Standards and requirements of professional ethics. The issue of official ethics and official etiquette in the state and municipal service

Are you here: Protective suits

Service ethics.

Basic functions and principles of etiquette in municipal service

1.Office ethics is the broadest concept in the field of professional ethics. Office ethics is understood as a set of the most general norms, rules and principles of human behavior in the sphere of his professional, production and service activities. Every person who starts working must comply with these standards. The number of these norms is small. The overwhelming majority of them are formulated in an extremely general form, in order to be detailed in relation to specific types of activities. Work ethics requirements:

- Discipline. The specification of this concept depends on the specifics and content of the work. For example, in animal husbandry, the concept of discipline will be determined by the life cycles of the animals being cared for.

— Saving material resources provided to the employee for the implementation production activities. These resources can be very different. The need to replenish lost resources places a heavy burden on profits and production costs, hence the requirement to reduce losses to a minimum. This standard includes saving heat, buildings, equipment, materials, etc.

— Correctness of interpersonal relationships. A person in the sphere of his work activity must behave in such a way that interpersonal conflicts arise as little as possible, and so that other people feel comfortable working next to him in direct and indirect interpersonal contact.

All these requirements are divided into two subgroups.

The first subgroup includes requirements in interpersonal contacts horizontally (subordinate - subordinate, leader - leader).

The second subgroup includes requirements in interpersonal contacts along the vertical (subordinate - manager). Here the main requirement for a subordinate is recognition of the manager’s very right to give orders, which includes functional responsibilities assumed by a person employment contract. The subordinate must, based on these responsibilities, structure his behavior accordingly, and not use various shapes evasion of execution of orders. Evasion can be open, public, with certain conditions imposed on the leader. It can be hidden, take on the nature of a secret (with the help of facial expressions, gestures, individual words) provoking the manager into open actions against a subordinate. In these situations, the subordinate may often appear to those around him as the suffering party, and the manager’s reaction to him may be inadequate. One of the reasons for such behavior of subordinates may be the desire to gain certain social capital, to look persecuted, to acquire the status of an informal leader, to achieve some benefits for oneself, etc.

2. Requirements for municipal employees

The moral requirements for municipal employees can be divided into 4 groups: the group of requirements is related to the presence of government and administrative powers among officials. Requirements for employees at the level where decisions are made translate into management ethics (decisiveness, professionalism, leadership ability, etc.);

Performance discipline. This requirement is based on the fact that a person’s life sometimes depends on a municipal employee, since the professional function of officials includes processing documents for a person from the moment of his birth. Discipline, attentiveness, diligence, punctuality, pedantry and law-abidingness - these qualities characterize executive discipline;

Such qualities are determined by the fact that today the volume of communication in the structure of the professional activities of officials is increasing. The important thing here is that communication not only increases in quantity, but also becomes more diverse and varied in character. This communication includes new layers of the population that differ in interests, social status, income level, etc. An official must have such qualities as communication, openness, respect for someone else’s point of view, the ability to listen and hear, restraint, tact, good manners, mastery of words, and the ability to present oneself;

In practical application, the concepts and principles of professional ethics of municipal service take the form of ethical requirements. Of these, the main ones that must be presented to a municipal employee both when entering the municipal service and when exercising his official powers are:

Commitment to the highest moral principles, loyalty to the state. A municipal employee must put state interests above individual, private interests, goals and objectives political parties, other public associations.

Compliance with the principles of municipal service:

- constant readiness to defend the Constitution, federal laws and the laws of the constituent entities of the federation, never violate the provisions of the taken oath of allegiance to the state and not renounce the legal requirements for a municipal position;

- honest service to the state;

— the desire to find and use the most effective and economical ways to perform government tasks and functions;

— the absence in the activities of a municipal employee of elements of discrimination against some subjects, on the one hand, and the provision of special benefits and privileges to other subjects, for special remuneration or without it, on the other;

- never accept any benefits or advantages for yourself and your family members while using your official powers;

- do not make any personal promises related to the duties of the municipal service;

- never use any information received in confidence during the performance of their official duties as a means of obtaining personal gain;

- do not engage in entrepreneurial activity;

— expose corruption and constantly fight it.

— observe business rules and correct communication with citizens and colleagues; municipal civil servant;

- do not publicly express your personal opinion about current political figures;

— avoid abuse of official position, selfish or other personal interest;

- in communication with citizens, both in the exercise of their powers and in non-official relations, observe generally accepted rules of behavior; behave with dignity; demonstrate polite, correct treatment, impartiality, adherence to principles, the desire to deeply understand the essence of the issue, the ability to listen and understand another position; equal treatment of all citizens and legal entities; balanced judgments expressed and management decisions made.

3. Basic functions and principles of etiquette in municipal service

The specificity of this type of professional activity, such as municipal service, the features of the socio-legal status of a municipal employee and the corresponding service situations arising from it, allow us to speak of the etiquette of municipal employees as a set of specific rules regulating the external manifestations of relationships between people in the process of their professional activities in everything variety of forms of official communication.

In the municipal service, where relationships are built on the basis of subordination, each type of communication (subordinate and superior, colleagues, official and visitor) has sufficient specificity and is subject to its own practice-developed rules of etiquette, focused on honor and dignity as the highest value.

Etiquette in municipal service performs various functions.

There is an information function, a function of standardizing models of individual and group behavior, a function of social control and social influence, the function of creating psychological comfort. Etiquette norms inform how a municipal employee should behave in a particular official situation and what behavior should be expected from colleagues, from a superior or from subordinates. By standardizing the behavior of each member of the team, etiquette helps them, without thinking, sometimes almost unconsciously, choose a line of behavior in accordance with the real situation and the expectations of others, without the risk of getting into an awkward or difficult situation or causing complications in relationships with others. Following the accepted rules of behavior for each of the parties to communication strengthens confidence in the correctness of their actions, gives rise to self-respect, and creates a feeling of psychological comfort.

4. Basic principles

The basis of the etiquette of a municipal employee is the general principles of modern etiquette, observed today throughout the world: these are the principles of humanism, expediency of actions, aesthetic appeal of behavior and respect for the traditions of their country and countries with representatives of which civil servants have to enter into business contacts.

The principle of humanism enshrines moral basis business etiquette. It is concretized in the requirements addressed to the culture of relationships and including politeness in all the diversity of its shades: correctness, courtesy, courtesy, delicacy, tact, modesty, accuracy. Credo of the principle of humanism: good relations are the key to fruitful cooperation, acting as one of the most effective motivators of work activity and an integral part of organizational culture.

In each specific situation, we choose the appropriate form of politeness for the given situation, namely correct politeness, which allows, without violating etiquette, to make the person understand our attitude towards his action. Correctness allows the parties to maintain feelings self-esteem and not to humiliate another.

Another form of politeness is politeness, respectful politeness. In official relations, the respectful form of politeness serves as a reliable way to protect both the dignity of the subordinate and the authority of the leader, observing the official hierarchy, showing respect to the boss without a shadow of helpfulness and humiliation, and “honoring” the attention of the subordinate without arrogance and arrogance. Courtesy has nothing to do with helpfulness and servility in an official environment.

A striking manifestation of the harmony of a person’s internal and external culture is delicacy, a characteristic of truly well-mannered, intelligent people, the highest expression of goodwill, helpfulness and friendliness.

Politeness in official relations is not an end in itself, but a means of creating and maintaining a morally healthy team. psychological climate, and each employee has a feeling of psychological control and security. It helps prevent misunderstandings and make communication more pleasant.

Politeness is always accompanied by tactfulness - that sense of proportion that allows a person to accurately grasp the boundary between what is possible and what is not. It helps to prevent a situation that causes awkwardness, and if it does arise, not to notice it. A tactful leader will not “scold” a subordinate for a mistake he has made in the presence of strangers. A tactful person will not unceremoniously make comments to a new or younger employee, will not allow himself to make categorical statements when he sees a shadow of concern or grief on a colleague’s face, and will not intrusively inquire about the reasons for his condition. He will not give unsolicited advice, interfere in personal affairs and distribute personal information received in confidence.

One of the requirements of official etiquette is modesty. V. Dahl defines a modest person, first of all, as moderate in his demands, undemanding for himself, not putting his personality first, decent, quiet in his manners, contrasting these qualities with self-confidence, arrogance, pride, arrogance, impudence, insolence. Unfortunately, this concept in the public consciousness has recently been significantly devalued, having lost its original meaning, and has often become associated with uncertainty, timidity, shyness and mediocrity, which it is believed that one cannot live with.

Thus, the principle of humanism as the most important principle of modern etiquette, concretized in the requirements of politeness, modesty, accuracy, has a deep moral basis. The specific rules of behavior arising from it act as an outward manifestation of respect for a person. Otherwise, no refined manners, no refined speech can hide the lack of genuine culture, the inferiority of upbringing. And disrespect for other people is a sign of lack of self-respect.

The principle of humanism is fundamental, but not the only principle underlying the etiquette of a municipal employee. Non-standard service and life situations constantly confront a person with the problem of choosing a behavior model, relying only on common sense. The principle of expediency of actions is what largely determines the behavior of a municipal employee in relationships with others in an official situation.

The third principle on which the requirements of modern business etiquette are based is the principle of aesthetic attractiveness of the behavior and appearance of an employee of an institution. A person who is unkemptly dressed, waving his arms and constantly grimacing or sullenly frowning, in the excitement of an argument, driving you into a corner or carelessly, without looking at you, holding out his hand arrogantly outstretched palm down for greeting, talking loudly and noisily fighting his runny nose is unlikely to arouse sympathy and will bring pleasure from communicating with him. Ugly, graceless and attractive behavior offends the aesthetic feelings of others and is perceived as a manifestation of disrespect for them.

One of the important and powerful principles of modern office etiquette, breaking the stereotypes of generally accepted ideas about the rules of good manners, is the principle of subordination, which dictates the external behavior of employees in many situations. business communication. The very nature of personnel management in the municipal service dictates the need and expediency of strict subordination of labor relations: “top-down” and “bottom-up” (between managers and subordinates) and “horizontally” (between employees of the same official status).

Recently, the practice of labor relations in the municipal service has increasingly begun to include a new style personnel management (it is called a participative style), the distinctive features of which are openness, awareness, trusting relationships, delegation of authority to subordinates, etc. This style, addressed to the consciousness and internal motives of human behavior, is designed for parity relations between the leader and the subordinate, for their mutual support and social relationships.

Together with a new management style in ethics business relations municipal employees, the principle of parity is established, peacefully coexisting with the principle of subordination. It is known that the effectiveness of discussing business problems increases when, in the interests of the business, everyone feels equal in expressing their position, views, arguments, regardless of their position, status, work experience, age, etc.

Knowledge of the basic principles of modern business etiquette allows a person to confidently navigate any non-standard situation, not get into trouble and not make mistakes that allow others to doubt his upbringing, which could cause serious damage to his image.

The intelligence of municipal employees should be determined not only by the level of education, but also by compliance with the ethical principles of legality, justice, humanity, responsibility and impartiality. It must also be combined with the ability to clothe what they profess moral principles into appropriate forms of external behavior, the basis of which is respect for a person and his dignity, politeness, tact, modesty, accuracy, aesthetic appeal of actions combined with expediency and common sense.

Annex 1

Model Code of Ethics and Official Conduct for Public Servants Russian Federation and municipal employees (approved by the decision of the Presidium of the Anti-Corruption Council under the President of the Russian Federation dated December 23, 2010) (protocol No. 21)

 Model code of ethics and official conduct of civil servants of the Russian Federation and municipal employees (approved by the decision of the presidium of the Council under the President of the Russian Federation for combating corruption dated December 23, 2010) (protocol No. 21)

 Section I. General provisions (clauses 1-9)

 Section II. Basic principles and rules of official conduct of state (municipal) employees (clauses 10-24)

 Section III. Recommendation ethical rules of official conduct of state (municipal) employees (clauses 25-28)

 Section IV. Liability for violation of the provisions of the Model Code (clause 29)

Model Code
ethics and official conduct of civil servants of the Russian Federation and municipal employees
(approved by the decision of the Presidium of the Anti-Corruption Council under the President of the Russian Federation dated December 23, 2010) (protocol No. 21)

I. General provisions

1. The Model Code of Ethics and Official Conduct of Civil Servants of the Russian Federation and Municipal Servants (hereinafter referred to as the Model Code) was developed in accordance with the provisions of the Constitution of the Russian Federation, the International Code of Conduct for Public Officials (Resolution 51/59 of the UN General Assembly of December 12, 1996 ), Model Code of Conduct for Civil Servants (annex to the Recommendation of the Committee of Ministers of the Council of Europe of May 11, 2000 N R (2000) 10 on codes of conduct for civil servants), Model Law "On the Fundamentals of Municipal Service" (adopted at the 19th plenary session Interparliamentary Assembly of Member States of the Commonwealth of Independent States (Resolution No. 19-10 of March 26, 2002), Federal Laws of December 25, 2008 No. 273-FZ “On Combating Corruption”, dated May 27, 2003 No. 58-FZ "On the public service system of the Russian Federation", dated March 2, 2007 N 25-FZ "On municipal service in the Russian Federation", other federal laws containing restrictions, prohibitions and obligations for civil servants of the Russian Federation and municipal employees, Decree of the President of the Russian Federation Federation of August 12, 2002 N 885 “On approval of general principles of official conduct of civil servants” and other regulatory legal acts of the Russian Federation, and is also based on generally recognized moral principles and norms Russian society and states.

2. The Model Code is the basis for the development by relevant state bodies and local government bodies of codes of ethics and official conduct of civil servants of the Russian Federation and municipal employees (hereinafter referred to as state (municipal) employees).

3. The Model Code is a set of general principles of professional service ethics and basic rules of official conduct that should guide state (municipal) employees, regardless of the position they occupy.

4. A citizen of the Russian Federation entering the civil service of the Russian Federation or municipal service (hereinafter referred to as state and municipal service) is obliged to familiarize himself with the provisions of the Model Code and comply with them in the course of his official activities.

5. Every state (municipal) employee must accept all necessary measures to comply with the provisions of the Model Code, and every citizen of the Russian Federation has the right to expect from a state (municipal) employee to behave in relations with him in accordance with the provisions of the Model Code.

6. The purpose of the Model Code is to establish ethical standards and rules of official conduct of state (municipal) employees for the worthy performance of their professional activities, as well as to help strengthen the authority of state (municipal) employees and citizens’ trust in government agencies and local governments and ensuring uniform standards of conduct for state (municipal) employees.

7. The Model Code is designed to improve the efficiency of performance by state (municipal) employees of their official duties.

8. The Model Code serves as the basis for the formation of proper morality in the field of state and municipal service, respectful attitude towards state and municipal service in the public consciousness, and also acts as an institution of public consciousness and morality of state (municipal) employees, their self-control.

9. Knowledge and compliance by state (municipal) employees with the provisions of the Model Code is one of the criteria for assessing the quality of their professional activities and official behavior.

II. Basic principles and rules of official conduct of state (municipal) employees

10. The basic principles of official conduct of state (municipal) employees are the basis of the behavior of citizens of the Russian Federation in connection with their presence in state and municipal service.

11. State (municipal) employees, aware of their responsibility to the state, society and citizens, are called upon to:

a) perform official duties conscientiously and at a high professional level in order to ensure the effective operation of state bodies and local governments;

b) proceed from the fact that recognition, observance and protection of human and civil rights and freedoms determine the basic meaning and content of the activities of both state bodies and local governments, and state (municipal) employees;

c) carry out their activities within the powers of the relevant state body and local government body;

d) not give preference to any professional or social groups and organizations, be independent from the influence of individual citizens, professional or social groups and organizations;

e) exclude actions related to the influence of any personal, property (financial) and other interests that interfere with the conscientious performance of their official duties;

f) notify the representative of the employer (employer), the prosecutor's office or other state bodies or local government bodies about all cases of any persons contacting a state (municipal) employee for the purpose of inducing them to commit corruption offences;

g) comply with the restrictions and prohibitions established by federal laws, perform duties related to the performance of state and municipal service;

h) maintain impartiality, excluding the possibility of influence on their official activities by decisions of political parties and public associations;

i) comply with the norms of official, professional ethics and rules of business conduct;

j) show correctness and attentiveness in dealing with citizens and officials;

k) show tolerance and respect for the customs and traditions of the peoples of Russia and other states, take into account the cultural and other characteristics of various ethnic, social groups and faiths, promote interethnic and interfaith harmony;

l) refrain from behavior that could raise doubts about the conscientious performance of official duties by a state (municipal) employee, and also avoid conflict situations, capable of damaging his reputation or the authority of a state body or local government body;

m) take measures provided for by the legislation of the Russian Federation to prevent the emergence of a conflict of interest and resolve emerging cases of conflict of interest;

o) not to use one’s official position to influence the activities of state bodies, local self-government bodies, organizations, officials, state (municipal) employees and citizens when resolving personal issues;

o) refrain from public statements, judgments and assessments regarding the activities of a state body or local government body, its head, if this is not part of the official duties of a state (municipal) employee;

p) comply with the rules of public speaking and provision of official information established by a state body or local government body;

c) respect the activities of media representatives to inform the public about the work of a state body or local government body, and also provide assistance in obtaining reliable information in the prescribed manner;

r) refrain from public speaking, including in the media, from indicating the value in foreign currency (conventional, monetary units) on the territory of the Russian Federation of goods, works, services and other objects civil rights, amounts of transactions between residents of the Russian Federation, budget indicators at all levels of the budget system of the Russian Federation, amounts of state and municipal borrowings, state and municipal debt, except in cases where this is necessary for the accurate transfer of information or is provided for by the legislation of the Russian Federation, international treaties of the Russian Federation, business customs;

s) constantly strive to ensure the most efficient management of resources within his area of responsibility.

12. State (municipal) employees are obliged to comply with the Constitution of the Russian Federation, federal constitutional and federal laws, and other regulatory legal acts of the Russian Federation.

13. State (municipal) employees in their activities should not violate laws and other regulatory legal acts, based on political, economic expediency or other reasons.

14. State (municipal) employees are obliged to counteract manifestations of corruption and take measures to prevent it in the manner established by the legislation of the Russian Federation.

15. State (municipal) employees, when performing their official duties, should not allow personal interests that lead or may lead to a conflict of interest.

When appointed to a position of state or municipal service and performing official duties, a state (municipal) employee is obliged to declare the existence or possibility of having a personal interest that affects or may affect the proper performance of his official duties.

16. A state (municipal) employee is obliged to provide information on income, property and property obligations of himself and his family members in accordance with the legislation of the Russian Federation.

17. A state (municipal) employee is obliged to notify the employer’s representative, the prosecutor’s office of the Russian Federation or other government bodies about all cases of any person contacting him in order to induce him to commit corruption offenses.

Notification of facts of treatment for the purpose of inducing the commission of corruption offenses, except for cases when an audit has been or is being carried out on these facts, is the official responsibility of a state (municipal) employee.

18. A state (municipal) employee is prohibited from receiving remuneration from individuals and legal entities in connection with the performance of his official duties (gifts, monetary remuneration, loans, material services, payment for entertainment, recreation, for the use of transport and other remuneration). Gifts received by a state (municipal) employee in connection with protocol events, business trips and other official events are recognized, respectively, as federal property, the property of a constituent entity of the Russian Federation, a local government body and are transferred to state (municipal) employees according to an act to a state body or authority local government in which he holds a state or municipal service position, with the exception of cases established by the legislation of the Russian Federation.

19. A state (municipal) employee may process and transmit official information subject to compliance with the norms and requirements in force in a state body or local government body, adopted in accordance with the legislation of the Russian Federation.

20. A state (municipal) employee is obliged to take appropriate measures to ensure the security and confidentiality of information for the unauthorized disclosure of which he is responsible and/or which became known to him in connection with the performance of his official duties.

21. A state (municipal) employee, vested with organizational and administrative powers in relation to other state (municipal) employees, must be for them an example of professionalism, impeccable reputation, contribute to the formation of a favorable for the effective functioning of the moral and psychological climate.

22. A state (municipal) employee vested with organizational and administrative powers in relation to other state (municipal) employees is called upon to:

a) take measures to prevent and resolve conflicts of interest;

b) take measures to prevent corruption;

c) prevent cases of coercion of state (municipal) employees to participate in the activities of political parties and public associations.

23. A state (municipal) employee, vested with organizational and administrative powers in relation to other state (municipal) employees, must take measures to ensure that the state (municipal) employees subordinate to him do not allow dangerous corrupt behavior, set an example of honesty with his personal behavior, impartiality and fairness.

24. A state (municipal) employee, vested with organizational and administrative powers in relation to other state (municipal) employees, is responsible in accordance with the legislation of the Russian Federation for the actions or inactions of employees subordinate to him who violate the principles of ethics and rules of official conduct, if he does not took measures to prevent such actions or inactions.

25. In official conduct, a state (municipal) employee must proceed from the constitutional provisions that a person, his rights and freedoms are the highest value and every citizen has the right to immunity privacy, personal and family secrets, protection of honor, dignity, and one’s good name.

26. In official conduct, a state (municipal) employee refrains from:

a) any type of statements and actions of a discriminatory nature on the basis of gender, age, race, nationality, language, citizenship, social, property or marital status, political or religious preferences;

b) rudeness, displays of a dismissive tone, arrogance, biased remarks, presentation of unlawful, undeserved accusations;

c) threats, offensive expressions or remarks, actions that interfere with normal communication or provoke illegal behavior;

d) smoking during official meetings, conversations, and other official communication with citizens.

27. State (municipal) employees are called upon to contribute through their official behavior to the establishment of business relationships and constructive cooperation with each other in the team.

State (municipal) employees must be polite, friendly, correct, attentive and show tolerance in dealing with citizens and colleagues.

28. The appearance of a state (municipal) employee when performing his official duties, depending on the conditions of service and the format of the official event, should contribute to the respectful attitude of citizens towards state bodies and local governments, and comply with generally accepted business style, which is distinguished by formality, restraint, tradition, accuracy.

IV. Liability for violation of the provisions of the Model Code

29. Violation by a state (municipal) employee of the provisions of the Model Code is subject to moral condemnation at a meeting of the relevant commission for compliance with the requirements for official conduct of state (municipal) employees and the resolution of conflicts of interest, formed in accordance with Decree of the President of the Russian Federation of July 1, 2010 N 821 "On commissions for compliance with the requirements for official conduct of federal civil servants and the resolution of conflicts of interest", and in cases provided for by federal laws, violation of the provisions of the Model Code entails the application of legal liability measures to a state (municipal) employee.

Compliance by state (municipal) employees with the provisions of the Model Code is taken into account when conducting certifications, forming personnel reserve for promotion to higher positions, as well as when imposing disciplinary sanctions.

2 Norms and requirements of professional ethics

Office ethics is the broadest concept in the field of professional ethics. Office ethics is understood as a set of the most general norms, rules and principles of human behavior in the sphere of his professional, production and service activities. Every person who starts working must comply with these standards. The number of these norms is small. The overwhelming majority of them are formulated in an extremely general form, in order to be detailed in relation to specific types of activities. Work ethics requirements:

1. Discipline. The specification of this concept depends on the specifics and content of the work. For example, in animal husbandry, the concept of discipline will be determined by the life cycles of the animals being cared for.

2. Saving material resources provided to the employee to carry out production activities. These resources can be very different. The need to replenish lost resources places a heavy burden on profits and production costs, hence the requirement to reduce losses to a minimum. This standard includes saving heat, buildings, equipment, materials, etc.

3. Correctness of interpersonal relationships. A person in the sphere of his work activity must behave in such a way that interpersonal conflicts arise as little as possible, and so that other people feel comfortable working next to him in direct and indirect interpersonal contact.

All these requirements are divided into two subgroups. The first subgroup: includes requirements in interpersonal contacts horizontally (subordinate - subordinate, leader - leader). The second subgroup: includes requirements in interpersonal contacts along the vertical (subordinate - manager). Here the main requirement for the subordinate is recognition of the manager’s very right to give orders, which includes the functional responsibilities assumed by the person under the employment contract.

The subordinate must, based on these responsibilities, structure his behavior accordingly and not use various forms of evasion of orders. Evasion can be open, public, with certain conditions imposed on the leader. It can be hidden, take on the nature of a secret (with the help of facial expressions, gestures, individual words) provoking the manager into open actions against a subordinate. In these situations, the subordinate may often appear to those around him as the suffering party, and the manager’s reaction to him may be inadequate. One of the reasons for such behavior of subordinates may be the desire to gain certain social capital, to look persecuted, to acquire the status of an informal leader, to achieve some benefits for oneself, etc.

The ethics of a leader lies in the need to combine basic management principles (purely professional) with universal moral requirements and presupposes knowledge of the basic norms of relationships between people, between an individual and a group, a team, between groups.

Office ethics focuses on such norms of behavior that directly relate to the relationships between people in the process of implementing managerial functions.

She emphasizes the special importance of compliance with these standards. Thus, work ethics instructs the manager to be objective and fair in relation to all subordinates and equal in his treatment of them, to be principled in his work, demanding and at the same time tolerant of people, tactful, and to take care of creating a favorable moral and psychological climate in the team.

3 Business card. Types of business cards

A business card, business, professional or personal, introduces the owner or announces his immediate arrival. Quite often stranger will first see a business card, and then only the person about whom it is written, so it is important that business cards are verified in every detail and create a favorable image of your company and yourself. It is impossible to create the best impression using second-class materials.

Top management, who understands this, adheres to this rule for every employee of their company; otherwise, skimping on them creates a bad opinion of the manager who has elegant engraved cards for himself and cheap, sloppily printed ones for his sales representatives.

The best way to check whether your cards are perfect is to ask the advice of an experienced stationery dealer, but not the shoddy printer around the corner or any stationer on the high street, as there are many cards for sale of poor quality, although they may look elegant and attractive.

All business cards should be printed with clichés on good quality card stock. This is a general requirement for business, professional and personal business cards. Otherwise, the differences between the three groups are minor.

In modern practice, two types of business cards are used: business and personal, each of which has its own varieties.

Business cards are an integral attribute of the modern official communication. There are certain standards for placing text on such cards.

Let's imagine the classic version: at the top in the center is the name of the company (organization, institution) in which the owner of the business card works, below in the center is the last name, first name and patronymic, even lower is the position held, as well as title and academic degree. The address of the institution where the card holder works is printed in the lower left corner. The remaining information - office telephone number, fax number, email address, company website address - is placed in the lower right corner (usually each element on a separate line). In particular, the following consideration speaks in favor of placing the phone number in the right corner: when dialing a number, you usually hold the business card with your left hand, and if the number is printed on the left, then holding the card becomes uncomfortable. At the same time, to “balance” the placement of elements on the surface of the business card, it is allowed to place some of the information in the lower left corner.

Also, for an important official, the president of a company, or the owner of a business, it is permissible to indicate his name above all other information.

The state emblem and flag are placed on the business cards of government officials. A business card without an official address does not comply with etiquette standards (exceptions include diplomats and senior government officials). If an organization has several branches, the business cards of its representatives may indicate the home address and telephone number; if necessary, it is entered by hand; this even creates some trust in communication. When changing your number, you can cross out the old one and carefully enter the new one, but you should not carry out such operations with your address or position.

There are two types of business cards: executive and company cards. The representative's name, surname, position and full name of the organization are indicated without any coordinates. They are used for special and representative purposes. By the way, there are business cards without indicating the position at all: these are given only to ladies.

On the contrary, the company card includes full information about the name and location of the organization, as well as telephone numbers and email addresses. They are used at presentations, exhibitions, when presenting gifts, congratulations from the company, etc.

The second type of business cards is personal. They can contain the owner’s first and last name, as well as any additional information that a person wants to enter there (company address, phone numbers, personal website address, email, title or academic degree). A type of personal card is a family business card or a spouse card. It is used when making acquaintances, sending congratulations to family friends, or attached to gifts. It must be remembered that the wife’s name on such cards is placed before the husband’s name, the address is indicated optionally. Oddly enough, children's business cards also exist. When designing them, you can deviate somewhat from the rigid norms of the adult world and create something individual and interesting. Of course, this type of business card is not often in demand in business circles, but sometimes it can come in handy. For example, if a child gets lost in a supermarket or goes to a holiday camp, the parents’ mobile phone number entered into the card will always be with him, and if necessary, teachers will be able to use it.

For scientific and creative workers who often work at home, a combined business card was created, in which, along with business coordinates (in the lower left corner), home coordinates (in the lower right corner) are also indicated. True, women most often limit themselves to only a business phone number. When holding large events - conferences, presentations, exhibitions, festivals, their organizers order large business cards - badges indicating the first name, patronymic, last name, academic title, position, company name, educational institution or scientific center, which this participant represents. Badges are pinned on the left side of the chest and worn exclusively in the building where the event is taking place. Perhaps a badge is the only business card on which it is sometimes appropriate to place a photograph of a person next to his name; such an object should not be placed on other cards.

To modern man In addition to business ones, it is necessary to have social business cards. Firstly, it is considered bad form to use business cards in social life, and secondly, such a distinction will allow you, without unnecessary emotional costs, to either emphasize the formality of the relationship or express your special friendly disposition.

On secular business cards it is permissible to indicate information about the profession, honorary and academic titles. A social business card can be sent as an invitation to an informal reception or to accompany a check to a doctor or notary. Business cards on parchment paper ordered from a calligrapher are considered especially chic.

Every man who considers himself a gentleman should have such exclusive business cards in order to send them to the ladies with flowers or a gift.

However, at the Kodak company and many other branches of foreign corporations, employees order business cards with photographs. Many consultants, product and service promotion managers order such business cards because they allow them to better remember their owners and invite them to further communication. But if you want to make a statement about your importance, it is best not only not to make business cards with a photograph, but also not to use a lot of colors. Two colors (black + any other) are quite enough. Colorful cards are made only by those workers who use them as advertising for their salon, store, or club. Colored business cards with designs are suitable for all designers - from fashion designers to website creators. The main thing is that the business card confirms that its owner has taste and creative abilities. Colored paper for a business card is justified if it is a detail of corporate style. It turns out that for both the poor and the rich, the simpler the better.

Modern owners strive to squeeze as much information as possible into a small business card: emblems and symbols, trademarks, photographs, drawings of coats of arms and flags! But amidst this confusion, there is a special class of professionally and artistically made, stylish business cards. Such business cards become works of art, “graphics of ultra-small forms,” as well as objects of exhibitions and various competitions. Manufacturers also surprise with the materials from which business cards are made: plastic, wood, fabric, leather, magnetized rubber, aluminum foil, tin, natural mica... It is worth noting that most often cards created by designers for themselves and about themselves become artistically valuable ( or for your studio). A shoemaker - he can do without boots. But a true artist simply must have a “self-portrait” business card.

There are also secular cards for special occasions. For example, it could be a bride's card or a miniature newborn card attached with a ribbon to the mother's card - a charming message to family and friends about the birth of the baby.

In the following ways: - Photographic method; - Printing on a printer or copier; - Printing on a digital printing machine; - Stencil method; - Offset printing. Business card finishing consists of three stages: 1. Thermography. 2. Hot stamping. 3. Cutting business cards. 2.2. Markings and inscriptions on business cards. To the notes and...

But, in turn, congratulate your partner. To do this, write p.r.f.N.A. - “to thank and congratulate you on the New Year.” p.r. (pour remercier) - expression of gratitude; Condolences. Business card with the letters p.c. (pour condoleance) - should be sent as condolences in the event of the death of a business partner. Farewell when leaving for a long time. If a person leaving...

INTRODUCTION

I. Service ethics

II. Specifics of formation of public service ethics

1. Public service ethics as the unity of professional and management systems

2. The role of law in the formation and development of public service ethics

3. Basic concepts of professional ethics of public service

III. Functions of etiquette in public service

1. Requirements for civil servants

2. Basic functions of etiquette in public service

IV. Basic principles of civil servant etiquette

CONCLUSION

BIBLIOGRAPHY

INTRODUCTION

It is an indisputable fact that there is no personality outside of communication. But the communication process cannot be spontaneous, unpredictable. In order for it to proceed normally, without conflict, and to lead to expected and significant results for both parties, it must obey certain rules of external behavior, the totality of which is denoted by the concept of “etiquette.”

However, the unwritten rules themselves, regulating the external manifestations of people’s relationships, fostering the habit of coordinating their actions with the ideas of respect, goodwill and trust, were developed much earlier. They are determined by the needs of survival and normal functioning of the social organism, the need to muffle the natural instincts inherent in each individual and contrast them with rules of communication based on mutual respect for interests and mutual support.

There is a fairly widespread point of view according to which etiquette, as an element of a person’s external behavior, is not organically connected with his morality: a person with refined manners, who has absorbed the wisdom of politeness since childhood, can remain arrogant, inhumane, and immoral. However, such a person is unlikely to be able to mislead the people around him for a long time regarding the right to be called a cultured and educated person. The external form of behavior, devoid of a moral basis, loses its meaning, acquiring only the appearance of disguised rudeness and disrespect for people, which sooner or later will come out. “Icy” or “boorish” politeness has nothing to do with a person’s true culture. Rules of etiquette, observed only externally, allow a person, depending on circumstances and individual character traits, to easily deviate from them.

I. Service ethics

Discipline. The specification of this concept depends on the specifics and content of the work. For example, in animal husbandry, the concept of discipline will be determined by the life cycles of the animals being cared for.

Saving material resources provided to the employee for production activities. These resources can be very different. The need to replenish lost resources places a heavy burden on profits and production costs, hence the requirement to reduce losses to a minimum. This standard includes saving heat, buildings, equipment, materials, etc.

Correctness of interpersonal relationships. A person in the sphere of his work activity must behave in such a way that interpersonal conflicts arise as little as possible, and so that other people feel comfortable working next to him in direct and indirect interpersonal contact.

II . Specifics of formation of public service ethics

1. Public service ethics as the unity of professional and management systems

Public service is a specific type of activity associated with the implementation of state policy and the implementation on behalf of the state of basic economic, social and political programs among the population. The origins of the civil service are sought in the origins of the formation of the state, so in the twentieth century. BC In Ancient Sumer, the first uprising for social justice against the state apparatus took place, and the beginnings of a bicameral parliament and ethical rules for the civil service appeared there.

Ancient Greece and Imperial Rome played a large role in the formation of public service ethics as prototypes of modern bourgeois states. They analyzed the nature of power, and the concepts of “power,” “interaction with society,” and “the role of law” began to form in philosophy.

The historical realities of the formation of the civil service in a particular country played a significant role in the formation of civil service ethics. They made ethical requirements more specific, conditioned by the historical realities of a given country.

The civil service presupposes that each employee has a certain amount of administrative authority, therefore the ethics of the civil service includes all the basic elements of ethics and management culture (decision making, its preparation, implementation, anticipation of the consequences of decisions, etc.). On different levels In the civil service, the volume of administrative and administrative powers varies. At the lower levels, the volume of these powers is small due to the strict centralization of the activities of the civil service; ordinary employees perform executive functions, but, nevertheless, they have a certain set of power powers.

The ethics of public service includes a number of elements of the ethics of ideologized systems: the requirement to subordinate basic personal qualities to the specifics of the idea being achieved (implemented), the exclusion of all those who are unable to apply the methods and methods that are necessary to achieve the goals. In the civil service system, there have always been formal or informal ways of monitoring the behavior of government officials for compliance with the standards required of civil servants at a given time. There is a system of internal punishments for civil servants.

There are many specific aspects in the organization of the civil service and its functioning that contradict the moral qualities required of a civil servant. The morality of officials is decomposing as if from within. Such features that negatively affect the morale of civil servants are:

Specific form of remuneration in the civil service;

Its territorial structure;

Vertical alignment according to the area of activity;

The special nature of labor turnover;

Particular interest of certain segments of the population in the activities of the civil service.

Thus, the ethics of a civil servant seems to be a rather unstable, vulnerable set of qualities, highly dependent on circumstances. On the other hand, a civil servant is the face of the state and the nation, the key to the successful functioning of the state. Therefore, there are a number of qualities that a civil servant must possess. In this regard, law plays a decisive role in the organization of public service.

2. The role of law in the formation and development of public service ethics

There is no other profession in which law plays such a large role. The law dominates in ensuring the morality of civil servants; it prescribes the structure of the civil service, subordination, turnover cycles, a system of punishments, removals, etc.

Thus, in the civil service, law is the main regulator of relations between people within the civil service system and with the outside world. Civil servant ethics occupies a supporting position.

The purpose of the law is to unify and standardize the behavior of civil servants so that neither frequent turnover nor the small amount of communication between the population and the official could influence the perception of the official as a representative of the state.

3. Basic concepts of professional ethics of public service

The professional ethics of a civil servant helps to concretize and realize moral values in conditions that are sometimes very complex and unusual. Professional ethics does not form new principles and concepts of moral consciousness; it, as it were, “adapts” already known principles and concepts to specific spheres of human life.

Professional ethics and professional moral consciousness for their functioning they must have their own specific concepts. Let's briefly look at those that will interest us most. Perhaps the initial concept of professional ethics is the concept of “professional duty”, in which official duties are recorded in sufficient detail. It is the awareness of one’s official duty that encourages representatives of a number of professions to treat their work with the greatest responsibility, taking into account many specific nuances of the relationship between the individual and society, the individual and the team. Professional duty stimulates dedication; it is in it that a person’s duty finds concrete expression.

Such concepts as “professional honor” and “professional dignity” should also be highlighted. The concept of professional honor expresses an assessment of the significance of a particular profession in the life of society. Awareness of this significance is very important for a civil servant and forms the basis of professional dignity and self-esteem of one’s activities. It is important to note that the concepts of “honor” and “service” as social phenomena are closely related. It is no coincidence that in the old days honor meant a high rank or position. Honor is a set of highest moral and ethical principles in an individual. It contains the moral dignity of a person, his valor, honesty, nobility of soul, clear conscience, the desire to follow the sublime ideal of truth, justice, goodness, service to one’s fatherland.

Honor is not only a moral, but also a historical category. It is derived from the conditions of the era in which people live, is part of their consciousness, is oriented towards a particular system of values, norms of behavior, etc.

Honor is also an active category. It manifests itself in the actions of people, in their relationships with each other. Depending on the nature of the relationship in which a person may be in relation to other people, several types of honor are distinguished. The 19th century German philosopher A. Schopenhauer identified, for example, such types of honor as civil, official, military, knightly, male, etc.

Of primary importance for a person, no matter what he does, is, naturally, civic honor. According to the philosopher, not a single person can do without it. Its actions and meaning extend to all classes, not excluding the highest. Honor obliges all citizens to look after the interests of their fatherland, to increase its wealth, good name and glory, to respect the laws of the state, to maintain public order, to take care of the elderly and children, and to help weakly protected sections of citizens. After all, in a legal, democratic, social state, every person has the right to a decent life.

Civil honor also has a significant impact on official honor, at least in that part that is associated with the high social significance of service and official activities. In the modern understanding, service is service to the state, the Fatherland, and the people. The social meaning of service is especially clearly manifested in critical epochs in the life of the state, when people's responsibility for the fate of the country sharply increases.

Official honor, in addition to social meaning, has another, no less important aspect related to the performance by employees of their duties. Due to the publicity of the service, the activities of civil servants, their professional and personal qualities are under close public attention. As Schopenhauer notes, “Official honor consists in the general opinion of others that the person holding his position really has all the necessary qualities for this and in all cases accurately fulfills his official duties.

Professional honor and professional dignity, mutually complementing each other, help maintain a certain, fairly high level of morality. The professional honor and professional dignity of a civil servant will be expressed in decisions made and various actions.

Professional morality for a civil servant includes the concept of “professional justice”. Being fair is not that easy. A civil servant needs to spend a lot of effort to thoroughly examine a particular situation and objective circumstances. It is much easier to evaluate using a template, on the advice of your superiors. But it is professional justice, professional conscience that encourages a civil servant to be fair, not to succumb to pressure from “above”, mafia groups, etc. Justice, of course, is also important in relations with colleagues. Double and triple standards in assessments of “us” and “strangers”, convenient and inconvenient, destroy both the moral consciousness of the specialist himself and the moral and psychological climate of the team. Since communication with specific person makes up the majority of the working time of the majority of civil servants, we can speak with complete confidence about such a concept of professional morality as “professional tact.”

It is especially worth highlighting the basic principles of professional ethics of a civil servant.

First of all, the starting point for the professional ethics of a civil servant is the principle of humanism, i.e. respectful attitude towards everyone human personality, understanding its uniqueness, self-sufficient value. The principle of humanism is opposed to a purely utilitarian attitude towards the individual, considering it mainly as a means of achieving some other, albeit quite important, goals.

The principle of optimism (professional) intersects with the principle of humanism. Thus, it is not easy for a civil servant to carry out his duties without the belief that his efforts, his work, both the decisions he makes and the decisions he carries out contribute to the development of the state, strengthening the principles of democracy, law and order. This faith elevates and helps to develop a good beginning in a person.

Any activity, especially one that is directly aimed at a person, must be overshadowed and inspired by a lofty idea. Therefore, the professional ethics of a civil servant must include the principle of patriotism. It is obvious that love for the Motherland cannot be combined with disdain for other countries and other peoples. If we recall Aristotle’s reasoning about the golden mean, then patriotism can be imagined as the mean between two extremes: between national arrogance and humiliation, ingratiation to everything foreign. True patriotism includes a constructive attitude towards the achievements of other peoples.

The basic concepts and principles of professional ethics of a civil servant form its framework, which is filled with “flesh and blood” in various everyday situations.

III . Functions of etiquette in public service

1. Requirements for civil servants

The moral requirements for civil servants can be divided into 4 groups: the group of requirements is associated with the presence of government and administrative powers among officials. Requirements for employees at the level where decisions are made translate into management ethics (decisiveness, professionalism, leadership ability, etc.);

Performance discipline. This requirement is based on the fact that sometimes a person’s life depends on a civil servant, since the professional function of officials includes processing documents for a person from the moment of his birth. Discipline, attentiveness, diligence, punctuality, pedantry and law-abidingness - these qualities characterize executive discipline;

Qualities Explained by the Fishbowl Effect. This special position a civil servant in society: the keen attention of people is focused on him (even to his personal life). It follows from this that public service is not only a profession, but also a way of life. Restraint, asceticism, a sense of responsibility for deviating from standards, personal behavior - these are the qualities of an official that are responsible for what opinion the population will have about the state.

When applied in practice, the concepts and principles of professional ethics in public service take the form of ethical requirements. Of these, the main ones that must be presented to a civil servant both when entering the civil service and when exercising public service powers are:

Commitment to the highest moral principles, loyalty to the state; a civil servant must put state interests above individual, private interests, goals and objectives of political parties and other public associations;

Compliance with the principles of public service;

Constant readiness to defend the Constitution, federal laws and laws of the constituent entities of the federation, never violate the provisions of the taken oath of allegiance to the state and not renounce the legal requirements of public office;

Honest service to the state;

The desire to find and use the most effective and economical ways to perform government tasks and functions;

The absence in the activities of a civil servant of elements of discrimination against some subjects, on the one hand, and the provision of special benefits and privileges to other subjects, for special remuneration or without it, on the other;

Never accept any benefits or advantages for yourself and your family members while using your official powers;

Do not make any personal promises related to public service duties;

Never use any information obtained in confidence during the performance of your official duties as a means of obtaining personal gain;

Do not engage in entrepreneurial activity;

Expose corruption and constantly fight it in government bodies;

Maintain business rules and correct communication with citizens and colleagues;

Strive to create a business image of a civil servant;

Do not publicly express your personal opinion about current political figures;

Avoid abuse of official position, selfish or other personal interests;

In communicating with citizens, both in the exercise of one’s powers and in off-duty relationships, observe generally accepted rules of conduct; behave with dignity; demonstrate polite, correct treatment, impartiality, adherence to principles, the desire to deeply understand the essence of the issue, the ability to listen and understand another position; equal treatment of all citizens and legal entities; balanced judgments expressed and management decisions made.

2. Basic functions of etiquette in public service

The specificity of this type of professional activity, such as civil service, the peculiarities of the socio-legal status of a civil servant and the corresponding service situations arising from it, allow us to speak of the etiquette of civil servants as a set of specific rules regulating the external manifestations of relationships between people in the process of their professional activities in everything variety of forms of official communication.

In the civil service, where relationships are built on the basis of subordination, each type of communication (subordinate and superior, colleagues, official and visitor) has sufficient specificity and is subject to its own practice-developed rules of etiquette, focused on honor and dignity as the highest value.

Etiquette in the public service performs various functions. There is an information function, a function of standardizing models of individual and group behavior, a function of social control and social influence, and a function of creating psychological comfort. Etiquette norms inform how a civil servant should behave in a particular official situation and what behavior should be expected from colleagues, from a superior or from subordinates. By standardizing the behavior of each member of the team, etiquette helps them, without thinking, sometimes almost unconsciously, choose a line of behavior in accordance with the real situation and the expectations of others, without the risk of getting into an awkward or difficult situation or causing complications in relationships with others. Following the accepted rules of behavior for each of the parties to communication strengthens confidence in the correctness of their actions, gives rise to self-respect, and creates a feeling of psychological comfort.

IV . Basic principles of civil servant etiquette

The basis of civil servant etiquette is the general principles of modern etiquette, observed today all over the world: these are the principles of humanism, expediency of actions, aesthetic appeal of behavior and respect for the traditions of their country and countries with representatives of which civil servants have to enter into business contacts.

The principle of humanism establishes the moral basis of business etiquette. It is concretized in requirements addressed to the culture of relationships and including politeness in all the diversity of its shades: correctness, courtesy, courtesy, delicacy, tact, modesty, accuracy. The credo of the principle of humanism: good relationships are the key to fruitful cooperation, being one of the most effective motivators of work activity, an integral part of organizational culture.

Another form of politeness is courtesy, respectful politeness. In official relations, the respectful form of politeness serves as a reliable way to protect both the dignity of the subordinate and the authority of the leader, observing the official hierarchy, showing respect to the boss without a shadow of helpfulness and humiliation, and “honoring” the attention of the subordinate without arrogance and arrogance. Courtesy has nothing to do with helpfulness and servility in an official environment.

Politeness in official relations is not an end in itself, but a means of creating and maintaining a healthy moral and psychological climate in the team, and for each employee a sense of psychological control and security. It helps prevent misunderstandings and make communication more pleasant.

The principle of humanism is fundamental, but not the only principle underlying the etiquette of a civil servant. Unusual work and life situations constantly confront a person with the problem of choosing a model of behavior, relying only on common sense. The principle of expediency of actions is what largely determines the behavior of a civil servant in relationships with others in an official situation.

Each nation has its own customs and traditions that have evolved over centuries. Respect for these traditions and following them is another principle of modern business etiquette. Today, due to the active expansion of international relations at all levels, this principle is of particular relevance and becomes a guarantor of mutual understanding between representatives of different cultures. Following this principle saves the employee from unpleasant moments of awkwardness caused by ignorance of the peculiarities of the national etiquette of the country that you visited or with a representative of which you had to enter into business communication. Even the best intentions and the most gallant manners will not protect you from condemnation if, for example, in China you want to kiss a girl’s hand, when meeting a Japanese colleague you accept a business card from him with your left hand, or you try to present a gift - from the bottom of your heart - to an American government official , or, when talking with a colleague from a Muslim region, you will stubbornly look into his eyes.

One of the important and powerful principles of modern office etiquette, breaking the stereotypes of generally accepted ideas about the rules of good manners, is the principle of subordination, which dictates the external behavior of employees in many situations of business communication. The very nature of personnel management in the public service dictates the need and expediency of strict subordination of labor relations: “top-down” and “bottom-up” (between managers and subordinates) and “horizontally” (between employees of the same official status).

Recently, a new style of personnel management (it is called a participative style), the distinctive features of which are openness, awareness, trusting relationships, delegation of authority to subordinates, etc., has increasingly begun to enter into the practice of labor relations in the public service. This style, addressed to the consciousness and internal motives of human behavior, is designed for parity relations between the leader and the subordinate, for their mutual support and social relationships.

Along with the new management style, the principle of parity, peacefully coexisting with the principle of subordination, is being established in the ethics of business relations of civil servants. It is known that the effectiveness of discussing business problems increases when, in the interests of the business, everyone feels equal in expressing their position, views, arguments, regardless of their position, status, work experience, age, etc.

The intelligence of civil servants should be determined not only by the level of education, but also by compliance with the ethical principles of legality, justice, humanity, responsibility and impartiality. It must also be combined with the ability to translate the moral principles they profess into appropriate forms of external behavior, the basis of which is respect for a person and his dignity, politeness, tact, modesty, accuracy, aesthetic appeal of actions, combined with expediency and common sense.

CONCLUSION

The traditional structure of the civil service, with a pyramidal and linear structure, with administrative methods of administration, took shape over centuries, and existed in a relatively unchanged form until the second half of the twentieth century. Problems arose with the world's entry into the civilization of industrial society and the transition to post-industrial civilization. Countries Western Europe and America reached the industrial stage of development by the 30s of the twentieth century, but during the Second World War they were thrown back in their development. By the 50s. most countries restored their potential, and the transition to a post-industrial society began. The processes taking place in the world have become more complex. Transformations not only accelerated, but were compressed. The situation has also been significantly complicated by the manifestation of global problems of humanity (ecological crisis, accumulation of stockpiles of weapons of mass destruction, etc.). The traditional ethics of the civil service, formed over the previous history, have largely ceased to work, to fulfill their functions as a regulator of relations both within the civil service and in the relations of the civil service with the population. She could no longer keep up with the rapidly changing situation.

In changing the ethics of the civil service, several trends have taken shape, which are the subject of comprehension by both scientists and practitioners dealing with the problems of development of morality in the field government controlled.

The main directions in which changes took place in the traditional public service system:

Changes in the organizational side of the civil service:

The emergence of headquarters units (there is a sociological center in the presidential administration). The emergence of the institution of advisers.

Appearing outside traditional structure public administration units organized in a matrix type to work on projects.

Redistribution of functions between management levels in the direction of increasing rights and opportunities at the territorial level (decentralization of management). This trend began to appear in the 70s.

The growth of global problems and the need to unite efforts to solve them has led to an accelerated process of creating various international organizations and structures coordinating the activities of states on certain issues. The emergence of such organizations made us think about the need to bring closer legal norms for the functioning of state apparatuses, and this in turn led to the emergence of basic educational centers that train senior managers, and about the gradual convergence of ethical codes of civil services. This was the spirit of the times.

Gradual transfer of the civil service to the rails of moderate liberalization. In some countries this happened abruptly (Great Britain - Margaret Thatcher), in others more gradually (countries of Eastern Europe). Russia is also proclaiming a transition to moderate liberalization. States are gradually freeing themselves from caring about the needs of people and from fulfilling previously assumed social guarantees for the population. This is due to the growing crisis in the global economy with the constant rise in cost of the entire process of functioning of the state.

Significant and very rapid transformation of the technical equipment of the civil service (computerization of activities, formation of unified communication systems, communications), changes in the entire system of office supplies and equipment. Such a transformation, on the one hand, simplified work, but on the other hand, it presented completely new problems to large groups of civil servants, including rethinking the nature of responsibility, the need to acquire new skills in decision-making, understanding their duty, etc.

Merging the ethics of civil service and ethics (morality) of politics.

The main reasons for these changes are primarily civilizational changes, such as the globalization of the economy and the loss of the tax base by small and medium-sized cities in developed countries when enterprises are transferred to countries with developing economies and cheap prices. labor force; processes of deferralization and decentralization of management in the system of public service and municipal government and the formation of greater autonomy in the activities of local government bodies; the ongoing stratification of society in the context of the transition to post-industrial civilization into ever smaller layers and groups of the population with significantly different interests, etc.

LIST OF REFERENCES USED

1. Boykov V.E. Professional culture of public service // Socis. 2005, no. 2.

2. Public service: culture of behavior and business etiquette. Textbook / Under general. ed. E.V. Okhotsky. -M.: Publishing house RAGS, 2006.

3. Ignatov V.G., Belolipetsky V.K. Professional culture and professional ethics of public service: historical context and modernity. Tutorial. -Rostov-on-Don: Publishing center “Mart T”, 2000.

4. Ethics of public service.//Public service. Problems of professional ethics. Foreign experience. Abstract bulletin. No. 2, 98. -M.: Publishing house RAGS, 2005.

Ethics of public service.//Public service. Problems of professional ethics. Foreign experience. Abstract bulletin. No. 2 (22), 98. -M.: Publishing house RAGS, 2005. -P. 22.

Ethics of public service.//Public service. Problems of professional ethics. Foreign experience. Abstract bulletin. No. 2 (22), 98. -M.: Publishing house RAGS, 2005. -P. 31.

Nalbadyan J.. The role of law in shaping the ethics of public service. -M.: Publishing house RAGS, 2007. P. 3-5.

1 Obolonsky A.V / Public service. Tutorial. -M.: Delo, 2005. P. 30.

Baytov G.N. / Ethics and standards of service / St. Petersburg / “Peter”, 2003, p. 9

Baytov G.N. / Ethics and standards of service / St. Petersburg / “Peter”, 2003, p. 19

Public service: theory and organization. Lecture course. - Rostov-on-Don: “Phoenix”, 2006 P. 159.

What is work ethics? What it is? What are the basics of a standard code of ethics and rules of etiquette for employees and managers? How to behave with clients? What are the consequences? inappropriate behavior V work collective? All this will be discussed in our article.

What does the concept include?

Office ethics is a set of fundamentals and rules of human behavior in the sphere of his professional, production or official activities.

Office etiquette refers to the norm moral behavior person in a team. Knowledge of etiquette is expressed in the acquisition of professional qualities and the constant improvement of existing skills. A key condition for the coordinated work of any organization, company or institution is the culture of behavior and relationships between management and employees, as well as between clients and partners.

In the work environment, the employee is constantly in interaction with everyone. Both managers and subordinates are required to follow the rules and requirements of business etiquette.

According to the rules of etiquette at social events, conversations should be conducted without discussing personal life; it is better to discuss only current business problems and issues.

Compliance with official etiquette in accordance with all the rules is intended to create a healthy emotional work environment, improve mood, which will help increase work productivity and satisfy personal self-affirmation.

The fundamental principles of etiquette in professional activities have significant differences in companies, organizations, and institutions in different industries. There are general standards that must be followed by company employees and government officials. Several of the basic principles can be identified: punctuality, compliance of the employee’s appearance with the established dress code of the company, the ability to maintain confidentiality, and leave personal problems behind the walls of the office.

Leader etiquette rules

Being a leader implies a certain status in connection with the assigned position and position. The authority of a leader is influenced by his possession high culture communication. The standards of professional ethics that must be observed by the manager are expressed as follows:

communication with subordinates, colleagues, partners and clients should be based on the principle of democracy;
attentiveness to the behavior of subordinates and accessibility when resolving conflicts;
the ability to create a friendly and trusting atmosphere in the work team;
polite and correct attitude;
responsibility in business matters;
the ability to keep their word;
have objectivity in relation to all subordinates;

express adherence to principles and exactingness in business;
create a favorable moral and psychological climate in a collective environment;
make claims to subordinates not in front of everyone, but in private conversation;
it is necessary to periodically reward employees for their success;
in case of an incorrect assessment of the situation and punishment of an innocent subordinate, be sure to admit your mistakes;
be fair when assigning punishment to employees;
do not engage in empty quarrels.

It would be correct if the leader, through his actions and behavior, strengthens the subordinate’s sense of dignity. The praise of the subordinate in the form of verbal and monetary rewards should not be forgotten. However, there must be a measure of praise, otherwise the subordinate will develop intolerance to criticism.

There is always a need for balance in a leader's behavior. So, if a subordinate did not carry out the instructions of management, it is necessary to indicate that failure to carry out instructions will result in liability or punishment.

Employee etiquette rules

Each company has its own “table of ranks”. The document can be either standard or supplemented with industry-specific principles. For example, some employees are addressed only by their first names, while others are clearly subject to subordination when addressed by their first and patronymic names.

Beginners should pay close attention to the manners and forms of communication in interpersonal relationships in the team and take them as an example.

The basic norms of etiquette are expressed as follows:

possession of a common culture;
integrity in relationships with colleagues;
respect for the honor and dignity of colleagues;
absence of hypocrisy and lies;
politeness;
the ability to leave your problems and personal troubles behind the walls of the office;
goodwill, conscientiousness, respect, tact, delicacy;
the ability to sympathize and express compassion.

Rules of etiquette with clients and partners

The etiquette of official relationships with customers and partners at enterprises and government agencies shows that You must maintain the correct behavioral qualities and follow the following rules:

politeness;
punctuality (you can’t be late for meetings);
timeliness (all incoming letters and calls from clients must be answered on time, without delay);
responsibility for the tasks taken and the deadlines for their implementation;
neat and decent appearance.

Compliance with generally accepted ethical standards in the work process will contribute to long-term and strong relationships with clients and business partners, as well as increased prestige and profit of the company.

Office etiquette when working with foreign clients or foreign partners presupposes knowledge of the customs, traditions of the representative country, mentality and moral behavior. Ideally, relationships are built on respect and honesty.

Basics of a Model Code of Ethics

The code of ethics and official conduct should not contradict the constitutional foundations, but take into account the principles of ethics in the professional sphere and the rules of employee conduct in the work team.

Fundamental norms express the attitude towards professional duty and ensure high-quality performance official duties, promote career growth and high key performance indicators.

Ethics regulations shape collective relationships. The document spells out the basics of conflicts of interest in the company, responsibility for exceeding official authority, maintaining the confidentiality of personal data and company secrets, compliance with the principles of reasonable competition, rules on personal integrity, and more.

As a result of mastering this chapter, the student should:

Know

General, specific and specific moral qualities of a leader;

Basic requirements for the ethics of a leader, the ethics of orders and instructions;

Be able to

Distinguish between the main (organic) and non-core functions of a manager to ensure the effectiveness of leadership and management;

Set the task of identifying the factors that determine the model of relations between a manager and a subordinate in a specific situation;

Own

Skills in creating a favorable atmosphere of cooperation and mutual understanding in a team;

Skills in effective leadership, compliance with ethical orders and instructions, and organization of teamwork.

The place and role of the leader in the system of state and municipal government. The concept of “organic functions” of a manager

The work efficiency and moral stability of an organization’s employees are influenced, as already noted, by many factors, both subjective and objective. This is also the level of moral development of workers, moral education, and working and living conditions, and the level of material well-being, and much more. However, the nature of the relationships that develop in the team is still of decisive importance. Of particular importance here are the traditions of the organization, positive moral experience, and the personality of the leader.

Any organization is strong primarily because of its leader. Moreover, the specificity management activities, associated with hierarchy and subordination of relations, depersonalization of the bureaucratic apparatus, give the role of the leader particular importance. The creation of a favorable moral climate in the team largely depends on the leader. On the other hand, the success of the leader himself depends entirely on his ability to create a morally healthy team.

In the scientific sense of the word leadership as a special case of management, which includes a set of interaction processes between the manager and subordinates, is an activity aimed at encouraging employees to achieve their goals by influencing individual and collective consciousness.

It is believed that good leader is a leader who:

1) knows how to build relationships with the team;

2) knows the typical mistakes of managers and tries to avoid them.

The literature on management gives the following advice on reorganizing relationships in a team:

The first task is a clear delineation of responsibilities (each employee must know the terms of reference);

It is necessary to develop a diagram of relationships in the organization and a diagram of information flows (no more than 30% of information about the state of affairs below should reach the top management);

Do not do the work for others (for this purpose, it is important to develop job descriptions for all employees from the very beginning);

Each employee must have one boss ( The best way to be a fair boss - not to interfere in the affairs of a subordinate manager, who himself can hold his subordinates accountable and be responsible for their actions);

You should not control the actions of your subordinates (you only need to control the results of their work, for which it is recommended to have a schedule of intermediate results, cards of mutual tasks for yourself and your subordinates);

You should evaluate circumstances, not people (when evaluating the performance of subordinates, you should not get personal).

Research indicates a number of typical mistakes managers associated with their inappropriate behavior, disrupting their normal relationships with subordinates, leading to intragroup conflicts. These include situations when:

For the mistakes of one, the other is responsible;

The decision is made without the participation of the employee;

Criticism and proceedings take place in the presence of third parties or in the absence of the employee;

The manager is unable to admit his mistakes and tries to find the culprits among his subordinates;

Important information is hidden from the employee;

The manager complains about his subordinates to his superiors;

An employee who is professionally qualified to occupy a higher position is not promoted;

TO different members the team has different requirements (the manager has close associates and outcasts);

Rewards for work are provided unfairly (not in accordance with merit).

One of the determining factors in the activities of a leader is leadership style. As a socio-behavioural category, it is not limited to the manner in which a manager influences management relations. This is a broader, qualitative concept that presupposes a high level of culture of the leader’s personality and the presence of the necessary moral qualities. The basis of leadership style is the correspondence of goals and means, form and content. Ultimately, this is the quality of thinking and action, implying knowledge, the ability of the subject of management to analyze the situation, use subjective and objective factors to interact with the object of management, select methods for achieving goals, and harmonize the interaction of participants in management relations.

Leadership style is influenced by various factors. This may be a feature of a specific situation, the nature of the tasks being solved, or the characteristics of the organization.

The personality traits of the leader himself have a decisive influence on the leadership style. Management practice knows the two most common type of leader: 1) a leader focused on work; 2) a leader focused on people. The leader of the first group uses predominantly technocratic management methods. He devotes all his time to scrupulously distributing production roles between subordinates, assigning tasks, planning and scheduling work, developing approaches to their implementation, and constantly communicating to his subordinates his concerns about completing the task. The second type of leader has different priorities: he always participates in two-way communication, ensures the participation of subordinates in decision making, communicates with them in an approving and non-threatening manner, and gives people the opportunity to satisfy their work-related needs.

There are different points of view on the issue of optimal leadership style. The German school of management boils down the essence of the optimal leadership style to the formula: leading employees to success and self-realization. From the point of view of German authors W. Siegert and L. Lang, leadership style is formed depending on the interaction of three factors: 1) the nature (structure) of the leader’s personality; 2) competence of employees; 3) the situation in which the manager and employees find themselves.

American researchers R. Blake and J. Mouton, based on the use of two parameters (attention to people and attention to production), proposed a classification of leadership styles known today in management science (“management grid”), identifying five main leadership styles (Fig. 10.1 ).

In the figure along the axis X the degree of consideration of production interests is presented, along the axis y – the degree of consideration of the interests of the individual.

Rice. 10.1. Five leadership styles by R. Blake and J. Mouton

1. (1.1) – leadership style " non-interference"(lean control). This leadership style is characterized by low level the manager’s concerns about both the results of the team’s work and people. The main goal of a manager is to maintain his position.

2. (1.9) – leadership style "warm campaign"(management in the spirit of a country club, “rest home”). This leadership style is characterized by a high level of care for people, attention to their interests, a desire to establish friendly relations, a pleasant, comfortable atmosphere, and a convenient pace of work. The results of the work are not given much importance.

3. (9.1) – leadership style " task"(power - submission). With this leadership style, the manager is entirely focused on solving production problems and uses predominantly coercive management methods. The human factor is underestimated or ignored.

4. (5.5) – leadership style "golden mean"(“organization”), the manager strives to balance the interests of personnel and production interests, without demanding too much from employees, but also without being conniving.

5. (9.9) – leadership style "team " (group management). Best style leadership, based on the optimal combination of the interests of production and the team. Operational success is driven by people's dedication to their work; trust and respect are achieved through interdependence on a common goal.

The well-known Polish scientist in Europe Stanislav Kovalevsky, in his brilliantly written study “Leader and Subordinate,” considered it very important for a leader to put himself in the position of his subordinates in order to more effectively lead them.

One of the most difficult problems for a leader (besides the well-known conflict between urgent and important)- determine what he must do himself, and what he can entrust to his subordinates, delegating to them some of his powers. When leading an organization, a manager must not only know his main functions, but also be able to separate them from his secondary responsibilities in order to check whether anything is missing in the leadership and whether he is wasting time on extraneous things. Art. Kovalevsky called these functions "organic" thereby emphasizing that their leader should not transfer them to anyone, but should retain them and carry them out personally and constantly. According to the scientist, the list of organic functions not only allows a person occupying a particular leadership position to reduce his workload and focus on the main thing, but also defines this position. The absence of organic functions of a leadership position indicates the uselessness of this position and the need for its reorganization.

Art. Kovalevsky highlighted the following typical organic functions of a leader.

1. Concern for improving the qualifications of the organization’s personnel, creating the necessary conditions and appropriate atmosphere for this.

2. Coordination of interests in the team.

3. Ensuring employee motivation, including both general motivation and motivation in the area of sharing experience and knowledge, informing subordinates about the results of their work.

4. Ensuring the stability of the organization.

5. Formation of the organization’s values and corporate culture for the benefit of the entire team.

According to Kovalevsky, a leader, when taking office, must first of all determine the sequence of his actions.

First his step should be compiling a list of your organic functions; second– comparison of organic functions with the officially established range of tasks and elimination of discrepancies, transfer to subordinates of those functions that go beyond the scope of organic functions; third - determining the importance of each function, allowing one to avoid one-sided attention to any one aspect of the management process; fourth– precise distribution of tasks (who should perform these tasks).

An important component of a manager’s actions is the search for a strategic or limiting factor (a weak link in the manager’s work) that prevents the full use of both the workforce and material resources. Often the manager himself puts himself in a situation where he is forced to put off important things in order to solve immediate problems, torn between the urgent and the important. However, practice shows that if you react only to what is necessary at the moment, it is easy to lose control over your time.

In the literature on management, several questions are formulated, by answering which, a manager can determine the quality of his leadership:

Are the people subordinate to me developing their abilities?

Is their ability to make decisions and take responsibility growing?

Are they learning to collaborate with their colleagues?

Are they involved in decision making?

Do they feel encouraged and supported by me?

Does my leadership help them become better and more productive?

Editor's Choice

Crab salad with cheese - five best recipes

Light tasty salads with crab sticks and eggs can be prepared in a hurry. I like crab stick salads because...

Cutlets in foil in the oven

Let's try to list the main dishes made from minced meat in the oven. There are many of them, suffice it to say that depending on what it is made of...

Salad of crab sticks with corn, cheese and egg Crab salad with hard cheese

There is nothing tastier and simpler than salads with crab sticks. Whichever option you take, each perfectly combines the original, easy...

Potatoes with minced meat in the oven in foil

Let's try to list the main dishes made from minced meat in the oven. There are many of them, suffice it to say that depending on what it is made of...

Cutlets in foil in the oven

Half a kilo of minced meat, evenly distributed on a baking sheet, bake at 180 degrees; 1 kilogram of minced meat - . How to bake minced meat...

Minced meat in foil in the oven with filling

Want to cook a great dinner? But don't have the energy or time to cook? I offer a step-by-step recipe with a photo of portioned potatoes with minced meat...

Pearl barley porridge with beef

As my husband said, trying the resulting second dish, it’s a real and very correct army porridge. I even wondered where in...

Recipes for baked apples with cottage cheese, raisins, honey, nuts and cinnamon

A healthy dessert sounds boring, but oven-baked apples with cottage cheese are a delight! Good day to you, my dear guests! 5 rules...

You can get better from potatoes

Do potatoes make you fat? What makes potatoes high in calories and dangerous for your figure? Cooking method: frying, heating boiled potatoes...

New

Popular