Service ethics of management culture. Service ethics and service etiquette

business etiquette civil service official

« Service ethics- the broadest concept in the field professional ethics. Service ethics is understood as the totality of the most general norms, rules and principles of human behavior in the sphere of his professional, industrial and official activities. These rules must be observed by every person who has begun to work. The number of these rules is small. The vast majority of them are formulated in the limiting general view, in order to be detailed in relation to specific activities " Ethics and culture government controlled. Proc. allowance / Ionova A.I.-2nd ed.-M.: Flint: MPSI, 2005. . Business Ethics Requirements:

Discipline. The concretization of this concept occurs depending on the specifics and content of labor. For example, in animal husbandry, the concept of discipline will be defined life cycles the animals they care for.

Saving material resources provided to the employee for the implementation of production activities. These resources can be very different. The need to replenish lost resources is a heavy burden on profits and production costs, hence the requirement to minimize losses. This norm includes the conservation of heat, buildings, equipment, materials, etc.

The correctness of interpersonal relationships. A person in the sphere of his labor activity should behave in such a way that as little as possible interpersonal conflicts and that other people feel comfortable working next to him in direct and indirect interpersonal contact.

Here the main requirement for a subordinate is the recognition of the very right of the leader to give orders, which includes functional responsibilities assumed by a person under an employment contract.

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

Management ethics is the second largest concept after service ethics. “This is a set of norms, rules, principles, ideals that determine the behavior of people in the sphere of exercising power and administrative powers, i.e. in the field of management” Ethics and culture of public administration. Proc. allowance / Ionova A.I.-2nd ed.-M.: Flint: MPSI, 2005 ..

All norms of management ethics can be divided into two groups: norms related to the decision-making process and norms regulating the process of communication with subordinates and other leaders (horizontally and vertically).

The rules governing the decision-making process can conditionally be divided into three subgroups:

a) Rules governing the process of raising a problem and preparing a solution.

All decisions of the leader must be permeated with responsibility. The requirements of management ethics apply to all levels of management, from the lowest to the highest, and vary depending on the level of management. The volume of ethical requirements varies depending on the level of management, at the upper levels it is higher. At the grassroots levels, the requirements do not differ very significantly in various types activities, and on the upper ones - the specificity of the type of activity imposes significant differences on moral requirements. The manager is not always aware of the complexity of the mechanisms that hinder decision making.

The next necessary quality of a leader is the ability to foresee the consequences of decisions and predict the results. The presence of imagination helps in making a decision. A feature of foresight and forecasting is the need to calculate the moral consequences of decisions. There are no decisions that would not have moral consequences, only these consequences can be more or less profound. The peculiarity of moral consequences is that they can change the meaning from a positive initial result to a negative one later, and vice versa.

In a broad sense, a leader needs such qualities as professionalism, competence, confidence in his competence, will, organizational skills and a general set of leader qualities: self-confidence, the ability to captivate people, the ability to “ignite” interest in a business, etc. But any of these qualities, presented in excess, can turn into its opposite. So the will to achieve the goal turns into the imposition of one's desires, confidence in one's competence - into faith in one's infallibility.

Faith in infallibility, combined with excess will, gives rise to a specific type of leader who feels himself always right and strives under any conditions and, regardless of possible consequences, insist on your own at all costs.

The opposite type of people among managers receives the characteristics of "taught", "suggestible", etc.

At the first stage of preparing managerial decisions, a contradiction often arises between knowledge of the need for specific changes and ignorance of the specific ways, methods and means of these changes, ignorance of the functioning mechanism of the object that needs to be managed. It is necessary to clearly understand the fact that any emerging management problem has at least two, and more often many possible solutions. Solutions vary:

* The duration of achieving the desired result;
* Material costs;
* The number of attracted funds and structures;
* Feature to meet the palette of interests various people, social groups, organizations, political forces interested in this decision.

Society is becoming more and more fragmented. This also applies to a specific organization, which reflects the processes taking place in society. Due to the presence a large number different groups there is a fragmentation of interests, which changes the very concept of professionalism. The professionalism of a manager (especially in the public service) is increasingly understood as the ability to communicate with representatives of various interest groups in the process of preparing and making a decision, and in the process of this communication, strive to understand the nature of interests, the specifics of their possible consideration in management decisions, the possibility of achieving agreement of interests in various options solutions. The more a society grows, the more difficult the decision-making process becomes (one must strive to satisfy as many groups of the population as possible, and at the same time, the number of options in decision-making increases).

c) Norms governing the process of discussion and decision-making.

At the stage of discussion and decision-making, the leader should strive to ensure that, if possible, representatives of all groups, strata of the population, all those whose interests may be affected by the decision taken, take part in the discussion. It is necessary that perhaps more complete examination data and statistical data on options solutions.

When preparing examinations and reviews of each of the solution options, it is necessary to present well-reasoned positions “for” and “against” each solution option in everything related to material costs, necessary resources, the involvement of various structures and the specifics of possible positive and negative consequences.

If during the discussion it becomes obvious that the decision preferred by the leader is less satisfying to the interests of various groups than any other, the leader leading the discussion must have the courage to abandon his opinion in favor of the majority, and not insist on the wrong solution, which he chose it.

c) Execution and control over the execution of the decision.

There is a point of view that the execution of a decision is a purely administrative process, which includes the execution of a decision, the identification of executors, bringing to their attention the tasks set, drawing up a plan for the implementation of the decision, etc. In fact, the main thing in the execution of the decision is that at the moment of its execution, the decision made in relation to any organization (system) can introduce this system into a state of instability. The main responsibility of the manager in the process of monitoring the execution of the decision is to monitor the state of the system to detect signs of instability. If such signs appear, it is necessary either to stop the process of executing the decision, or to carry out any corrective actions.

Service ethics of the head

Service ethics is the broadest concept in the field of professional ethics. Service 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 official activities. These rules must be observed by every person who has begun to work. The number of these rules is small. The vast majority of them are formulated in an extremely general form in order to be detailed in relation to specific types of activity. Business Ethics Requirements:

Discipline. The concretization of this concept occurs depending on the specifics and content of labor.

The correctness of interpersonal relationships. A person in the sphere of his work activity should behave in such a way that interpersonal conflicts arise as little as possible, and 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-manager). The second subgroup: includes requirements in interpersonal contacts along the vertical (subordinate - leader). Here the main requirement for a subordinate is recognition of the very right of the leader to give orders, which includes functional duties assumed by a person under an employment contract.

The subordinate must, based on these duties, build his behavior accordingly, and not use various forms of evasion from the execution of orders. Evasion can be open, public, with certain conditions imposed on the leader. It can be hidden, take on the character of a secret (with the help of facial expressions, gestures, individual words) provoking the leader to open actions against a subordinate. In these situations, the subordinate may often appear to the environment as the suffering side, and the leader's reaction to him may be inadequate. One of the reasons for such behavior of subordinates may be the desire to acquire a certain social capital, to look persecuted, to acquire the status of an informal leader, to achieve some benefits for themselves, etc.

Introduction………………………………………………………………………………………….3

1, Service Ethics…………..……………………………………………………………………4

2. Communication between the leader and subordinates…………………..……………………………...4

3. Communication between employees……………..………………………………………………7

Conclusion……………………………………………………………………………………..10

INTRODUCTION

It is an indisputable fact that there is no personality outside of communication. But the process of communication cannot be spontaneous, unpredictable. In order for it to proceed normally, without conflict, and 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 human relationships, cultivating the habit of coordinating one's actions with ideas of respect, benevolence and trust, were developed much earlier. They are driven by the needs of survival and normal functioning social organism, the need to muffle the natural instincts inherent in each individual and oppose them with the rules of communication based on mutual respect for interests and mutual support.

A fairly common point of view is that 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 from childhood, can remain arrogant, inhumane, 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, educated person. External form behavior, devoid of a moral basis, loses its meaning, acquiring only the appearance of disguised rudeness and disrespect for people, which will come out sooner or later. “Icy” or “boorish” politeness has nothing to do with the true culture of a person. The rules of etiquette, observed only externally, allow a person, depending on the circumstances and individual character traits, to easily deviate from them.

WORK ETHICS

Discipline. The concretization of this concept occurs depending on the specifics and content of labor.

COMMUNICATION OF THE MANAGER WITH THE SUBJECT

APPEAL. The style of communication between a leader and an employee (i.e., subordinate) depends on the general style of relations in the team. The manager, as a rule, should address employees by their first and middle names. Addressing by surname with the addition of the word "sir" is possible, but in our country it is not yet common. You should also not address subordinates by name, and even in an abbreviated version. From time immemorial, it has been customary in our country to respectfully call people by name and patronymic. This is our long tradition. By name, you can address the nearest employees if they are young and do not mind such familiar treatment.

In a business conversation, one must be able to answer any question. Even for the simplest, asked daily several times "How are you?", It is always necessary to remember a sense of proportion. Nothing to answer impolitely; muttering "normal" and passing by is also impolite, if not rude; indulge in long discussions about their affairs - pass for a bore. In such cases Business Etiquette says to answer something like this:

"Thank you, it's fine", "Thank you, while it's a sin to complain", and in turn ask: "I hope that everything is fine with you?" Such answers are neutral, they reassure everyone, they follow the norms that have developed in Russia: "Do not jinx it when things are going well."

However, the Czechs, Slovaks, Poles and Yugoslavs to the question "How are you?" business etiquette is not forbidden to briefly talk about the difficulties, complain, for example, about the high cost. But they talk about it cheerfully, emphasizing that a business person overcomes difficulties - there are many of them in his business, but he knows how to cope with them, and is proud of it. And without difficulties and worries, only a loafer lives.

THE ABILITY TO LISTEN. The next important step. Ability to listen to your employees. It seems to many: what could be easier than being able to listen! But listening does not mean doing nothing. Listening, it is necessary to understand the meaning of not only what the interlocutor is talking about, but also to understand why he is saying this, what he wants from you, what he came to you with. What can you do for him? Do not rush to interrupt the interlocutor, let him talk.

But true business communication between a manager and his employees often does not occur for a number of reasons, the main of which is the presence of social, psychological and other barriers. We list the most characteristic of them:

Absence psychological compatibility manager and employee (separate character traits, behaviors of one do not like the other). The head (or, conversely, the employee) once in some situation allowed a disrespectful attitude. And this alienation continues to be a barrier in communication situations.

The leader or subordinate was previously insincere, and even worse, one committed a dishonest act towards the other. This creates a barrier to communication for a long time, and sometimes forever.

The interlocutors do not call each other by name and patronymic, but purely officially turn to "you".

The facial expression of one of the interlocutors is impassive, indifferent, and sometimes even boring in relation to everything that the other says.

One (manager or employee) considers the other incompetent, professionally unprepared.

One of the interlocutors lacks a sense of humor (one joked, while the other either did not understand this joke or took it as a personal insult).

The leader systematically seeks to show his superiority and thereby suppresses and even humiliates his employee.

Relations are too formal, official.

The leader in a communication situation is periodically distracted (on telephone conversations, continues to write something, has an indifferent look).

The leader does not enter and does not even want to enter into the position of an employee outwardly, and thus, as it were, illustrates his indifference to his employee.

One of the interlocutors in relation to the other behaves arrogantly, communicates in an edifying and instructive tone.

An unfavorable environment for communication (a lot of strangers, too cold or, conversely, too hot in the room).

By clothing, demeanor, or some other signs, one of the interlocutors “illustrates” a clear superiority, his “special position”.

One of the interlocutors shows that he is in a hurry somewhere.

The conversation turns into a debate, and then into a showdown. The list of barriers could be continued. We brought them not by chance, but so that the leader does not create them himself. And if any of the communication barriers arose, I was looking for a way to remove it or at least reduce it.

Business communication plays a special role in the life of every person. It defines relationships between people. Even after changing jobs, former colleagues continue to communicate with each other. The basic principle of effective business communication and human relations are ethical standards or rules. Everyone has their own idea of the norms of communication, investing their experience, upbringing and ideas about moral values. That's why business conversation for some - effective tool career growth, self-realization, for others - a reason for failures and difficulties in relations with colleagues and superiors.
In the concept of moral norms lies a certain representation of the ideal, which is an example for copying and imitation. But it runs counter to the need for a person to satisfy his needs, which is sometimes directly related to the violation of moral standards. The idea of the norms of behavior and practical calculation, the desired self-improvement and the real need come into conflict.
Business communication is different in that it occurs in connection with certain activities, on a specific occasion, where people entering into communication are in certain formal relationships. In this case, communication is not an end in itself, but only an occasion to achieve the ultimate goal of self-realization and socialization of the participants in communication.
Even in the distant past, the problems of business communication ethics were solved. Perhaps the earliest document that has come down to us is the teachings of Confucius, which preaches the basic principle of communication: "do not do to others what you do not wish for yourself."
According to this principle, he created more practical advice and remarks on industrial relations:

When you do not know the ritual, you will not be able to establish yourself.

I listen to people's words and look at their actions.

To lead untrained people to fight is to abandon them.

Be reverent and deal honestly with others.

A noble man, when leading people, uses the talents of everyone; a small man, when he leads people, demands universals from them.

Keep two ends, but use the middle.

Surprisingly wise words that give an accurate idea of the general line of behavior in the team, the optimal way of leadership, the search for a compromise, the "golden mean". The idea of the position of each participant in business communication, occupying his own social level, is also relevant.
When creating provisions on corporate ethics, the manager must proceed from the level of development of collective relations. If the team is new, the formal side of relations prevails in it, the employees look closely at each other and at the leader. This is the most opportune moment for the leader to establish his own traditions and laws. If the leader came to an already established team, then you can’t break everything right away. It is necessary to think over a way to gradually correct the miscalculations and mistakes of the former leader, while involving the leaders of this team.
AT modern concepts about the ethics of business communication and about corporate ethics as one of its components lies the principle of control and combination of motives and interests.

1. Discipline. The concretization of this concept occurs depending on the specifics and content of labor. For example, in animal husbandry, the concept of discipline will be determined by the life cycles of those animals that are cared for.

2. Saving material resources provided to the employee for the implementation of production activities. These resources can be very different. The need to replenish lost resources is a heavy burden on profits and production costs, hence the requirement to minimize losses. This norm includes the conservation of heat, buildings, equipment, materials, etc.

3. Correctness of interpersonal relations. A person in the sphere of his work activity should behave in such a way that interpersonal conflicts arise as little as possible, and 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-manager). The second subgroup: includes requirements in interpersonal contacts along the vertical (subordinate - leader). Here the main requirement for a subordinate is recognition of the very right of the leader to give orders, which includes functional duties assumed by a person under an employment contract.

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

Service ethics focuses on such norms of behavior that are directly related to the relationship of people in the process of implementing managerial functions.

She emphasizes the particular importance of complying with these norms. Thus, work ethics prescribes the leader to be objective and fair in relation to all subordinates, to be equal in treating them, to be principled in business, demanding and at the same time tolerant of people, tactful, to take care of creating a favorable morale. psychological climate in a collective.

INTRODUCTION

I. Service Ethics

II. The specifics of the formation of public service ethics

1. Ethics of public service as a unity of professional and managerial 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 the public service

1. Requirements for civil servants

2. The main functions of etiquette in the public service

IV. Basic principles of civil servant etiquette

CONCLUSION

BIBLIOGRAPHY

INTRODUCTION

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

A fairly common point of view is that 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 from childhood, can remain arrogant, inhumane, 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, 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 will come out sooner or later. "Ice" or "boorish" politeness have nothing to do with the true culture of man. The rules of etiquette, observed only externally, allow a person, depending on the circumstances and individual character traits, to easily deviate from them.

I.Service ethics

Service ethics is the broadest concept in the field of professional ethics. Service 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 official activities. These norms must be observed by every person who has started working. The number of these norms is small. The vast majority of them are formulated in an extremely general form in order to be detailed in relation to specific types of activity. Business Ethics Requirements:

Discipline. The specification of this concept occurs depending on the specifics and content of labor. For example, in animal husbandry, the concept of discipline will be determined by the life cycles of those animals that are cared for.

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

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

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

The subordinate must, based on these duties, build his behavior accordingly, and not use various forms of evading the execution of orders. Evasion can be public, public, with the imposition of certain conditions on the leader. It can be hidden, take on the character of a secret (with the help of facial expressions, gestures, individual words) provoking the leader to open actions against the subordinate. In these situations, the subordinate may often appear to the environment as the suffering party, and the leader's reaction to him may be inadequate. One of the reasons for such behavior of subordinates may be the desire to acquire a certain social capital, to look persecuted, to acquire the status of an informal leader, to achieve some kind of benefits for themselves, etc.

II. The specifics of the formation of ethics of public service

1. Ethics of public service as a unity of professional and managerial systems

public service- a specific type of activity associated with the implementation of state policy and the implementation on behalf of the state of the main economic, social and political programs among the population. The origins of the civil service are looking for in 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, the beginnings of a bicameral parliament and ethical rules of the civil service appeared there.

Ancient Greece and Imperial Rome played a big role in the formation of public service ethics as prototypes of modern bourgeois states. The nature of power was analyzed in them, the concepts of "power", "interaction with society", "the role of law" began to form in philosophy.

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

The civil service assumes that each employee has a certain amount of power and administrative powers, therefore the ethics of the civil service includes all the main elements of the ethics and culture of management (decision-making, its preparation, implementation, anticipation of the consequences of decisions made, etc.). At different levels of public service, the volume of power-administrative powers is different. At the grassroots levels, the volume of these powers is small due to the rigid centralization of the activities of the public service, ordinary workers perform executive functions, but, nevertheless, they have a certain set of powers.

The ethics of public service includes a number of elements of the ethics of ideologized systems: the requirement for the subordination of basic personal qualities to the specifics of the idea being achieved (realized), the exclusion of all those who are unable to apply those methods and methods that are necessary to achieve the goals. There have always been formal or informal ways in the civil service system to monitor the behavior of civil servants for compliance with their standards that are presented to civil servants in a given period. There is a system of internal punishments for civil servants.

In the organization of the civil service and its functioning, there are many specific points that operate contrary to the moral qualities required of a civil servant. The morality of officials is decomposing, as it were, from within. Such features that negatively affect the morale of civil servants are:

Specific form of remuneration in the public service;

Its territorial structure;

Vertical alignment in the direction of activity;

The special nature of the fluidity of the labor force;

Particular interest of individual 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 complex of qualities that strongly depends on the 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 necessarily possess. In this regard, law plays a decisive role in the organization of the public service.

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

There is no other profession in whose activity law would play such a large role. The right to ensure the morality of civil servants dominates, the structure of the civil service, subordination, turnover cycles, a system of punishments, removals, etc. are prescribed.

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

The purpose of law is to unify and standardize the behavior of civil servants so that neither frequent turnover nor a small amount of communication between the population and an official can affect the perception of the figure of an 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 implement 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, concepts to specific areas of human life.

Professional ethics and professional moral consciousness must have their own specific concepts for their functioning. Let us briefly consider those of them that will interest us the most. Perhaps the original concept of professional ethics is the concept of "professional duty", which fixes the official duties 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 self-giving, it is in it that the duty of a Man finds concrete expression.

It is necessary to single out such concepts as "professional honor" and "professional dignity". 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, self-assessment of their 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 was understood as a high rank, position. Honor is a combination of the highest moral and ethical principles in a person. It contains the moral dignity of a person, his valor, honesty, nobility of soul, clear conscience, the desire to follow the lofty ideal of truth, justice, goodness, serving one's fatherland.

Honor is not only a moral, but also a historical category. It is a derivative of 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.

At the same time, honor is 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 can be in relation to other people, several types of honor are distinguished. The German philosopher of the 19th century, A. Schopenhauer, singled out, for example, such types of honor as civil, official, military, knightly, male, etc.

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

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

Service honor, in addition to its social meaning, has another, no less important side, connected with the performance by employees of their duty. In view of the publicity of the service, the activities of civil servants, their professional, personal qualities are under public scrutiny. As Schopenhauer notes, “official honor lies in the general opinion of others that a person holding his position really has all the qualities necessary for this and in all cases accurately fulfills his official duties.

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

Professional morality for a civil servant includes the concept of "professional justice". Being fair is not so easy. A civil servant needs to spend a lot of effort to thoroughly investigate this or that situation, objective circumstances. It is much easier to evaluate according to a template, according to the advice of the authorities. But it is precisely 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, triple standards in the assessments of "us" and "them", convenient and not convenient, destroy the moral consciousness of the specialist himself, and the moral and psychological climate of the team. Since communication with a specific person makes up most of the working time of the majority of civil servants, one can speak with full 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 to every human personality, understanding of its uniqueness, self-sufficient value. The principle of humanism opposes a purely utilitarian attitude to the individual, considering it, mainly, as a means to achieve 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 fulfill his duties without believing that his efforts, his work, both the decisions he makes and those he carries out, contribute to the development of the state, strengthening the principles of democracy, law and order. Etavera elevates and helps to develop a good beginning in a person.

Any activity, especially one that is directly aimed at a person, should be overshadowed, spiritualized 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 disdainful attitudes towards other countries, other peoples. If we recall Aristotle's reasoning about the golden mean, then patriotism can be imagined as a middle between two extremes: between national arrogance and humiliation, currying favor with 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 the 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 officials and administrative powers. Demands for employees at the decision-making level translate into management ethics (decisiveness, professionalism, leadership ability, etc.);

Performing discipline. This requirement is based on the fact that a person’s life sometimes depends on a civil servant, since the professional function of officials includes the execution of documents for a person from the moment of his birth.

Such qualities, which are determined by the fact that today the volume of communication is increasing in the structure of the professional activity of officials. What is important here is that communication not only grows quantitatively, but also becomes more diverse, diverse in nature. This communication includes new strata of the population that differ in interests, social status, income level, etc. An official should have such qualities as communication, openness, respect for someone else's point of view, the ability to listen and hear, restraint, tact, good breeding, mastery of the word, the ability to present oneself;

Qualities explained by the Aquarium Effect. This is a special position of a civil servant in society: the heightened attention of people is riveted to 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 traits of an official who are responsible for what opinion the population will have about the state.

In practical application, the concepts and principles of professional ethics of the 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 official powers:

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

Compliance with the principles of public service;

Constant readiness to defend the Constitution, federal laws and laws of the subjects of the federation, never violate the provisions of the oath of allegiance to the state and not renounce the legitimate requirements for public office;

Honest service to the state;

The desire to find and use the most effective and economical ways fulfillment of state tasks and functions;

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

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

Make no 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 business activities;

Expose corruption and constantly fight it in state bodies;

Observe business mode 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, mercenary or other personal interest;

In dealing with citizens, both in the exercise of their powers and in off-duty relations, observe the 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; the balance of the judgments expressed and the managerial decisions made.

2. The main functions of etiquette in the public service

The specificity of this kind of professional activity as public service, the features of the social and legal status of a civil servant and the corresponding official situations arising from it, allow us to talk about the etiquette of civil servants as a set of specific rules that regulate the external manifestations of relationships between people in the course of their professional activities in all the variety of forms of official communication.

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

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

IV. Basic principles of civil servant etiquette

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

The principle of humanism consolidates the moral basis of business etiquette. It is concretized in the requirements addressed to the culture of relationships and including politeness in all its variety of shades: correctness, courtesy, courtesy, delicacy, tact, modesty, accuracy. The 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, an integral part of the organizational culture.

In each specific situation, we choose the appropriate form of politeness for this situation, namely, correct politeness, which allows, without violating etiquette, to let the person understand our attitude to his act. Correctness allows the parties to maintain self-respect and not humiliate the other.

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

A vivid manifestation of the harmony of the internal and external culture of a person is delicacy, a property of truly educated, intelligent people, the highest expression of goodwill, courtesy and friendliness.

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 to prevent misunderstandings and make communication more enjoyable.

Politeness is always accompanied by tact - that sense of proportion that allows a person to accurately capture the boundary between what is possible and what is not. It helps to prevent a situation that causes embarrassment, and if it does arise, not to notice it. A tactful leader will not “scold” a subordinate for making a mistake in the presence of strangers. A tactful person will not unceremoniously make remarks to a new or younger employee, will not allow himself peremptory statements, seeing a shadow of concern or grief on the face of a colleague, will not intrusively inquire about the reasons for his condition. He will not give unsolicited advice, interfere in personal affairs, or distribute personal information obtained in confidence.

One of the requirements of service etiquette is modesty. V. Dahl defines a modest person, first of all, as moderate in his demands, undemanding for himself, not putting his personality in front, decent, quiet in circulation, contrasting these qualities with self-confidence, arrogance, self-love, arrogance, arrogance, impudence. Unfortunately, this concept in the public consciousness in recent times has largely devalued, having lost its original meaning, and has become often associated with insecurity, timidity, shyness and mediocrity, with which, as they say, one cannot live.

Thus, the principle of humanism as essential principle modern etiquette, specified in the requirements of politeness, modesty, accuracy, has a deep moral basis. Concrete rules of behavior arising from it act as an external manifestation of respect for a person. Otherwise, no refined manners, no refined speech, can hide the absence of a genuine culture, the defectiveness of education. And disrespect for other people is a sign of lack of self-respect.

The principle of humanism is a fundamental, but not the only principle underlying the etiquette of a civil servant. Non-standard service and life situations constantly put a person in front of the problem of choosing a behavior model, relying only on common sense. The principle of the expediency of actions is what largely determines the behavior of a civil servant in relationships with those around him in a service situation.

The third principle on which the requirements of modern business etiquette are based is the principle of the aesthetic attractiveness of the behavior and appearance of an employee of an institution. Untidyly dressed, waving his arms and constantly grimacing or sullenly scowling, in the heat of an argument, driving you into a corner or casually, not looking at you, holding out his arrogantly outstretched hand down for greeting, talking loudly and noisily struggling with his runny nose, a person is unlikely to arouse sympathy and give pleasure from communication with him. Ugly behavior devoid of grace and attractiveness offends the aesthetic feelings of others and is perceived as a manifestation of disrespect for them.

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

One of the important and powerful principles of modern office etiquette, breaking the stereotypes of generally accepted ideas about the rules good manners- the principle of subordination, which dictates the external pattern of 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 labor relations: "top down" and "bottom up" (between managers and subordinates) and "horizontal" (between employees of the same official status).

Recently, a new style of personnel management (it is called the participatory style) is increasingly beginning to enter into the practice of labor relations in the public service. distinctive features which - openness, awareness, trust in 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.

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

Knowledge of the basic principles of modern business etiquette allows a person to confidently navigate in any unusual situation, not to 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 civil servants should be determined not only by the level of education, but also by the observance of the ethical principles of legality, justice, humanity, responsibility and impartiality. It should also be combined with the ability to turn 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 the centuries, and existed in a relatively unchanged form until the second half of the twentieth century. Problems arose with the entry of the world into the civilization of an industrial society and the transition to a 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 have restored their potential, and the transition to a post-industrial society has begun. The processes taking place in the world have become more complicated. The transformations have not only accelerated, they have been aggravated. Significantly complicated the situation and the manifestation of global problems of mankind (environmental crisis, stockpiling of weapons of mass destruction, etc.). The traditional ethics of the civil service, which was formed over the previous history, has largely ceased to work, to fulfill its functions as a regulator of relations both within the civil service and in relations between the civil service and the population. She stopped keeping up with the rapidly changing situation.

In changing the ethics of the civil service, several trends have taken shape that are the subject of reflection, both by scientists and practitioners involved in the development of morality in the field of public administration.

The main directions in which there were changes in traditional system public service:

Changes in the organizational side of the civil service:

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

The emergence of a non-traditional structure of public administration of units organized in a matrix type to work on projects.

Redistribution of functions between levels of government in the direction of increasing rights and opportunities at the level of territories (decentralization of management). This trend began to manifest itself from the 70s.

The growth of global problems and the need to combine efforts to solve them led to an accelerated process of creating various international organizations and structures that coordinate the activities of states on various issues. The emergence of such organizations made us think about the need for convergence as legal norms for the functioning of state apparatuses, and this, in turn, led to the emergence of basic educational centers, preparing senior managers, and on the gradual convergence of ethical codes of public services. It was the trend of the times.

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

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

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

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

LIST OF USED LITERATURE

1. Boikov V.E. Professional culture of the public service // Sotsis. 2005, No. 2.

2. Public service: culture of behavior and business etiquette. Tutorial/ Under the total. ed. E.V. Okhotsky.-M.: Publishing House of the RAGS, 2006.

3. Ignatov V.G., Belolipetsky V.K. Professional culture and professional ethics of public service: the context of history and modernity. Tutorial. - Rostov-on-Don: Publishing Center "March T", 2000.

4. Ethics of public service.//Public service. Problems of professional ethics. Overseas experience. Reference bulletin. No. 2, 98. - M .: Publishing House of the RAGS, 2005.