Actuality of the ethics adjusting of professional activity of manager on a personnel.

Oriented in skilled work on the primary productive purposes of organization, a specialist on a personnel must not lose the ethics values of organization, higher principles of its activity from to the kind. To. Khodzhkinson, professor of the Oxford university, exposes four basic administrative error in relation to values :

1) naturalistic error — differentiates facts and values. It is «impossible to get to know a due from pure», and about what it is impossible to talk, it is necessary to be quiet about that;

2) homogenetic is equalization of values, at that time: as values of иерархичны;

3) deleting of source of the valued conflict from the sphere of attention of leader;

4) militaristic is dissociating of aims of organization from facilities of their achievement.

Good leader from bad one, strong — from weak distinguishes, to according to To. Khodzhkinsona, ability to regulate the valued conflicts, analyse information, expose incentive reasons of activity and to it, and inferiors, to determine the valued priorities and take into account them at acceptance of administrative decisions, depending not only upon the intuition but also on a logic analysis.

Rational attitude toward the moral adjusting of in organization, of moral generate a requirement in concrete practical recommendations in relation to permission of difficult problem situations, so-called ethics dilemmas, when a leader is forced to choose actions not between two identical from the ethics point of view methods, but must decide, do or not do anything such, that though advantageously to it or organization, but can be considered unethical. How ethics, for example, to bribe, to get an advantageous contract? How ethics to allow the company to place harmful wastes in a dangerous kind? How ethics to hide information which can compel worker to make decision about a change job? How ethics to get busy in the workplace by the personal files?

Leaders, managers, run into such dilemmas not only in the mutual relations of chiefs with inferiors but also with buyers, competitors, suppliers and controllers. Consequently, all anymore and more organizations need programs of the ethics training, to help managers to make clear their ethics principles and at making decision in difficult circumstances. Such very useful verification sheet which can help at a collision with ethics dilemmas is offered, for example:

How to act in the situations of moral choice?

Step 1. To recognize and make clear a dilemma.

Step 2. To get all possible facts.

Step 3. To transfer all your variants of choice.

Step 4. To check up every variant, setting three question:

«It is legal?»

«It is correct?»

«It is useful?»

Step 5. Decision-making.

Step 6. Twice to check up a decision, setting two question:

«How I will feel, if my monogynopaedium hears about my decision?»

«How I will feel, if about my decision will report in a local seal?»

Step 7. To undertake an action.

Unfortunately, each of us can rationally justify an immoral conduct. We can satisfy itself of that such actions are acceptable. The best method to prevent amoral actions — to recognize, that basing this acquittal on vicious and selfobliging logic. It is useful to feel strongly well-prepared about four general rational methods of acquittal of unethical conduct:

• to satisfy itself of that a conduct actually is not unethical;

• to explain a conduct, that operate in behalf of organization or in the greatest interests;

• to pretend to be, a conduct is fully normal as though, because anymore nobody hears about him;

• to hope that your authority will support you and will help you, if anything will turn out badly.