especially at the beginning and end. Any errors in speech, procrastination, stuttering cause tension or irritation in the interlocutor. And if the tone does not match the content of the information, the interlocutor is inclined to trust the intonation.

Before you call, you should most briefly form the task, make the necessary notes. After the connection, you need to introduce yourself, indicating your name and the name of the company, and then check with the interlocutor whether he has enough time.

Of course, regardless of the emotional state, one should avoid inappropriate behavior in a way that openly expresses one's own emotions. But excessive politeness in the form of long thanks can cause impatience and irritation in the interlocutor.

As extraordinary examples of business communication that require careful preparation, one should indicate cases when the caller needs to be reminded of himself after a long absence, and also offer a service to various types of clients whose preferences are unknown.

Features of incorrect behavior

Misbehavior means:

insulting remarks to colleagues and clients of the company;
use of profanity in conversation;
rudeness, abuse of authority, obsessive behavior;
tactless gestures towards colleagues and clients.

Also, incorrect employee behavior includes violation of the established dress code of the organization, wearing inappropriate clothing.

Code of Ethics

And official conduct is drawn up on the basis of the Constitution of the Russian Federation and developed in accordance with the principles and rules of conduct for an employee, which he is obliged to study upon admission to the position. The set of norms in the form of relation to are designed to ensure the effectiveness of the implementation official duties to help increase the authority in the team among employees.

The Code of Ethics and Service Conduct forms relationships within the workforce. Through it, such concepts as conflict of interest within the company, abuse of authority, data confidentiality, personal integrity, compliance with the principles of healthy competition, and much more are regulated. Any citizen of the Russian Federation has the right to expect employees to behave in accordance with their professional ethics.

memorandum

Information in the form of a report is intended for higher management in order to bring it to his attention and apply appropriate measures. The difference between an official note and a memorandum is that the latter has legal force.

Any person who was present at the incorrect behavior of an employee has the right to issue a report on him. In addition to the report, it is permissible to record the facts of such a violation regarding other employees and business partners.

The official misconduct report must include the following items:

indication of the culprit of incorrect behavior;
the name of the injured party;
the names of those present at the time of the incident;
other circumstances of the incident.

Reporting functions:

solving problems of an administrative or production nature;
proposals for the rationalization and improvement of production;
message to the management about disagreement with the decision of the higher;
clarification of the circumstances that arose during the conflict with employees or the immediate supervisor;
progress reports;
Complaints in case of non-fulfillment of labor duties by subordinates;
investigation into improper delegation of duties;
reporting information about disciplinary violations;
reporting information about non-standard incidents, which could result in material losses or physical harm;
the positive nature of events requiring management attention.

Responsibility and punishment

For incorrect behavior, disciplinary punishment is provided in the form of a reprimand, remarks. At the same time, dismissal is not allowed, since the actions do not have the character of a one-time grave.

If, prior to this, during the year there has already been a disciplinary punishment regarding this employee, then a repeated remark may lead to dismissal, although his misconduct falls into another category of violations.

The internal investigation does not insist on indicating the expressions that were used against the injured party. And if the case goes to court, then such details should be confirmed, supported by facts with the help of witnesses.

Satisfaction of the claim by the court

In addition to the alleged punishment under Labor Code it is possible to apply the clauses of Article 152, which reflects the procedure for protecting business reputation.

The lawsuit will be satisfied under the following conditions:

recognition of the fact of violation of the code of ethics and official conduct;
disseminated information touches upon the issue of honor;
inconsistency of information with reality.

In this case, the plaintiff is obliged to provide evidence of the facts of the insult, and the defendant is obliged to confirm what is true.

Professional ethics in macro perspective

Professional ethics include a system of specific moral norms and principles, taking into account the characteristics of a particular professional activity, which ensures confidential communication.

As consequences, several directions of a large-scale nature can be indicated.

Corrupt practices. This type of action limits the freedom of choice, changes the conditions for decision-making. At the same time, the employee is able to increase his benefit through unearned income. Bribery leads to a reallocation of resources in favor of less promising options.
Compulsion. Coercive actions hinder the development of relations between a certain seller and customers, are aimed at stimulating the purchase of specific services or products, which is why competition is untenable. As a result, there is a decrease in the quality of existing products, a narrowing of the range, and a reduction in demand. Fewer resources enter production than would go under unrestricted competition.
Inaccuracy of information. Distortion of information about the product leads to consumer dissatisfaction, violation of the timing of subsequent deliveries and production cycles. The consequence of false information is an unjustified expenditure of funds.
Theft. Theft increases the cost of services and products, since the damage is supposed to be compensated for by rising prices. As a result - price increase and irrational redistribution of resources, shortage of products.

Psychology and ethics of business communication are components of the complex of basic sciences, based on the principles of their majority. And if the success of society does not depend on one individual, then the success of the company has an impact on the subject and society. Thus, the development of the individual, relationships within the organization, the success of the enterprise and community development interrelated, so professional ethics always remains relevant.

Successful consultation largely depends on the moral and ethical requirements that apply to a psychologist. If these norms of behavior are not observed, the consultation will never benefit the client. Professionalism and the desire for self-improvement - this is the main credo of every psychologist, for whom work is the meaning of his life!

And what threatens their violation? Many people don't even think about it.

I want to open this topic.

I will list basic ethical principles

1. Do no harm! Or the principle of not harming the subject.

2. Don't judge! Do not say negative ratings out loud!

3. The principle of impartiality of the psychologist. Unacceptable prejudice against

to the client, no matter what subjective impression he makes with his appearance,

legal and social status.

4. The principle of informed consent. The client must be notified

ethical principles and rules of psychological activity.

5. The principle of confidentiality, that is, the preservation of professional secrecy.

(The material obtained by the psychologist in the course of his work with the client on the basis of

trust relationship, is not subject to conscious or accidental disclosure

and must be presented in such a way that it cannot compromise any

client, customer, psychologist, or psychological science).

6. Respect your colleagues at work, their right to professional creativity and

(It is unacceptable to clarify the relationship between

colleagues and employees in the presence of customers).

7. The principle of professional competence.

A psychologist has the right to take on only those issues on which he is professionally aware and endowed with the appropriate rights and powers to perform psycho-corrective or other influences.

1. The main principle of the work of a psychologist - "do no harm", sounds exactly the same as "thou shalt not kill". The psychological impact of a specialist on a client should not be negative. A conversation with a professional is easy, without tension, in a free form. Does not affect the deterioration of self-esteem of the individual. A careless word can lead an unbalanced person into a difficult moral state. Asking for help, the client expects to find a way out of a difficult situation. Any wrong word can drive him into a dead end.

How to get the location of the client? I always try to be sincere. Noticing the positive aspects, be sure to voice them. I address the client in the way that is more comfortable for him.

2. The principle of the work of a psychologist - non-disclosure of confidential information I would compare it with the commandment "Thou shalt not steal".

It only means that information can be transferred to third parties, even management, exactly within the limits that the client agrees to. Strangers should not be privy to the details of the visit, and even the very fact of such a visit should not be disclosed. Any information is the same property as any thing or intellectual work. Violation of this principle can lead to very serious consequences. A specialist may lose confidence, lose his status and accreditation. The client will receive a serious moral injury. It is not known how people around him will react to information about his visits to a psychologist.

Not divulging information is enough. It also needs to be protected, made inaccessible to other people. For example, I store all information under complex passwords. I work exclusively on my personal computer, restricting access even to my family members. I use programs - protectors of information.

As an example, consider one extremely egregious case of a violation of professional ethics by a psychologist. In the USA, one very famous film actor and producer, after turning to a psychotherapist, was forced to divorce his wife and lose part of his huge fortune. The fact is that his wife found out about his betrayals from the Internet, where confidential information received during the sessions. The psychotherapist, after the first communication with the star, sold all the information received to the media. After lengthy proceedings, it turned out that the motivation for committing such a malfeasance was the female psychotherapist's own divorce due to her husband's constant infidelities. Naturally, after such events, she could not distinguish between her personal and professional life. Feeling a strong dislike for male cheaters, she decided to take revenge on all of them by exposing this unfortunate actor and producer.

3. The principle of ethics of a psychologist is associated with the methods and style of communication in the course of the entire conversation. Hostility, ridicule, teachings, arrogance are unacceptable. A professional will never ask unnecessary questions that are not related to the topic. Will not "fish out" information and ask questions out of curiosity. With the ability of a psychologist to listen carefully and delve into, the client himself will tell everything that worries him. When giving recommendations, you should disclose several options for solving the problem. The client himself will choose what is closer and more understandable to him.

What is the risk of violating this principle? As soon as the client suspects that the conversation is going in an unnecessary direction for him, psychological protection will work at the subconscious level. He will "close up" and will not receive the necessary support and help.

One day a teenager came to me. These are usually classified as "difficult". He was tense, withdrawn. I understood that he was hiding something, quite possibly something important and not pleasant. One had only to say that I am not a doctor, a judge and a teacher and I am not at all going to ask anything about his affairs, let alone condemn or teach, as he immediately made contact.

4. The last and most important principle is continuous self-improvement. - this is the path that will lead the psychologist to the pinnacle of professionalism. Control of one's own behavior, the ability to admit mistakes, a thorough constant analysis of conversations is a necessary set of a true specialist. The ability to determine the boundaries of their own competence will protect novice psychologists from many wrong actions and disappointments. You cannot overestimate your capabilities. If a specialist does not have enough knowledge, skills and experience to conduct this client, he should redirect him to a more competent colleague.

Any field of activity, without exception, has a number of professional rules, the observance of which is mandatory and undeniable. Psychologists are greatly helped by knowledge, and most importantly, by understanding the rules of the “researcher-subject” relationship. All this, based on the best traditions of humanistic psychotherapy, can help the psychologist in his professional activities. Observing these simple rules, a specialist will make his occupation ethical, noble, and most importantly, effective.

1. Absolute the benevolence of the psychologist in relation to the client. Creating comfortable conditions, so that he feels comfortable and at ease. Goodwill should come from the soul, and not be the result of observing the norms of behavior. A psychologist who knows how to listen, who provides qualified psychological help and support and putting himself in the place of his client will always be in demand.

2. Orientation to the views of your client and his life values. According to people, an experienced psychologist should not rely solely on generally accepted norms and rules. You need to look at the principles and ideals of the client, and in no case criticize his views, otherwise he will become isolated in his problems and will not be frank with you, then all your efforts will be useless.

3. An experienced specialist must clearly separate personal from professional relationships. You should not start relationships with customers, such as friendships. It is also not recommended to provide psychological services to relatives, relatives and friends.

Summing up the above, it should be noted that practicing psychologists face great difficulties, which they work to overcome. My difficulties are deeply realized, and often serve as a support for me in further practice. To improve my professional skills, I regularly go through personal and group therapy. Participate in many trainings and educational programs advanced training. Their goal is to achieve openness and sincerity in communication with the client. They believe that in each of us the desire for development and self-improvement is inherent in nature.

1. Ethical violations in the organization

Serious ethical issues are currently emerging at the micro level, within organizations, in areas such as:

Adoption management decisions;

Relationships between managers and subordinates;

Official revelations;

The position of women in the organization;

mutual services.

There are four groups of main arguments justifying the adoption of managerial decisions that are incorrect from an ethical point of view:

Confidence that this activity does not go beyond ethical and legal norms, i.e., in fact, 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 made public;

Confidence that because the activity helps the organization, it will be lenient and even protective of 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. Senior leaders rarely ask their subordinates directly for illegal or careless actions, but often make it clear that they would rather not know about something, while hinting at a significant reward. Line-level managers usually do not have clear instructions about which aspects of their activities will be overlooked and which will be condemned.

Ambitious managers are looking for ways to attract attention, stand out from others. Some people think it's easy to look good in the short term if you avoid 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 customer experience). Managers are often promoted career ladder on the basis of the "huge" results achieved in precisely these ways, and the responsibility for earlier decisions is borne by their less fortunate followers. Many cases of illegal behavior in organizations are never investigated. In moments of crisis, the boundaries of unacceptable actions are generally “forgotten”.

Relations between managers 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 service discipline is expressed in, whether subordinates participate in decision-making, by what methods subordinates are encouraged 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, deceit or corruption, does nothing to expose them. Beginning with childhood, informing elders about the unseemly deeds of 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 proportion of women in production, management, public service is continuously increasing. Women are increasingly entering paid employment and professions. But, despite the progress made in the position of women in the organization, they continue to face serious problems, including: earnings, unlike men working in the same field, are lower; limitation career advancement to senior management positions (the so-called "glass ceiling"); sexual harassment affecting activities and future careers.

Often in business relations, problems are solved in violation of the existing legal, economic, moral order, through the use of the provision individual people having 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, the person who previously rendered it is again obliged to repay for this even greater service. Growing, the system of this kind of informal relationships on the principle of "you - to me, I - to you" destroys the existing official relations between people and organizations. The situation with the illegal or immoral receipt of certain goods or services can take an ethically more complex form, when a person represents not his own interests, but the interests of the organization, i.e. its staff, customers, consumers. A cultural tradition closely associated with the system of reciprocal favors is gifts. Giving or receiving a gift means much more than just a friendly gesture. Difficulties in the traditional gift exchange 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 leaders of various organizations in the United States, the following ethical issues that arise in business relationships have been identified:

Hiding 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 one's indignation and disagreement in an atmosphere of constant unethical acts;

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

Production 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 to gain 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;

Deception of employees in order to obtain benefits for the company;

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

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

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

To a large extent, this list of problems is true for Russian conditions. Managers 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 solve 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 saturated with ethical issues. To solve them, it is necessary to develop certain approaches, the establishment of "rules of the game" that contribute to successful implementation professional tasks of the participants business relations and harmonization of the interests of business and society.

Nikolai S., having worked in an insurance company for about a year as an economist, was appointed to the position of head of the civil liability insurance department. This was facilitated by a number of important circumstances that were taken into account by the company's management when making such a decision.

Nikolai S. had a good basic education, knew foreign languages, was sociable, energetic, executive. During his time in the company, he has grown as a specialist, demonstrating outstanding abilities. However, the very first working day of Nikolai S. as a leader was not a success. If, on the whole, the staff of the department met him kindly, but one of the experienced employees, Valentina Grigorievna, defiantly refused to recognize the new leader. In response to the request of Nikolai S., which he addressed to all employees, to submit reports on the work of the past month for review, Valentina Grigoryevna stated the following:

“I have been in the department for twenty years. Your predecessor as head of the department, Ivan Mikhailovich, whom we recently retired with honors, never checked my work. He was always confident in my qualifications and diligence. For the work that I did during these years, I was repeatedly encouraged. Your distrust of me as a specialist offends me.”

Question: What decision should Nikolay S., head of the department, make? Suggest your own version of the manager's sequence of actions in a similar situation.

In my opinion, Nikolai S. should explain to the employee that this is not a personal check of her, this is a group report of the department to the higher management. Thus, Nikolai S., as an experienced manager, must apply the method of persuasion to an employee, which will undoubtedly give positive results.

Thus, the actions of Nikolai S. should follow the following plan:

2. control

3. application of administrative measures

If the employee does not understand and does not fulfill the duties assigned to her, in this case the manager has the right to apply administrative measures to her - from a reprimand to dismissal.

If you are a manager, which of your tasks and powers would you like to delegate to subordinates?

In any case, you need to delegate:

routine work;

Specialized activities (i.e. activities that your employees can perform better than you);

Private questions;

Preparatory work (projects, etc.). In general, in each specific case, check any of your upcoming cases for the possibility of delegation. The principle here is extremely simple - everything that employees can do must be done by employees. To get started, try to evaluate such types of work as:

o preliminary formulation (but not the final fixation!) of goals, plans, programs and projects on which you must make decisions.

o attending meetings instead of you, where your projects and proposals can be presented by your employees.

Never delegated:

Goal setting;

Final decision on strategic issues;

Control of results;

Employee motivation;

Tasks of special importance (tasks of group A);

High risk tasks;

Unusual, exceptional cases;

Actual, urgent matters that leave no time for explanations or rechecking;

Confidential tasks.

Delegation should be used in case of significant changes in the working situation that require the redistribution of functions and powers, namely:

When changing the structure of personnel (new appointment, promotion, dismissal, etc.);

When reorganizing or restructuring a department (company, division);

In crisis situations;

In the event of the emergence of new areas of activity or a change in competence.

6. Comment on any two statements: As part of this question, students need to give 5 quotes, aphorisms in the field of management (indicating the author of the statement and the source, as well as their attitude to this statement).

"If a person does not have the data to become a leader, you cannot teach him - teach not teach - you will not teach." (A.P. Lukoshin)

It is difficult to agree with this opinion, in my opinion, leaders are not born, leaders become. And I am sure A.P. Lukoshin himself was not a star of leadership from the very beginning.

All management, in the end, comes down to stimulating the activity of other people (Lee Iacocca)

One of the most important functions of a manager is to stimulate the active work of his subordinates. If people have an incentive, then they will work at full strength and the control function will recede into last place.

When we try to pull out one thing, it turns out that it is connected with everything else (R. Moore). the meaning of the statement is that there are no separate cases and problems in the organization - everything is interconnected. If a manager solves one problem, then it is quite possible that he will have to solve another.

The only process of its kind that unites science, technology, economics, business and management is the process of scientific and technological innovation. It embodies the knowledge that a competent leader, an efficiently working scientist, engineer, intelligent official and simply an educated member of society must have tomorrow. This is the process of transforming scientific knowledge into a physical reality that changes society (I.R. Bright). the meaning of the statement is that at present, for the development of an organization, the most important thing is the introduction of innovations. It is no coincidence that innovation management is actively developing today - this is the key to stable development and success.

Be yourself with everyone you meet, but at the same time show the best that you have (S. Goldwyn). In fact, here we see a repetition of the Kantian moral imperative - the manager must use the best in himself - you cannot build a negative relationship with the staff.

When you already have a staff of prepared, intelligent and energetic people, the next step is to stimulate their creativity (A. Morita). Stimulation is put at the forefront by this manager. One of the most important functions of a manager is to stimulate the active work of his subordinates, and without this the normal functioning of the organization is impossible.

It is far better for you to identify and use your own strengths and opportunities, rejoiced at them and moved forward with their help, rather than feeling like in a wheelchair that others are carrying behind you (S. Herman). The manager must actively stimulate himself, must know all the pluses and minuses of his character and personality. If a manager has problems in some area, then they can be delegated to a competent person, without allowing him to be helped from above.

Bibliography

1. Vesnin V.R. Technology of work with personnel and business partners. – M.: ELITE-2000, 2002.

2. Voropaev V.I. Personnel Management. - M.: Alans, 2005.

3. Gerchikova I.M. Management: Textbook. - M.: Banks and stock exchanges, UNITI, 1997.

4. Glushchenko V.V. Management: system bases. - Railway Moscow. region: LLP IPC "Wings", 2004.

5. Kuznetsov Yu. V., Podlesnykh V.I. Fundamentals of management. - St. Petersburg: OLBIS, 2007.

6. Organizational personnel management: Textbook / Ed. A.Ya. Kabanova. – M.: INFRA-M, 2005.

7. Project management: a reference guide / Ed. I.I. Mazura, V.D. Shapiro. M.: high school, 2001.

The ethics of management consulting is usually talked about a lot at various professional gatherings, but it is not customary to write about it. Because the social space is limited, all more or less serious consultants know each other, you never know… Today I’m talking about him, and tomorrow he’s according to my reputation… And reputation means orders, and orders mean money and well-being in general. So we are silent, creating a favorable environment for all sorts of crooks and swindlers. And then they judge the entire consulting community. So our delicacy and respect for each other turn into a disaster for the entire professional community.

The ethical problems of management consulting can be divided into three large groups: the problems of the interaction of consultants with each other, the problems of the behavior of consultants in relation to clients, and the problems of the behavior of clients in relation to consultants. From my point of view, the first group of problems completely determines the content of the second. Since a person is a systemic and holistic being, and the way he behaves with his fellow craftsmen inevitably becomes his way of behaving with clients. And, don't dismiss that thought! - both of these groups largely determine how the client will act in relation to the consultant.

Why, nevertheless, is it necessary to talk about ethical standards in the work of consultants? First of all, because any violation of ethical standards leads to the most negative and destructive consequences. So, the client does not receive help from the consultant. Destructive conflicts arise along all lines of interaction. The authority of the professional activity of consultants is falling. In client organizations, "intellectual starvation" sets in, often leading to a fatal outcome for the organization. The unsteady stability of the formation of a market mentality and a market economy in the country as a whole is being violated ... And many other negative consequences.

There is one more issue that should be noted. Speaking about the ethical problems of consultants, one cannot help but talk about violations of ethical standards. And this "casts a shadow" on the community. I don't want this. Let's get out of this situation like this. We will consider cases of deviation from ethical standards in counseling as a warning to clients and consultants, as a way to turn on a "wake-up bell" that will warn every time potential client or the consultant will face a "convention breaker".

So, ethical issues group number one: norms and principles that consultants most often violate in interaction with each other.

1. They denigrate colleagues in front of potential clients in order to get an order or simply "out of the kindness of their hearts". I have always been amazed by the delight with which some people relish negative information about other people. It doesn’t cost anything to say about a colleague with a cannibal smile: “Ah, this one. This is how his clients are treated after his consultations ... And his wife left him recently ...”. To seem large, bright and qualified against the background of a colleague drenched in mud - this is the focus of such people. And reap the fruits of their dirty deeds. But: evil released into the world always returns to a person in a tenfold amount. This is the law of human life.

2. Steal methods and other tools that represent the know-how of colleagues. I already once wrote about plagiarism in science. Three types of plagiarists are clearly distinguished. First: plagiarist bandit. This one just takes other people's work and appropriates them to himself with clear eyes. And earnestly speaks everywhere about his brilliant achievements. The second type: plagiarist-crook. This one somehow modifies the stolen and appropriated. Well, since he added something from himself, God himself commanded to consider it his own. And the third type: the plagiarist-thief. Sometimes it is "in good faith wrong." Sometimes - "Stole - blushed, stole - blushed ..." And more often they do not blush.

3. Taking credit for others. Most often this can be found in advertising materials. For example, a significant figure in the consulting industry claims to have created something "for the first time in Russia." And five or seven years before that, another "figure" created this "something" in a developed form, giving a serious practical effect. Therefore, when I hear that one of my colleagues “created something for the first time in Russia,” or even “in world practice,” I am wary and treat these declared feats with caution. The most objective judge is time. And it is it that has the right to judge who said "A" first. And if the person himself shouts about it - for me it is always doubtful.

4. Recommend "bad" clients to each other (who are either not paying, or not ethical, or scandalous, etc.) in order to "make the other person happy." Of course, this violation can be interpreted in another way. For example: if you are such a cool consultant, try to deal with this client... And then they watch with interest how a colleague who has fallen for a provocation, "bleeding", tries to save his reputation and earn money. And they are very upset when he succeeds.

Ethical issues group number two: ethical norms and principles that consultants most often violate when interacting with clients.

1. They make promises that they can't or can't deliver.. The fact is that there are things that, with certain approaches, cannot be done. For example, it is impossible to change anything in an organization if you do not work within the framework of a person-centred approach. Technocratically and naturalistically minded consultants have read or heard that any organization can be made super profitable. And they are trying to do this ... through improving accounting, or increasing the legal literacy of staff, or through improving financial schemes and the like. Which in principle does not allow solving problems of this class. These situations can be considered the same "honest delusion". However, such intrusions of experts, who mistakenly call themselves consultants, into the living fabric of the organization, in most cases do more harm than good (changing some subsystem leads to an imbalance in established connections and interactions). What discredits professional consultants in the eyes of managers and owners.

2. They deceive the client, using template reporting documentation, in which figures obtained in this organization are substituted. This case is a whole song. Some large consulting firms, relying on the undoubtedly true thesis that business in a market environment is a massive and technologized phenomenon, produce some "standard documents" (reports, projects, certificates, etc.), in which pieces of text are italicized, which should be replaced by an "invoice" obtained in the course of a preliminary examination or diagnosis of the organization. In such documents, recommendations are also typical. The trouble is not that there are phenomena and problems that are repeated in different organizations. And the fact that typical ideas about their solution do not come from the organics, features or history of a given organization, but from someone else's experience, which has turned into a speculative scheme. Such solutions cannot be used in a particular organization, and when used, they cannot solve the problems of these organizations. Competent consultants understand this in the same way that a scientifically minded person understands that it is impossible to create a perpetual motion machine.

3. Use work in this organization to obtain information in the interests of another, possibly competitive. This case is actually criminal. Since there is a concept trade secret, and there is a law that protects this secret. But among consultants, cases are known when a close relationship with one client leads to the fact that a consultant working for another client passes information about the second to the first. In order to confirm their loyalty to the first. And maybe make money. In general human morality, in fact, this is called betrayal. Knowing that such cases happen, some businessmen "on the shore", that is, at the beginning of a relationship with a consultant, "dot the i". So, one of the businessmen, who was recommended to me as an "extremely complex", "difficult person", at the beginning of our cooperation, demanded that the entire team of consultants sign a "Confidentiality Agreement", in which the fine for breach of confidentiality was $10,000. We signed. We have been working together for three years. Not a bad way to prevent information leakage and punish possible leakage. I recommend to all businessmen.

4. They use manipulative technologies that allow bypassing the client's consciousness to force him to act in a certain way. Manipulation is, by definition, forcing a person to act as the manipulator needs, bypassing the consciousness of the person being manipulated. The masters of this business are many political consultants. The ability to manipulate the consciousness of the electorate is an indicator of the level of professionalism of consultants in this area. In the field of business and management consulting, manipulative methods are used less frequently. Maybe because businessmen are more attentive and sophisticated in working with people. It is possible that management consultants are less corrupt than political ones. How does this happen? For example, a consultant needs to receive an order. He makes a preliminary diagnosis and, based on its results, paints a terrible picture for the future customer that awaits if he does not immediately resort to the help of this consultant. Thoughtful phrases like “Maybe it’s too late…”, or “You are in for such an acute crisis as you have never experienced before…” And here an optimistic picture is painted that will become a reality if… and so on. These are the simplest tricks. There are also more sophisticated ones. For example, "anchor" some state of the client in order to call this state when it comes to money matters. Or "mirror" the gestures and behavioral reactions of the client, in order to create a feeling of intimacy and understanding with the consultant. It is clear that in these cases, "do with him what you want" ... You need to know about it.

5. Overestimate (to get more money) or underestimate (to get at least something) the cost of work. "Ask for more - they will give at least half" is a fairly common logic, in accordance with which many consultants act. Not an accurate miscalculation of all parameters future work, evaluation, the use of criteria, and so on, and the expectation that this will increase the image, solidity. I know a rather sly young consulting firm that has set a minimum cost of $30,000 for their work. I ask: "And give?" “But what about it,” a young creature, recently hatched from some provincial university, answers me. “And we also set bonuses ...”. Some consultants, on the contrary, underestimate the cost of work, are "shy", perhaps they have a conscience. But in a civilized society, in general, dumping is flogged with rods. Once a well-known university professor proudly told me: "I made a lot of money this month on consulting." "How much, if not a secret," I asked. "Three thousand rubles," the professor answered importantly. It's just some kind of country of unafraid professors. This is what unprofessionalism is in the field of management consulting. And violation corporate ethics. The price must strictly correspond to the volume, complexity and quality of the consultant's work.

6. Violate agreements with the client on the timing, volume, quality and effectiveness of work. Recently, on a plane flying from Helsinki to Moscow, I met the head of a law firm from Finland. We sat side by side and chatted quickly. I started talking about the topic that has been tormenting me lately about guarantees that business people should give each other, about guarantees that these guarantees are real ... and so on. For him, everything was so simple: you need to write down all mutual guarantees in the contract as legal document, and that's it. I say how is everyone? What if they throw? "No," he laughed. "You agreed with him, and wrote it down in the contract." I cautiously asked, but they don’t throw them? It happens, he says, but at the same time a person’s image deteriorates, he loses authority, as a result he loses customers. And there is whole system, courts, arbitrations, and some other bodies that monitor all this. People know this and are simply afraid to break their word. That is, the ethical norm is supported by a system of legal norms, various organizations and the whole way of life. Well, let's say we also have something. Both the courts and the arbitration system. And we know firsthand about the importance of business authority. And security services in serious firms and banks. And brothers are always on the hook. It’s just that a person should know that for breaking a word, a promise, they will be beaten for a long time and painfully. Then our business ethics will be all right.

7. Organize the work in such a way that the client turns to this consultant again and again("put on the consulting needle"). Many foreign and our IT firms compose programs in such a way that after a certain moment the client who bought this software, there are problems: help is needed. Who to contact? Naturally, to the one who made the corresponding software and installed the system. So you can feed for decades. And some of our management consultants go there too. At the end of some period joint work the consultant says: you have a new problem ... I met with such people, I know, I can help ... Or even more sophisticated move: you need constant consulting service. In world practice, this is called "outsourcing" (transfer to a third-party organization of performing part of the management functions). So maybe it's not about ethics? And in the deepening system of division of labor and progressive specialization? This is a subject for thought.

Ethical Issues Group Three: ethical norms and principles that clients most often violate when interacting with consultants.

1. They refuse to pay, thus discrediting the results of the consultant's work. Terribly unpleasant situation for a consultant. I remember that the driver of one company, who was taking us to an unfamiliar boarding house for a seminar, got lost, and we were an hour and a half late. The enraged leader, meeting us at the entrance, said the first phrase: "You are late, and I fine you a thousand bucks." The conversations were meaningless. And since the beginning was, as you understand, terrible, the seminar went very hard, and at the end we were paid half, motivated by the fact that we "didn't work well." "Well, thank God," I thought with relief. But I would never want to meet this customer again ... . There are other cases. Once the work is done, its value to the client often declines. And for him, in order for him to pay, "you have to run" sometimes for six months. That is why we always try to work with 100% prepayment. What I wish for other consultants.

2. Require more work from the consultant for the same money, or no money at all. There are practically no norms of intellectual, and especially creative, work in the field of consulting support for management and business. It's just that people negotiate based on generally accepted rather vague concepts about the project, problems, diagnostics, solutions, and so on. And really, what is, for example, "diagnosing"? Firstly, "what" diagnostics - business, management system, problems, human potential? ... Secondly, it can be a multi-month study, a two-hour meeting with the team, or just a conversation with the first person. There are, of course, whole batteries of special diagnostic methods. But the depth of understanding of the situation often depends more not on them, but on the intuition and experience of the consultant. For example, in one hour of a meeting with the first person, I, with my more than twenty years of consulting experience, will receive as much information as an aspiring consultant will receive in half a year of research. And maybe more. So, for an hour, given my experience and depth of understanding of the situation, I have to pay the same amount as he does for half a year of work. However, the client, especially when he is free from ethical standards, can always say that I did not do enough for this. And then - see point one. I came across situations when a potential client used the ideas of consultants for a long time for free, constantly saying that "we'll get our bearings, and then we'll do a big project." This issue is especially acute at the time of "payback", if the consultant allowed full or partial payment of his labor after the work done.

3. They critically evaluate the methods and forms of the consultant's work (they interfere in his "kitchen"), "knocking down" him psychologically. It happens all the time. Just like most people and doctors, and psychologists, and politicians, and experts on how to solve all problems in general, they are also specialists in the field of management consulting. Recently at a retreat with one large structure the head of the security service, a huge man with an impenetrable officer's face, pestered me all day with critical remarks like: "Your methods of conducting a seminar are wrong," or: "You should not be doing this here, but this ...", or: "Why don't you this consultant is not loaded?" And he got me so badly that at some point I came close to him and said with enough charismatic pressure: "Do you think I understand anything in your safety?" At first he was confused, then the combat training worked, and he reported: "No!" "And I climb to you with my opinions about the organization of the work of the security service?" He backed off and answered more quietly: "Well, no ..." "What are you doing?" Hard work of thought was reflected on his face ... Tactless interference of employees of the organization in the consultant's kitchen is more the law than the exception. Well, you won’t arrange an educational program for him on system analysis, consulting methodology, organization development methodology and two or three dozen more extensive disciplines, without which it is impossible to become a professional management consultant? And it is psychologically insanely difficult to control yourself when you are given amateurish advice, or simply stupid things are said with an air of importance.

4. Fight consultants against the changes they propose for which they were invited. Sometimes clients stop working halfway through, disrupting the technology of change in the organization and causing irreparable damage to it. One possible reason is problems that arise during the restructuring of the business or management system. There has been a lot of talk about "management of change" in recent years, since the main difficulties are concentrated here. A consultant, for example, is brought in to help subdue an unbridled bureaucracy, but the same bureaucracy goes to war with change and its chief agent, the consultant, and often wins the battle. After all, it is the bureaucracy that is the force that cannot be defeated for decades, since it is armed with professional methods of struggle and self-defense - denunciations, the formation of a negative opinion about a person or some kind of undertaking, intrigues, setting people against each other, inciting hostility and conflicts between groups and so on and so forth. And since there are elements of bureaucracy in any organization, the changes initiated by a consulting project cause her evil spirit, and she begins to fight against what the consultant was brought in for. And the first face begins to frown. And you smile less. And the solution of even the smallest issues is delayed ...

5. They vilify consultants in front of their potential future clients. in order to psychologically compensate for their own shortcomings, or simply for the same "kindness of soul". Well, when they finished with the consultants, naturally, they talk badly about them. “They worked here alone, we know, they say, these consultants ...” And their friends, buddies, without a twinge of conscience, vilify the unfortunate consultants, fortunately, they cannot get change. And that makes the situation even worse. So, "the customer is always right"?

6. Arrange tenders ostensibly for the selection of consultants, using the knowledge and experience of applicants for free. Three times I participated in such "tenders". Until I figured out all the background. Correct, gallant, smart, concerned about the fate of the development of the market in Russia ... "Please prepare your resume." "Besides you, we have five other consulting firms in the tender." "Now let's have a meeting with the owners." "How would you solve this problem?" "Nothing, think, get ready." "And for this problem, what are the best methods to use?" "And what is the best way to solve this problem?" And so on, two or three months. One such firm hired a "winning" consultant for a project. A month later, she threw him out with a bang, pouring after him with all possible slops. After that, his psyche simply could not stand it. Now he is disabled. Thank God that I did not win any such tender.

So, here is, in fact, a micro-encyclopedia of ethical violations in the world of counseling. Of course, this world does not consist only of such situations. On the contrary, they are not so common. However, in such a concentrated form, violations make a strong impression. And it’s worth thinking about it, realizing your own violations, remembering situations when you suffered from someone’s unethical behavior. Think about it and clear it. To treat such social suppuration, a surgical path is needed. Which is what I tried to do.

When I finished this article, I decided to check how it made an impression, and read it to my fellow consultant. I didn’t really like the reaction: “It’s like you rolled out in the mud: you try everything on yourself.” But do not write for the hundredth time that consultants have dozens of ethical codes. Every consulting firm has such a code. Every association. Including at the international level. That only those who agree with the norms of these codes are accepted into the professional community. There are many cases when a person was expelled from the community for violating ethical standards. So, here I just outlined the violations that are prohibited in the community. This is a "brick" that prohibits movement, a red traffic light: this cannot be done.

1 V.S. Dudchenko. "Ontosynthesis of Life". - M .: Publishing house "Border", 1999. Chapter 3. Bluff ontosynthesis, ss. 45-50.

It might be useful to read: