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Файл:Этика и эстетика в туризме (на английском языке) = Ethics and Aesthetics in tourism (in English). Конспект лекций для обучающихся 3 курса образователь.pdf
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Russia, as the successor to the Orthodox culture, presents in this regard, the
stiff structure. The formation of market relations, aimed at achieving financial and
social success, still does not receive moral support from the majority of the
population. For the most reforms have only one obvious result — deep stratification
of society on the poor and the rich. There are several reasons for dissatisfaction, but
the most important are two, social and ideological grounds:
1) lack of work habits: receive funds for life at the expense of their personal
abilities;
2) new wave of Christianization of Russia: orthodox doctrine preaches nonacquisitiveness, simplicity, contentment. Money is still seen as the antithesis of
morality. But at this stage this ideology is often used as an opinion but not as
justification of its insolvency in the new economic environment.
The Western model of economic relations is currently based on the assertion
that good means good business ethics, i.e. compliance with certain moral standards
reduces business risk. The motto of the European business is saying: "private
property should be fair." Honesty and fairness are the most common moral
installation of civilized business. However, in every society, in a specific era, these
principles are gaining their specific shape. In our circumstances at the present stage
there exist the norms of civilized business.
Norms of civilized business. The norms of civilized Enterprise (NNC) is the
recognized mandatory business case management order the environment that
corresponds to human conscience and has received public recognition of NNC
includes business standards and stereotypes of a business man. SBM represent
behaviors of the entrepreneur in the business infrastructure with which it must
comply with the moral and professional aspect.
Management experts say that the entrepreneur must:
— be convinced of the usefulness of his work for the society;
— respect the property and the state;
— respect personality;
— respect the work of others;
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— respect the professionalism;
— appreciate the value of education, science and technology;
— show interest to the innovative processes;
— comply with technical and environmental safety.
These factors relate to the standards of the business.
Stereotypes of business person (SBP) is a collection of professional, moral,
psychological and physical qualities of personality. SBP is less robust category than
NNC and depends on the specific historical situation at this stage, SBP should
include the following elements:
— profitable business;
— a successful career;
— a reputation in the business world;
— personal image;
— high educational level;
— good physical form and the absence of bad habits;
— integrity and responsibility in family and work relations;
— moral stability;
— awareness of business etiquette.
Data mismatch parameters generates anti-stereotype business man, which had a
negative impact on public opinion about the Institute of business (entrepreneurship),
and stimulates the negative attitude towards the market processes. This situation, in
particular, has developed in Russia. Prosperity itself is not immoral. Inherently
immoral are the ways of getting it. Immorality is luxuries, affectation, making the
hoarding in end in itself.
According to some researchers, flawed domestic business today is caused by a
number of factors: the lack of entrepreneurs, habits and traditions to maintain the
focus on getting almost instant personal gain and profit, the desire to restrict
competition, aggressiveness, unhealthy desire to humiliate the other, the absence of
the image of civilized business person that manifests itself in the manners of
behavior, style of thinking.
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General form of violation of the norms of civilized business. Any economic
activity has a certain infrastructure, special relationships of people. An entrepreneur
can act as the head of the firm, a representative of the firm, specialist. Violation of
moral norms can take place in any of these links. the most common classification
illustrates the violation in respect to:
1) society and the State:
— non-compliance with tax legislation;
— damage to the State and its property;
— the use of the State apparatus of corruption,
- misuse of official position and personal connections in the
mercenary purposes;
— environmental damage to environmennt;
2) business infrastructure:
— cheat information;
— commercial theft;
— falsification of documents;
— bogus operation;
— bribery;
— "dirty" competition;
— misuse of State or public funds;
3) consumer goods and services:
— violation of the rights of consumers (consumer has the right to receive the
full true information about a product or service; a certificate denoting the type, form
and parameters of a product or service, check, receipt, contract, certificate, etc.; the
competent, friendly service);
— material (moral) damage (sale knowingly defective, substandard goods or
services that is not actually dishonest advertising);
— health damage (failure to comply with the terms of the sale of goods or
services, the lack of sanitary-and-hygienic norms and safety).
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So, business ethics is a set of standards of conduct requirements of the
entrepreneur, a society to its style of work, the nature of the communication between
the participants of the business, their social face. Business ethics is adapted to the
practice of market relations for information about ethical notions about moral
requirements to the style of his work and the appearance of the business person.
Business ethics includes business etiquette, which is formed under the influence of
traditions and historical conditions of each country.
Questions for self-check:
1.Why are moral values of a person considered to be the key factors of
professionalism?
2. What is the origin of the professional ethics? Name the types of professional
ethics. What are the key points of professional ethics in tourism?
3. What are the main criteria of the code of ethics in tourism?
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LECTURE 2.3. ADMINISTRATIVE ETHICS
Mad is the one who not being able to
control himself, wants to manage others.
Publius Syrus
1.The notion of business as a philosophy of the business world.
2.The main styles of management. Psychological and moral qualities of a
manager.
3.Peculiarities of interrelation and interaction of the main subjects of
entrepreneurial activity.
Administrative ethics is the rules and principles of ethical behaviour of the
Manager or of individuals involved in the administration.
Administrative structure involves fairly indifferent to individual characteristics
of people interpersonal relations. But not to take them into consideration is
impossible. Too strict adherence to official behaviour leads to formalization of
business relations and, consequently, a negative impact on the process of production.
Underestimating the need to respect the hierarchy makes it difficult for distribution
of production orders and monitoring their implementation ultimately may erase the
specificity of business relations (familiarity).
The real power of the supervisor has two main sources: legal status and public
credibility, which can be in different ratios. A manager can possess legal status (to be
appointed), but does not have the appropriate authority to be able to subdue people
its directives (instructions). Non team leader may face at least ignoring and sabotage,
of his activities. Thus, for the implementation of the completeness of his power
within the firms leader must gain the confidence of the team. In addition to the
manifestation of positive personal qualities, credibility is achieved by various formal
methods, such as advertising different content (TV commercials, newspaper and
magazine articles, social gestures that characterize a potential leader at his best),
social demagogy (distribution of promises for the benefit of the community;
demonstration of their solidarity with subordinates; demonstration of interest in the
existing production and social issues), financial support (sufficient funds have been
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used to commit the acts affecting the growth of authority). A famous Renaissance
philosopher H. Mack-Kiavelli advised to thoughtfully create yourself an enemy to
consolidate your power.
The head has a relative autonomy, specific rights and obligations. A good
leader uses not only his rights, but also does not neglect his responsibilities.
Leadership styles. The head has the right to take decisions on the one hand,
he manages the production process, on the other hand, people engaged in this
process. this factor derives its increased moral responsibility for the State of affairs
of the company (the company), and the psychological climate of the collective ability
of the head of the firm or its divisions to organize work in a certain way is called
leadership. there are three basic styles of leadership: authoritarian, liberal and
anarchist.
The authoritarian (autocratic) style of leadership is based on sole
management of a team. The Chief sees in subordinates only performers and doesn't
care how they feel about his orders. Such manager not only tasks, but their solutions:
an initiative on the part of subordinates is not accepted; the total control over the
execution of orders, instructions, orders.
Liberal (Democratic) leadership style anticipates an intermediary role
between his team leader and other team superiors. Liberal leader is representative of
the collective interest. The management is limited mainly to the tasks, information
about urgent issues, documents, etc. on the part of subordinates it is welcomed the
initiative, creativity, and self-discipline.
Anarchist (permissible) style of management is observed when a team has no
clear plans for their operations. All matters are put to chance. Head relies on the
awareness and professionalism of their staff and his function he sees in preventing
serious disruptions in the work — a formal management. This leadership style is
typical for those teams where the administrator has no interest in the business or has
no experience of management activities.
According to specialists, the art of management requires special skill, which
take 8-9 years to master. None of the leadership styles is perfect and absolute. In
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formulating his style a manager should have among his tools something that
stimulates a conscious attitude to the mutual business, forming a sense of thrift.
Promising challenge for managers is to establish partnership relations with
subordinates (development of paternalism). this implies an awareness of employers
personal equivalence to subordinates, their desire and right to work in a comfortable
environment. In the best American companies, as evidenced by the press have long
ceased to tolerate with the privileges of the high official position. Earlier in the
United States, it was believed that personal elevator, canteen, parking is mandatory
attributes of leadership. Now the situation has changed: workers look the same
respectable, as well as the management, because they created conditions for
maintaining their image. One veteran of the auto industry, served in "Ford" more
than 35 years, expressed this thought: "workers are not angry, because they get the
19.000 in a year, and their CEO-75 thousand. What infuriates them is when they
have to come to work in January at 5.45 in the morning, park the car in a few
hundred yards from the plant, then get through snow, mud and slush, and coming up
to the entrance, to see an empty personal parking of the Management".
Real leaders believe that there are no essential managers there are essential
workers as it is their effective work that ensures the success of the Corporation.
Thus, in current economic conditions, in addition to the professionalism, the
Manager must possess creative abilities, the ability to bring people together to solve
the production problems, which should be based on knowledge of the psychology of
personality; desirable qualities such as resourcefulness, rationalism, insight. No less
important personal leadership qualities become erudition and correctness. All this
allows us to manufacture efficiently.
Moral code of the manager. According to experts, the code of Manager in
modern history should include the following ethical principles:
- moral and political: patriotism, collectivism, humanism;
- moral and business: qualification, integrity, principality;
- economic and political: literacy, knowledge of production and modern
achievements of science and technology, the ability to see, evaluate and prevent
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unintended consequences of business activities, etc. moral and psychological: the
ability to focus on solving the most urgent problems, quickly switch focus to address
new challenges to properly react to extreme situations; energy, advanced
imagination, emotional subtlety.
Business relationships are just a special case of social relationships, i.e.
relationships between people that are the result of their social activity. Speaking of
business communication, we often mean the professional activities of people.
Business relationships in the same way as other social contacts, should be regulated
by norms of morality.
Aristotle said that ethics helps to know what should be done and what should
be avoided ". Moral education in the business sphere is not to answer the question:
what is good and what is bad? Each businessman should bare in mind that it will
have to take a separate decision at such moments, when it is difficult to predict what
will be the consequences of his actions: for some, they will be good, for others bad.
Responsible business people need to be able to think through and solve such
dilemmas. Their behavior should conform to the standards historically acting as
moral attitudes and behaviours corresponding to the profession. Ethics and etiquette
in business relations helps to reduce the extent of the so-called entrepreneurial risk.
The substantial growth of tourism activity clearly marks tourism as one of the
most remarkable economic and social phenomena of the past century. The number of
international arrivals shows an evolution from a mere 25 million international arrivals
in 1950 to over 700 million in 2002, corresponding to an average annual growth rate
of 6.6% [World Tourism Organization, 2005]. In addition to the numerical growth of
tourism, there has been an increasing geographic spread of tourism to encompass
almost all the reaches of the globe. Simultaneously, there has been a diversification of
thetourism product from the traditional sun, sea andsand offering to a product that
can be potentially more intrusive, or more beneficial for those living in the tourism
destination. Tourism’s expansion has meant the industry now represents the leading
source of foreign exchange in at least 38% of countries, and ranks in the top five
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industries for exports in 83% of countries [WTO, 2005]. However, in addition to the
oftcited economic indicators displaying the dominance of the tourism industry, there
has been a commensurate and almost equally well-publicised rise and
recognition of the potentially negative impacts of the burgeoning tourism industry
[Archer et al., 2005]. Researchers have been critical of the pernicious social and
environmental impacts the industry can have from reinforcing western domination
over developing countries through the ‘host/guest’ relationship [Smith and Brent,
2001] to the visual scars on the landscape caused by ski resorts or golf courses
[Hudson, 2000]. This has led to calls for the industry to exercise greater responsibility
and ‘‘professionalism’’ [Sheldon, 1989] in order to protect the ‘‘golden goose’’
[Manning and Dougherty, 1995] and mirrors the arguments for greater corporate and
social responsibility in other industries [Huberman- Arnold and Arnold, 2001; Miller,
2001; Rondinelli and Berry, 2000; Webley, 1999]. Corporate Social Responsibility
[CSR] is a specific application of the notion of environmental and social auditing to
business practice. The technique is strongly promoted by Fair Trade in Tourism
[2002] which suggests that the technique of CSR emerged in
the late 1990s out of NGO efforts to create a more equitable international trade
system. According to Mowforth and Munt [2003] the tourism industry is well behind
other industries in terms of CSR, and the absence of ethical leadership in the tourism
industry has been ‘astounding’ [p. 168]. However, in the last few decades,
responsible tourism has emerged as a significant trend in the western world, as wider
consumer market trends towards lifestyle marketing and ethical consumption have
spread to tourism [Goodwin and Francis, 2003]. Tourism organizations are beginning
to realise that promoting their ethical stance can be good business as it potentially
enhances a company’s profits, management effectiveness, public image and
employee relations [Fleckenstein and Huebsch, 1999; Hudson and Miller, 2005]. Yet,
although more attention is now being paid to ethics in tourism [Holden, 2003;
Kalisch, 2002] there is a very weak foundation of research into tourism ethics studies
to date [Fennell, 1999]. The consequence is that the arguments presented for and
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against CSR in tourism are often simplistic and largely without any practical
evidence.
Ethical decision-making The two approaches to ethical decision-making which
have received most attention in the literature are those reliant on the theories of
deontology and teleology [McDonald and Beck-Dudley, 1994]. A deontological
approach enjoys a rich historical legacy, dating back to philosophers such as
Socrates, 384 Simon Hudson and Graham Miller and more recently to the work of
Kant. Deontology is concerned with the idea of universal truths and principles, which
should be adhered to regardless of the circumstances. Kant’s categorical imperative
states that a person faced with a problem should be able to respond consistently and
in conformity with their moral principles and also feel
comfortable with the decision being made in full view of others. A teleological
view can be understood as ‘‘consequentialism’’ [Kaynama et al., 1996] following
from the philosophical work of Jeremy Bentham and John Stuart Mill on
utilitarianism. Thus, ethical decisions are made in view of expected outcomes, which
eliminate the universality of decisions and subordinates principles to context. A
common expression for the two approaches would be that deontology places the
means as more important than the end, while for teleology it is the end that justifies
the means. Understanding these theories helps to successfully employ the various
‘‘tools’’ that exist to control the tourism industry, ranging from market-based
instruments such as taxes through to more command and control instruments such as
legislation. For a deontologist, breaking the law would contravene their view of
ethics and so the legislation would be abided by almost regardless of the value of the
legislation. Yet, a teleologist would consider the consequences of not abiding by the
law and would weigh this against the benefits of breaking the law. If tourism students
seem to adopt a teleological approach to ethical dilemmas, then legislation can only
expect to be effective if accompanied by stringent penalties that make the outlawed
behaviour not worthwhile, and hence the need to understand how decisions are made.
Malloy and Fennell [1998], Cleek and Leonard [1998] and Stevens [2001] all point to
the increasing prevalence of codes of ethics employed by the tourism industry as a