First I would like to introduce the code of ethics big company Cargill, the interest in which is due more to its availability than to its quality. Due to the fact that the company is not at all focused on Russian market, and is on it relatively recently, she compiled (or rather translated into general outline the main document of the corporation) and presented a Russian-language version of its own management code.

The basic concepts appearing in it focus on activities in strict accordance with the law and moral principles those regions and countries where it operates. Also, special attention was paid to the line: “Under no circumstances does the company intend to expand its business or work in situations in which a violation of the company’s ethical principles is possible.” And this is when net profit$2.31 billion in 2013 and a turnover of $136.7 billion.

The following are Cargill's guiding principles:

1. Cargill will act in accordance with the laws of the countries in which it does business.

2. Cargill will not knowingly assist any third party to violate the laws of any country, whether by creating false documents or otherwise.

3. Cargill will not give or receive bribes or engage in any unethical, fraudulent or corrupt practices.

4. Cargill is always prepared to bear responsibility for all its business obligations with absolute integrity.

5. Cargill will maintain business records in such a way that they reflect, as accurately as possible, the true nature of the transactions.

6. Cargill management is responsible for ensuring that its employees, consultants and contractors are aware of and act upon applicable laws and company policies. Moreover, management is responsible for preventing, detecting and reporting any violations of the law or company policy.

7. Cargill employees may not be involved in situations that create a conflict of interest between the company and the employee.

As we will see later, such a “laconic” code of ethics is not often found, but as mentioned above, it is significant that it exists and is publicly available on a website whose content, frankly speaking, is minimal.

The following code in question belongs to the huge and very famous Google corporation. It is given because it is not executed as standard as the others. Below is a short excerpt from the preface, translated from English:

"Preface

Do not be evil. Googlers typically apply these words to how we serve our users. But “don't be evil” is much more than that. Yes, it's about providing our users with the best possible information, focusing on their needs and providing the best products and services we can. However, it is also about doing the right thing in a broader sense - obeying the law, acting with integrity and promoting mutual respect.

Google's Code of Conduct is one way to put the "don't be evil" policy into practice. It is built on the recognition that all of our actions while working at Google will and should be measured against the highest possible standards of ethical business conduct. We set these high standards for practical reasons: Our commitment to high standards helps us hire great people, make great products and attract loyal customers. Trust and mutual respect among employees and users are the basis of our success, and this is what we must do every day [talking about trust and respect].

This code is not just about certain moral and ethical principles that every employee must respect, but it talks about specific descriptive characteristics that a Googler must be guided by in his activities.

In Appendix A you can see the full table of contents of this code. From the table of contents it is clearly clear that the code covers activities very broadly, including the ethics of communication with clients, internal relations, methods of processing information, protection of company property, employee responsibility to the company, and even compliance with laws. Among the subparagraphs one can notice the regulation of issues of “Alcohol and drugs” and “office romances”. However, if you look closely, this clause does not prohibit alcohol even in the workplace, if it is within reasonable limits and does not harm the work process, although the company has a negative attitude towards them. On the contrary, everything about personal relationships between employees is described quite strictly, despite Google’s world-famous positive attitude towards clannishness, employee marriages, and the acceptance of an employee’s spouse into the company.

Also, the uniqueness of such an ethical code is emphasized by a difficult-to-translate clause; it can be described as classifying the company as a “dog owner.” "Google's affection for our canine friends is general characteristic our corporate culture. We love cats too, however, we are a dog company, so there will generally be some stress on the cats that visit us.”

Such a humorous article, however, can also be meaningful, because visitors and users of Google services quickly and forever become attached to them.

It is also worth noting how much attention is paid to identifying violations of the internal code from the inside: “What should I do if I have a question about the code? If you have questions or doubts, don’t sit idly by.” This paragraph sharpens the reader’s attention to the fact that it is worth turning a blind eye to someone’s dishonesty, but it is worth consulting about this with a senior manager, or the “business ethics” department.

In conclusion, they also once again emphasize the importance of everyone’s personal role in maintaining a high moral level of the company. “Sometimes, identifying the right path is not an easy step. If in doubt, don't be afraid to ask your manager, Legal or Ethics.

Level of social orientation, and highest degree The trust and respect of a corporation like Google leaves no room for doubt that their corporate ethics policies are well-written and functioning well, and therefore can serve as an example and standard for any other organization.

Introduction.
My theme test work: “Ethical codes of organizations: goals and purposes.”
The topic is very relevant, because in market conditions business man assessed not only by his professional qualities, but also by how much he controls his feelings, will, and how he knows how to communicate with clients and partners. The established order of behavior is called etiquette.
The rules of etiquette have been polished and improved over the centuries. Over the course of many generations of people, a kind of selection and consolidation of those who carry universal human ideas about reasonable behavior took place.
In a narrower sphere of human life, the concept of “office etiquette” is used. It defines the responsibilities, norms and rules of behavior and communication of people in the service. A businesslike, but rude and unceremonious person often does not achieve his goal due to the negative or wary attitude of other people towards him. Conversely, a businessman who has good manners, is friendly and tactful makes others want to help him. In addition, knowing the rules of etiquette allows you to avoid communication that is unnecessary at the moment without offending your interlocutor. A person who has firmly grasped the norms of etiquette will not talk in detail about his affairs in response to the traditional question “How are you living?” and thus will not violate the “rules of the game, which in this situation require him only to carry out an established ritual. In the conditions of a confidential conversation, excessive restraint and monosyllabic answers can be perceived as a reluctance to continue communication.

The purpose of this work is to justify the need for the existence of an ethical code of the organization.
I set myself the following tasks:

Expand the concept of the ethical code of organizations.
List and describe the types of ethical codes of organizations.
Determine the functions of organizational codes of ethics.
Find the meaning of implementing the organization's code of ethics.
Indicate the stages of development and implementation of the code of ethics.

Part 1. The concept of the ethical code of organizations and its functions.
1.1 Concept and types of ethical codes of organizations.
A code of ethics is essentially a set of rules and standards of conduct that are shared by group members. With the help of the code, certain models of behavior and uniform standards of relationships and joint activities are set.
The first universal codes, representing a set of universal human values, were the codes religious rules(Ten Commandments Old Testament). One of the first professional ethical codes was the Hippocratic Oath - the code of doctors.
There are several types of code of ethics. These include:




The emergence of the first professional codes of ethics refers to the period of craft division of labor in the conditions of the formation of medieval guilds in the 11th-12th centuries. It was then that for the first time they noted the presence in shop regulations of a number of moral requirements in relation to the profession, the nature of work, and partners in labor.
However, a number of professions that are of vital importance for all members of society arose in ancient times, and therefore, such professional and ethical codes as the “Hippocratic Oath” and the moral principles of the priests who performed judicial functions are known much earlier.
Professional codes regulate relations within the professional community and are effective for “liberal professions”, where professional ethical dilemmas are most pronounced. One of the first professional ethical codes was the Hippocratic Oath - the code of doctors.
Most famous ethical codes those professions where significant ethical dilemmas are determined by the content of their activities (lawyers, psychotherapists, journalists, realtors, etc.). Such a code of ethics always sets high standards for the profession, stipulates the basic rules of ethical behavior and indicates the moral guidelines that a professional must follow.
Codes regulate the behavior of a specialist in difficult ethical situations characteristic of a given profession, increase the status of the professional community in society, and build trust in representatives of this profession. The code also reinforces the significance of belonging to a profession; its adoption indirectly can be a rite of passage, an act of “conversion to the profession” (for example, taking the Hippocratic oath and admission to medical work with doctors).
Existence moral codes certain professions are evidence of social progress, the gradual humanization of society. Medical ethics requires doing everything for the sake of the patient’s health, despite difficulties and even one’s own safety, maintaining medical confidentiality, and under no circumstances contributing to the patient’s death. Pedagogical ethics obliges us to respect the student’s personality and show due demands towards him, to maintain his own reputation and the reputation of his colleagues, and to take care of the moral trust of society in the teacher. The ethics of a scientist include the requirement of selfless service to the truth, tolerance of other theories and opinions, inadmissibility of plagiarism in any form or deliberate distortion of results scientific research. An officer's ethics obliges him to selflessly serve the Fatherland, show steadfastness and courage, take care of his subordinates, and protect the officer's honor in every possible way. The ethics of the professions of a journalist, writer, artist, the ethics of television workers, the service sector, etc. contain their own requirements.
IN last years codes corporate and ethical behavior has become widespread. Many such codes have the purpose of helping a corporation's employees behave ethically by clarifying or explaining how general principles of morality apply to the firm's activities or products. Despite their name, they are not actually moral codes, since no person or group of people can be ordered to act morally or immorally. Therefore, each code must be properly evaluated from a moral point of view. Some company codes simply list legal requirements that may not be known to employees, but which they should know. Other codes set out specific requirements to ensure that abuses such as bribery and illegal political contributions are not tolerated. Some firms have developed codes that serve as guidelines for the application of the organization's business practices. Some companies consider it unacceptable to accept gifts from suppliers, while others allow gifts valued up to $25 or $50.
Some companies prohibit giving gifts to suppliers or clients. Others limit contributions to political parties, the purchase of shares in companies with which they have business ties, and other practices that may create or appear to create a conflict of interest.

1.2 Functions of the code of ethics.
Codes can serve important functions and help solve specific problems faced by members of a particular profession or employees within a company. If, for example, a company has established exactly what size gifts can be accepted, then the employee knows not only that bribery is immoral and unacceptable, but also what exactly his employer considers a bribe.
The root cause of ethical problems in business is conflicts in the interests of interest groups. Business involves economic relationships between many groups of people: customers, employees, shareholders, suppliers, competitors, governments and communities - the stakeholders. Thus, the company's code of ethics is a separate area of ​​management.
In labor relations, situations periodically arise when people’s ideas about morality collide, i.e. Each individual has his own understanding of good and bad, justice, duty and responsibility. The code of corporate ethics must be built into the business system and act as a bearer of the company’s ethical values ​​and ethical standards that determine the actions of the employee and ways out of difficult situations.
A code of corporate ethics can perform three main functions:

reputational;
managerial;
development of corporate culture.

Conclusion: Based on the above, we determined that the ethical code of an organization is the rules and norms of behavior for joint activities.
There are 4 types of code of ethics.
1) Professional code of ethics.
2) National Code of Ethics.
3) World Code of Ethics.
4) Corporate code of ethics.
We also identified the main functions of the code of corporate ethics:
- reputational;
- managerial;
- development of corporate culture.

Part 2. Development and implementation of the organization's code of ethics.
2.1 The need to implement the organization’s code of ethics.
The main purpose of a code of ethics is to create comfortable conditions labor, favorable psychological climate in the company. With the help of a code of ethics, you can unite all team members and create a corporate culture. It is easier for employees who have mastered the company’s laws to understand complex work situations, and it is easier for a newcomer to join the team and understand what is expected of him here.
The code must provide an explanation of the main purpose of the company’s existence, i.e. her mission. Every employee must know why the enterprise was created.
The code of ethics highlights the following points:
- corporate standards: it’s good if the company can be recognized by the traditionally correct answer of the secretary;
- continuous development and improvement: increasing professional level, sharing positive experiences, searching for new solutions;
- reliability: responsibility, dedication;
- team work: respect for each other, open discussion of problems;
- the order of internal interaction: an established exchange of information increases the speed of processes, which has a positive effect on financial indicators companies;
- rules of behavior in non-standard situations: the risk that an employee will become confused when communicating with a partner, client, etc. is reduced.
Western companies have long realized the need to implement a code of ethics that defines the basis business conduct, allowing them to achieve an advantage in business. In our country, due to insufficient government control and established traditions, the ethics of business behavior in enterprises is not given due attention.
“A code of ethics appears in a company when it expands and the General Director becomes faced with the need to develop a system of coordinates so that employees understand ethical corporate values. In addition, a code of ethics improves relationships with partners and investors. The code guarantees partners that all promises will be fulfilled. For investors, the code is an argument in favor of the correctness of the decision to invest in a company for which honor comes before profit.”
It is also known that in the employment contract of any enterprise there are sharp corners that are hidden. On the other hand, there is the Labor Code, a document that makes both the employee and the company vulnerable to official bodies. To resolve this contradiction, the company creates a list of ethical standards. Taking it new employee, or an employee renewing his employment contract, knows what is and is not customary to do in the company. By signing the document, they know what to expect from working for the company.
Companies can choose one of three paths to develop and implement a code of ethics.
1. Involve external expert consultants who will guide the draft code of ethics from start to finish and accompany the company after its implementation.
2. Develop and implement a code of ethics with the help of external experts, and support the system independently.
3. Develop and implement a code of ethics on our own.
In fact, some companies turn to consulting agencies, whose consultants collect the opinions and proposals of the team, analyze them, and after 1-4 months propose a “corporate constitution” to the company’s management.
Other companies borrow standard codes of a particular industry (codes of doctors, psychologists, personnel officers, teachers), edit them and receive their own set of internal corporate rules.
When preparing a code of ethics, the company's top and middle managers get acquainted with similar documents in force at other enterprises, identify the traditions that have developed in the company, the ethical aspects present in the corporate culture, and introduce what they would like to see ideally.
2.2 Stages of development and implementation of the code of ethics.
It is recommended to develop and implement a code of ethics in four stages.
1. Research. The company is diagnosing the situation: identifying potential areas of conflict of interest, contradictions within the organization and in its external relations - with clients and partners. Areas of possible violations related, for example, to rude staff, theft, etc. are identified. The goals of the program are formulated.
2. Concept development. The company's management creates an “image of an ideal employee” - describes his desired behavior in conflict and difficult ethical situations. They are individual for each organization. Depending on their characteristics, the structure of the code is formed: content, chapters. At the same stage, a draft text of the code is drawn up.
Thus, a base of one’s own ideas about ethical standards in the company is created.
Further work is entrusted to the personnel service, which formulates the main provisions of the code of ethics. When developing a code of ethics, it is advisable to involve employees at all levels in the discussion of its provisions. At the same time, problems of a professional and ethical nature that arise in the daily activities of employees are clarified, classified into specific examples Desirable and undesirable behavior of personnel is described. That. unwritten rules are established that exist in any company: from requirements for employee clothing to norms of relationships with clients, competitors, etc. When developing a code of ethics, it should be taken into account that its provisions must be feasible.
3. Discussion, adjustment and acceptance. All employees are introduced to the draft code, its necessity for each employee and the company as a whole is clarified, and they receive feedback on the draft code. Then the text is corrected and the document is finalized. The Code is approved by the company's management.
4. Implementation. A system for implementing the code of ethics is being created. It includes four elements: 1) promoting ethical standards of behavior within the company; 2) training of employees (how to apply the norms fixed in the code); 3) monitoring the implementation of ethical standards and possible violations; 4) response to violations.
The entire set of ethical rules is fully accepted by the president of the company, who is the guarantor of their implementation. Having started with himself, he can demand the same from others.
Once the code of ethics has been adopted and implemented, changes can be made to it if necessary. For example, a company has acquired a new type of activity or opened a branch in another country. It is necessary to make additions to the code of ethics that will reduce the likelihood of conflicts and ethical problems associated with new activities. Changes are formalized as an appendix to the main text of the code of ethics
There are no uniform standards when drawing up a code of ethics. Usually it sets out the general goals and principles of the company, norms of behavior, work schedule, dress code, rules for working with clients and partners. The code may include the company’s obligations to the team, management policies in the field of labor protection, confidentiality provisions and other nuances of organizational activities. Every employee faces problems that are difficult to solve on their own. How to resolve these issues is prescribed in an internal document. The essence of this document is to help employees live up to the company's image and maintain its authority.
Typically, a corporate code of ethics consists of two main parts:
1. Ideological, including the mission, goals and values ​​of the company.
2. Normative (behavioral), which describes specific standards of behavior common to all employees, the company’s obligations to employees, social and disciplinary responsibility, and features of handling internal corporate information. It also regulates the behavior of employees in certain situations, for example, when communicating with clients, partners, and also provides safety, environmental standards and much more.
To comply with the principles of the code of ethics it is necessary:
1. Bring the principles to the attention of all employees;
2. The personnel service should organize a discussion of corporate ethical standards (anonymous surveys, discussions on Internet forums);
3. Create a department for handling complaints regarding the ethical quality of service;
4. Periodically (once a year) review the code of ethics to eliminate or change outdated rules.
It is not always possible to ensure that staff comply with all the standards prescribed in the corporate code. So, if the boss violates the code, it is pointless to demand its implementation from ordinary employees. Therefore, the code of ethics is one of the levers of personnel management.

Conclusion: The second part looked at the need to implement an organization's code of ethics. And they came to the conclusion that with the help of an organization’s code of ethics it is possible to unite all members of the team and create a corporate culture. The organization’s code of ethics also makes it easier for employees to work.
In addition to the necessity, the stages of development and implementation of the code of ethics were considered. There are only 4 stages in the development and implementation of a code of ethics:

Study.
Concept development.
Discussion, adjustment and acceptance
Implementation.

A code of ethics is a set of rules and norms of behavior shared by group members.
There are 4 types of code of ethics.

1) Professional Code of Ethics – regulates relations within the professional community.

2) National Code of Ethics - establishes the basic rules of ethical behavior and indicates moral guidelines.

3) World Code of Ethics - testifies to social progress, the gradual humanization of society.

4) Corporate Code of Ethics – the goal is to help corporation employees behave ethically.

There are three main functions:

Reputational – increasing trust in the company from potential investors and business partners.

Managerial – the formation of ethical aspects of corporate culture between stakeholders, regulation of priorities in relations with external stakeholders, listing and specifying forms of behavior that are unacceptable from an ethical standpoint, determining the order and procedure for developing and making decisions in complex ethical situations.

Development of corporate culture – focusing employees on common corporate goals.

The code of ethics is one of the levers of personnel management.With its help, you can unite all team members and create a corporate culture
The processing and implementation of an organization's code of ethics includes the following steps:

1. Research. At this stage, the company diagnoses the situation.

2. Concept development – ​​a base of own ideas about ethical standards in the company is created.

3. Discussion, adjustment and acceptance - all employees are introduced to the draft code.

4. Implementation – a system for implementing the code of ethics is created.

List of used literature:
1.Richard T. DeGeorge, Business ethics. M. 2003
2.Luchko M.L. , Business ethics is a success factor. M.2006
3. Petrunin, Yu.Yu., Business ethics: textbook. Benefit. - M: Delo, 2000.
4. Kibanov, A.Ya., Ethics of business relations: textbook; edited by AND I. Kibanova; M.: INFRA-M, 2002.
etc.................

Code of ethics: forced or voluntary?

Almost all companies that are polishing their corporate culture and building their reputation have already gone through the development and implementation of codes of corporate ethics. And faced new problem: employees do not know the code, are burdened by it, or simply simply ignore it all together.

The creation of Codes of Corporate Ethics has become a common practice for many domestic companies. It seems that the code is considered an element of an international standard, the importance of which increases for companies entering IPO. If we look at it from a different angle, ethical management, the key components of which are the code of corporate ethics and the system for its implementation, is associated with expectations for increasing management productivity in the field of HR and strengthening the image of the company. The subject of ethical management efforts is the identification, formulation, implementation, maintenance, modernization and modification of ethical corporate norms and principles that make up the company's business ethics system.

In 2002, one of the first reputable companies in Russia to create their own Code was the Tyumen Oil Company. Now many organizations have gone the way of creating a code and almost all are faced with the problem of implementation, with the question: “How to introduce and maintain the declared ethical standards?” Currently, the practice of creating ethical codes themselves is becoming well known, but, unfortunately, it is still rare to find examples of building a system for implementing these ethical standards in a company.

Having clear and enforced ethical standards in an organization helps employees navigate difficult situations, reduces the risk of possible violations, helps to build employee commitment to the company. code of ethics business conduct

And, if the code of corporate ethics defines the ethical principles, norms and rules of business conduct prescribed for execution by company employees, then the execution system:

• · supports and encourages employee behavior that is consistent with accepted ethical principles, norms and rules;
• · prevents deviations of employee behavior from specified ethical standards;
• · helps to promptly identify facts of ethical violations;
• · Helps respond appropriately to instances of ethical violations.

Ethical standards: is compliance mandatory?

Ethical standards occupy a special position in the system social rules. On the one hand, they do not provide for such a strict system of social control as, for example, the judicial system for legislatively approved norms. On the other hand, ethical standards can significantly limit a person’s personal freedom, more or less strictly regulating his thoughts, feelings, and actions. The “engine” of this system of internal self-control is such motives as self-affirmation, self-identification, superstition, social approval, etc.

The effectiveness of introducing ethical standards into policy is extremely low. In order for them to become individual life rules, they must be deeply inscribed in the everyday practice of a person’s relationship with the outside world. The voluntary adoption of these standards is based on current human needs.

Read more about possible motives for complying with ethical standards.

Fear of punishment

This is one of the simplest and most ancient motives, which is aimed at satisfying the need for security. It is common in codes of universal ethics that form the essence or are elements religious teachings. In particular, in Christianity, penance and the Last Judgment in the afterlife serve as punishment for non-observance of the commandments.

Another possible driver of ethical behavior is the fear of condemnation (moral censure) by other members of the reference group, that is, the one with which a person relates himself and whose values ​​he is guided by.

Group affiliation: professional and corporate

Belonging to a community (professional, social) is often significant for a person. Observance of professional commandments emphasizes internal belonging to the community. The fear of exclusion from the ranks of the community for failure to comply with professional ethical standards, which in some cases means the loss of the opportunity to work in the profession, is a strong lever for fulfilling these commandments and norms. Professional codes of ethics operate most effectively in communities of “free” professions, where belonging to a profession means more than belonging to an organization (for example, lawyers, journalists, psychologists, etc. especially honor their professional codes).

American psychologist Lawrence Kohlberg defines three levels of development of morality (moral judgments):

• · pre-conventional (the driving motive of moral behavior is fear of punishment);
• · conventional - social approval (from a significant community - including professional);
• · post-conventional (principled) - personally recognized moral principles(regardless of their social significance).

The above levels of development of morality (moral judgments) are usually correlated with the stages of maturity of the individual, organization, social system. A logical question arises: to what level is it advisable to develop business ethics in an organization? The obvious answer - pre-post-conventional - is not as unambiguously positive as it seems at first glance.

Let's imagine that an employee has reached a post-conventional level and began to accept the ethical principles and norms of the organization as his own life principles. This means that, on the one hand, he will fulfill them (most likely), on the other hand, he will perceive himself as an integral part of the organization, and the organization as his family. As long as the employee works in this place, it is good for him and for the organization. But let’s imagine that the organization has undergone a change of leadership, restructuring, merger, etc., or that an employee has moved to work in another organization. In both cases, he will have the problem of quickly changing his own ethical system, an integral part of which has become the previous corporate norms of correct behavior. Therefore, only in the conditions of lifelong employment practiced by many Japanese companies can the level of acceptance of the organization's ethical standards by employees be as deep as desired.

In Russian organizations, it is most acceptable to stop at the level of social approval in the adoption of organizational values ​​and ethical standards. For employees who expect to change jobs during their career, it is personally safer to perceive the norms of the organization as a limitation (and a condition for achieving success) for the period of work in it. From the point of view of business ethics, the situation is especially successful when the ethical systems of the employee and the organization are close.

Implementing Ethics in Organizations: Limitations and Opportunities

The basic limitation to the implementation of ethical standards in an organization is the impossibility of their direct administrative regulation. The area of ​​individual moral attitudes is too sensitive an area for direct intervention through directive levers.

Therefore, as a rule, the code does not provide for legal liability for non-compliance. At the creation stage, it is proposed to adopt the code voluntarily; if desired, and if the appropriate procedure is available, each employee can add his or her wishes to the text and implementation system. For new members of the community, the document is already a given and must be accepted. If a person strives to work in a company, then knowledge and understanding of the principles of life in this company will help, on the one hand, a new employee to adapt faster, and on the other hand, the company to maintain its integrity, “a single face.”

Option to introduce the code as local normative act is also possible. For this purpose, variants of specific violations are more carefully prescribed and a system for their detection and prevention is created. This approach, adopted more in the United States than in Europe, maintains compliance with ethical standards at a preconvective level (due to fear of punishment and due to group pressure). However, focusing on social control over ethical behavior simultaneously reduces intrinsic motivation to comply with rules and regulations. In areas where social control difficult (violations with a low risk of detection), the likelihood of violations remains high. This is indirectly confirmed by the Enron situation, where serious ethical violations were committed despite the presence of a strong ethical control system. Russian legislation on this moment does not directly address this issue.

Returning to the possibilities of introducing ethical standards not through administrative, but through recommendations, it is worth focusing on methods for transmitting ethical standards. The partnership approach to their implementation assumes voluntariness and individual motivation employee to comply with ethical standards. This approach is based on employees’ understanding of the need for the existence of ethical standards in the organization and the possibility of reconciling them with their personal ethical principles.

Thus, the organization's resource becomes voluntary initiative, universal ethical responsibility and respect for the personal ethical standards of employees.

Formulating principles for translating ethical standards that make it possible to implement this approach:

• 1. Dialogue and maximum transparency of the entire process of developing and implementing a system of business ethics in the company (based on the code of corporate ethics or in another form).
• 2. Voluntary acceptance of ethical principles and standards by employees of the organization.
• 3. Equality of all employees in the implementation of ethical standards. Particular emphasis is placed on the actions of managers at all levels - they must set a unique standard of ethical behavior.

Conclusion: the main resource, and therefore the way to regulate business ethics in an organization, is the freedom to adopt ethical standards. Freedom of acceptance provides for the possibility of refusing the proposed ethical standards. Moreover, if refusal is punishable by dismissal, then we are already dealing with the phenomenon of “forced ethics.” Therefore, real freedom is the opportunity to work in an organization, even if the employee does not fully share corporate ethical standards. At the same time, it is obvious that he will have fewer opportunities for encouragement and development in the organization. But he makes the choice himself whether to leave or stay because of this.

A code of ethics will allow you to define the company's priorities and core values ​​and strictly follow them. It will also help you avoid problems if your employees get into trouble with the law.

What is a code of ethics?

A code of ethics is a collection of rules by which your company lives. These rules affect all aspects of the enterprise, including its ultimate goals and interactions between employees, partners, suppliers and third parties.

A distinctive feature of the code of ethics is the specificity of the requirements, taking into account the specifics of the industry in which the enterprise operates, as well as responsibility to society. Ethical standards will help employees adequately cope with situations of any complexity that arise during the work process.

Regulations may, for example, restrict transactions with suppliers who use child labor or polluting technologies. environment, have been found to discriminate or accept bribes. When IKEA opened its first store in Russia, representatives of local utility services tried to extract a bribe and refused to provide the electricity necessary to operate the point of sale. The store management was under significant pressure and could have caved in order not to let down intermediaries, creditors, employees and customers, but the company's policy clearly states that bribery will not be tolerated. To solve the problem, company representatives had to rent power generators, and as a result, the store opened on time.

“Having a code of ethics has a major impact on the level of corporate culture,” said Michael Connor, editor and publisher of the online magazine Business Ethics. “Many small and medium-sized businesses already live by these rules. If they are not documented, then management should think about it.”

Connor believes that having ethical standards can greatly help a business. “Many executives consider this an unaffordable luxury,” he says. “However, in reality, a business without a code is at significant risk both in its daily operations and in the event of unforeseen situations.”

Determining priorities

The first step in drawing up a company's code of ethics should be to determine the main goals of the enterprise and the boundaries of what is permitted. Marianne Jennings, a professor at the University of Arizona Business School and author of Seven Signs of Ethical Failure who advises companies on corporate ethics, routinely asks clients, “What would you never do to gain or retain a customer?” This simple question helps create the basis for the code.

Some parts accept special meaning in the process of company consolidation. “As some businesses grow, they are forced to hire more and more employees whose values ​​and goals differ from those accepted in the team. General rules help team members move together in the right direction,” says John Fredrick, professor of business ethics at Southern Illinois University.

During periods of high staff turnover, you will need a specialist personnel work, able to train new employees in the rules of corporate culture. Connor believes that nowadays, “employees are hired and fired at such a rate that they don’t have time to understand the company culture.”

We accept and analyze proposals

A common mistake many employers make is that they draw up a code without consulting with employees. “When management creates a set of rules on their own, they don't take into account the problems that subordinates have to face,” says Jennings. “In such cases, the code is misunderstood or simply ignored.”

Even if you think you know about all the staff's problems, you will still need their help in drafting the code. It is important for employees to know what this set of rules is for and why it looks the way it does. Jennings advises handing out anonymous questionnaires in which people can describe embarrassing situations that have happened to them in the workplace over the past year.

Don't get caught up in the little things

Trying to create an ideal code, with rules that are not too general, but not too specific, some employers place too much emphasis on great importance small details.

“Some companies have a tradition of bringing small gifts for co-workers during the holidays,” says Jennings. “Management that tries to ban this practice contributes to the creation of a negative atmosphere in the team, since people are reluctant to get rid of old habits. Changes need to be introduced gradually so that employees can fully understand what they need to do.”

Possible mistakes

Some moral and ethical issues can play a significant role in small businesses, and in large companies go unnoticed (for example, office romances).

"In a smaller organization, you may need to enforce a ban on romantic relationships between co-workers," Fredrik reports. “As a rule, they lead to conflicts, even if at first the future seemed cloudless.”

Another problem in a small team can be “nepotism.” “In many startups, where employees are selected on the basis of mutual trust, most of employees related by family ties, and family business most sensitive to shocks caused by moral and ethical issues,” says Fredrik.

Who should I turn to for help?

You may need the assistance of a lawyer during the code drafting process, but this is not the only professional who can assist you. According to Fredrik, “a lawyer can only determine what you propose is legal and what is not, and also identify points that can be challenged in court.” Owners of small companies that operate in an industry with minimal risk and liability can do just fine in-house, but if you have more than 20 employees, you'll need the help of an outside ethics or human resources professional, Connor says.

We appoint responsible persons

Even if employees and managers have already become familiar with the code and successfully implement these rules in practice, you will still need to appoint a person responsible for changes and additions regulatory documents. An ethicist (also called an internal control specialist) must have high moral principles, excellent communication skills, and a strong belief in the success of the company. In addition, he must have established communication with management to promptly resolve problems and timely amend the code.