Добавил:
ivanov666
Опубликованный материал нарушает ваши авторские права? Сообщите нам.
Вуз:
Предмет:
Файл:Этика и эстетика в туризме (на английском языке) = Ethics and Aesthetics in tourism (in English). Конспект лекций для обучающихся 3 курса образователь.pdf
laundering
existence, illegal source, or illegal application of income, and
disguises that income to make it appear legitimate. From
Andrew J. Camelio and Benjamin Pergament, “Money
Laundering,” American Criminal Law Review 35, no. 3 (1998),
available at www.questia.com.
Ombudsman
The office of ombudsman is designed to be completely
independent from enterprise management and to provide a safe
place where employees and agents can seek advice and report
concerns. The position of an organizational ombudsman in a
business ethics program has evolved to be an independent,
neutral, and alternative position. The position is independent
because the ombudsman is not a part of day-to-day staff or
operations management. It is neutral because the ombudsman
does not function as an advocate for the enterprise or individual.
It is alternative because the ombudsman does not duplicate any
other enterprise function, such as investigations. With few
exceptions, the ombudsman is authorized only to refer reports of
misconduct for investigation with the express consent of the
reporting source.
One-on-one
interviews
One-on-one interviews of employees are used to secure detailed
feedback for enterprise management and to allow management
to conduct intensive questioning of individuals that is designed
to improve the ethics program. An interview provides a forum in
which an employee can identify and address issues that
employee surveys may not bring to the surface.
Organizational
culture
Organizational culture can be understood in the same way as the
culture of a society, nationality, or country. Organizational
culture is shaped by the enterprise’s origin and history, as well
as by the values, norms, and attitudes of its leaders and
stakeholders. The culture is reflected in the organization’s
decision-making and communication procedures, production
methods, and policies regarding servicing customers and clients.
Organizational culture is the primary predictor of business
ethics program success or failure. There are several measurable
elements of culture that should be a part of the regular
evaluation of the business ethics program by owners and
managers.
Parade of
horribles
A parade of horribles often consists of news headlines and
stories about enterprises that failed and senior executives who
went to prison for breaking the law. It is one way to encourage
an enterprise and its owners, managers, employees, and agents
to embrace the discipline of responsible business conduct. See,
for example, Enron and WorldCom.
Purpose
statement
The fundamental reasons for an enterprise’s existence beyond
profit are noted in the purpose statement. A purpose, unlike a
vision of a desired future, is broad, essential, enduring, and even
spiritual. A purpose inspires and guides employees and agents.
It is pursued but never fully captured. Researchers suggest that
the way to surface the purpose of an enterprise is to describe
what the enterprise does, or intends to do, and ask, “Why is that
important?” five times.
Relevant
context
All enterprises strive to meet enterprise goals and objectives in
a context of legal, economic, political, environmental, sociocultural, and technological elements. Each element in an
enterprise’s “relevant context” may cause threats, opportunities,
demands, constraints, and uncertainties that owners, managers,
workers, and agents must recognize and address.
Responsible
business
conduct
Responsible business conduct reflects an understanding of the
relevant context of the enterprise, its organizational culture, and
the reasonable expectations of its stakeholders. In one sense,
responsible business conduct is very practical and rooted in the
particular situation of the individual and enterprise. In another,
however, responsible business conduct is a recognition that we
are all in this situation together and that one does not cease to be
a member of a community simply because one goes into
business.
Responsible
business
enterprise
A responsible business enterprise is a learning organization that
is adept at understanding its relevant context, its organization
culture, and its core beliefs. From these understandings, the
owners, managers, employees, and agents of such an enterprise
are able to build an enterprise that has the appropriate standards,
procedures, and expectations; has structures and systems; has
communication and feedback; and has an enterprise alignment
that is able to foster reasonable expectations among its
stakeholders and meet those expectations. By meeting
reasonable expectations, the responsible business enterprise is
able to improve its business performance, to make a profit, and
to contribute to the economic progress of its community.
Responsible
officer
A responsible officer is a high-level person who is responsible
for overseeing the business ethics program. The responsible
officer should be an owner, director, or senior manager. This
person may or may not be the ethics officer for the enterprise.
Indeed, where the enterprise is large or complex, the responsible
officer often has executive responsibilities and relies on the
ethics officer to run day-to-day operations
Reward system
Through a system of rewards, an enterprise provides rewards to
employees who uphold core values and fulfill ethical goals in
their day-to-day activities. These rewards may be formal, taking
the form of promotions, pay raises, bonuses, and public
recognition. The rewards may also be informal, taking the form
of private praise or a special meeting with the president of the
enterprise. A reward system reinforces the enterprise’s
commitment to ethics and encourages its employees and
managers to conduct themselves according to the guidelines of
the enterprise’s code of ethics.
Risk
management
The risk management process helps the owners and managers of
an enterprise plan, organize, and control the day-to-day
operations of the enterprise to minimize risks to capital and
earnings. Risk management includes, but is not limited to, the
management of risks associated with accidental losses, financial
mismanagement, fraud and embezzlement, corruption, loss of
reputation, and employee health and safety, as well as other
operational risks.
Social capital
Social capital is the mutual trust and shared values among
individuals within an organization and between an organization
and external stakeholders that enables those parties to work
together on a cooperative basis. Social capital accrues through
performance at the grassroots level within an enterprise and
through the creation of civil society organizations, such as trade
groups, business associations, service clubs, charities, and
nongovernmental organizations.
State capture
State capture is an effort by an enterprise to shape the laws,
policies, and regulations of the state to its own advantage by
providing illicit, illegitimate, and nontransparent private gains to
public officials.
Triple bottom
line
Triple bottom line reporting requires enterprises to evaluate their
social and environmental performance to the same degree they
evaluate and report economic performance.
Values
statement
A values statement sets forth in a clear and consistent form the
core values that make an enterprise special in the market. Each
value is explained in the relevant context and culture of the
enterprise. The process of establishing core values requires an
enterprise’s leaders to consider the values and expectations of
internal and external stakeholders
Vision
statement
A vision statement expresses a view of what success for the
enterprise will look like. This statement incorporates the
enterprise’s short- and long-term objectives and provides the
enterprise the opportunity to publicly declare its role in the
market and in civil society and to set a standard that it can be
expected to meet
APENDIX I.
Code of Ethics of travel agent
The FTA welcomes travel agent and travel agency members under
adherence to the following code of ethics…
Professional conduct
FTA travel agent members will conduct all activities professionally and with
integrity. We take great care to be completely objective in our judgement and any
recommendations that we give, so that issues are never influenced by anything other
than the best and proper interests of our clients. In addition we treat fellow FTA
supplier, media and agent members with the same level of respect, professionalism
and integrity. Any actions to the contrary will result in immediate dismissal from
FTA membership.
Ethics
We always conduct our own services professionally, honestly and honorably.
We expect our clients, suppliers and fellow agents to do the same. FTA membership
can and will be denied due to proven reports of contrary behavior or
unprofessionalism, including any form of harassment, be it based on gender, sexual
orientation, race, creed, color, age or personal disability. Our advice, strategic
assistance, resources and the methods imparted through our training take proper
account of ethical considerations, together with the protection and enhancement of
the moral position of our clients and suppliers.
Equality and non-discrimination
We believe every child and every family is entitled to fun and memorable
vacation experiences. Our mission is to encourage families to travel together. We
always strive to be fair and objective in our advice and actions. We are never
influenced in our decisions, actions or recommendations by personal gain or issues of
gender, sexual orientation, race, creed, color, age or personal disability.
Duty of care
The actions and advice of FTA member agents will always conform to relevant
law, and we believe that all business, including client recommendations and
consultancy, should avoid causing any adverse effect on the human rights of people
and organizations we deal with, the local and wider environments, and the well-being
of society at large.
Confidentiality
We are committed to maintaining the highest degree of integrity in all our
dealings with potential, current and past clients, both in terms of normal commercial
confidentiality, and the protection of all personal information received in the course
of providing the business services concerned. We extend the same standards to all our
customers, suppliers and associates.
Conflict of interest
As FTA member agents, we agree in good faith not to make intentional contact
with or provide any service to any known client or employee from a fellow member.
In addition, unless directly requested by the client, we will avoid any dealings with
competitors’ clients even after the cessation of services.
Contracts
The quality of our service and the value of our support provide the only true
reflection of our professionalism. We always do our best to meet our clients’
contractual requirements, particularly when it comes to problem solving and support
in dealing with suppliers and situations beyond our personal control.
Fees
Any client service fees we charge as FTA member agents are always
competitive for the high-quality, tailored and specialized services we offer. Any
discounts or reductions we offer will not be attempts to undercut our fellow agency
members for equivalent levels of service. Nor will they engender a reduction in the
level of service delivered to clients. Our goal is always to try to propose solutions that
accommodate our clients’ available budgets and requirements. Wherever possible we
disclose fees and the basis of client charges clearly and in advance, so that we and our
clients can plan reliably for what lies ahead, how it is to be achieved and why it is
financially justified.
Intellectual property and moral rights
All content, articles, videos, training programs and images appearing on the
FTA website are owned by the creator, while irrevocable rights stay with the FTA
unless otherwise agreed to. FTA member resources will not be shared with nonmember entities without permission. In addition, we respect the moral and intellectual
copyright vested in our clients’ and fellow members’ intellectual property.
Quality assurance
As FTA member agents, we maintain the quality of what we do through
constant ongoing review with our clients of all aims, activities, outcomes and the
cost-effectiveness of every activity. We encourage regular review meetings and
provide regular progress reports. We strive to always learn and improve in order to
better serve our clients.
Apendix III
Code of ethics of Travel agency
ARTA Code of Ethics
ARTA Members have made a commitment to professional responsibility with
membership in the Association of Retail Travel Agents, the largest association
consisting exclusively of travel agencies and travel agents. As an ARTA Member,
members have acknowledged the following Code of Ethics:
ARTA Members provide the consumer with professional, objective advice and
information in a factual and reliable manner about the travel products and services
available from travel suppliers.
ARTA Members will remain knowledgeable in the area of travel and offer
current, accurate information using resources made available to them by industry
suppliers. They will advise their clients of their options so that the client may make
an informed choice.
ARTA Members, when acting as agents for travel suppliers, will receive and
distribute all funds in a timely manner through the proper distribution channels.
ARTA Members will remain conscientious in preserving the confidentiality of
their clients’ information.
ARTA Members will accurately represent their professional
qualifications. ARTA will provide only qualified persons with prevailing and ARTAapproved credentials which would allow them to represent themselves as members of
the travel industry to suppliers and consumers, including the use of the ARTA
Membership Card.
ARTA Members will make every effort to attend seminars, webinars, and
presentations made available by suppliers. Upon expressing the intention to
participate in these presentations, ARTA Members will honor this commitment.
ARTA Members comply with all federal, state/provincial, and local laws that
relate to the travel industry and the business community.
In professional appearance, behavior, courtesy, ethics, knowledge, etc., ARTA
Members will make every effort to increase and maintain the respect of the general
public for travel professionals.
Apendix IV
The main articles of the
Global Code of Ethics for Tourism
The Code’s 10 principles cover the economic, social, cultural and
environmental components of travel and tourism:
Article 1: Tourism's contribution to mutual understanding and respect between
peoples and societies
Article 2: Tourism as a vehicle for individual and collective fulfillment
Article 3: Tourism, a factor of sustainable development
Article 4: Tourism, a user of the cultural heritage of mankind and contributor to its
enhancement
Article 5: Tourism, a beneficial activity for host countries and communities
Article 6: Obligations of stakeholders in tourism development
Article 7: Right to tourism
Article 8: Liberty of tourist movements
Article 9: Rights of the workers and entrepreneurs in the tourism industry
Articl 10: Implementation of the principles of the Global Code of Ethics for Tourism