Test: Culture and ethics of entrepreneurship. Business ethics Conducting commercial negotiations

An important component of the successful activity of an entrepreneur, the basis for maintaining his effective communications with clients, consumers, partners and the community as a whole, are the ethical principles and norms on the basis of which they build their business relationships in the process of running a small business. Constituting the intangible, “intangible” basis of entrepreneurial activity, the ethical component nevertheless influences the commercial success of a small company. It helps it take its rightful place in the chosen market segment and gain the trust and positive attitude of partners, consumers and clients towards its products or services for a long time.

Entrepreneurial culture- this is a certain established set of principles, techniques, methods for carrying out entrepreneurial activities by entities in accordance with the legal norms (laws, laws) in force in the country (society). regulations), business customs, ethical and moral rules, norms of behavior when conducting civilized business.

The demand for ethics and culture of small business in society appears along with the emergence of entrepreneurial activity itself at a certain stage of development of the competitive environment of a market economy. This demand was prepared and determined by a number of objective and subjective factors, which underlie the development of a market society and business activity itself.

Objective factors are those that take shape in a market society beyond the will and consciousness of the entrepreneur himself and do not depend on his choice. Such factors can be identified following:

– any entrepreneurial activity related to the production of goods or services is carried out in a society of which the entrepreneur himself is a member; At the same time, the entrepreneur’s connection with society is realized both through his personal socialization and by the fact that society itself, at a certain stage of its development, prepares a certain objective basis for him and his entrepreneurial activity and the necessary conditions, producing, in turn, certain products, goods or services for him;

– the functioning and development of society is always carried out on the basis of certain dominant values, morals, customs, traditions, which are enshrined in moral norms and rules in the form of generally accepted and socially approved behavioral actions, social, family, secular and business etiquette, and ignoring them can lead to an entrepreneur to social and economic failure;

– a small firm created by an entrepreneur is an economic structure of society, which, like any social structure, must take into account in its activities the moral values, morals, customs and traditions that dominate in society, and rely on them, since otherwise it will experience difficulties in the sale of their goods and services, especially during periods of financial and economic crisis;

– by creating a small enterprise or small firm, an entrepreneur hopes to make a profit by selling his products or services among other members of society - consumers and clients, while relying specifically on their social needs and taking into account not only his own, but also their economic interests.

Thus, all these objective factors show the causal relationship and interdependence of a market society, its traditions and morals with the ethics and culture of entrepreneurial activity, since any entrepreneurial activity in its essence and orientation is associated not only with the receipt of a certain profit by the entrepreneur, but also with the satisfaction of material or intellectual demands and needs of other members of society.

TO subjective factors The demand for society in the ethics and culture of small business includes those that depend on the personality of the entrepreneur himself, on his choice, on his moral qualities and dominant life values, as well as on the culture of business relations and behavioral actions that has developed within the company.

As is known, entrepreneurial activity is the free activity of capable citizens and (or) their associations. But economic freedom in carrying out business activities does not mean that its participants are free from the implementation of established principles and methods of regulating business activities.

The state establishes certain barriers to limit the manifestations of full economic freedom by individual representatives of entrepreneurial activity in the name of protecting the interests and economic freedom of other participants in entrepreneurship and other subjects of the market economy, society as a whole.

The culture of entrepreneurship means that the independence and economic freedom of business entities contradict their unjustified initiative, therefore the state establishes measures and forms of responsibility for violation by entrepreneurs of legal norms governing business activities. Thus, in accordance with the Constitution of the Russian Federation, economic (entrepreneurial) activities aimed at monopolization and unfair competition are not allowed, and Art. 57 of the Constitution requires that everyone pay legally established taxes and fees. Criminal legislation provides for measures of criminal liability for illegal and false entrepreneurship, and other acts of citizens that do not correspond to legal activities.

The first universal element of business culture is its legality, second element – strict fulfillment of obligations and duties arising from legal acts, contractual relations and legal transactions, from business customs, which is manifested in the non-infliction of not only property, but also moral harm to partners, competitors, consumers, and employees.

The next important element of an entrepreneurial culture is the honest conduct of its business by its subjects. An honest attitude towards people, consumers, partners, and the state is truly a leading sign of a culture of entrepreneurship.

It is also important that entrepreneurs comply with general ethical standards, including professional ethics, generally accepted rules for doing business, the level of culture and education of entrepreneurs, the degree of their aspirations, compliance with customs and mores in society, the level of knowledge necessary to carry out a legitimate business, etc. Entrepreneurship culture as a manifestation of legal and ethical criteria (norms) includes relations with the state, society, consumers, employees, partners, competitors and other business entities, as well as compliance with current legal acts, standards, rules, norms that directly or indirectly affect the development of entrepreneurship.

Entrepreneurial activity is aimed at systematically generating profit, but not by any means or methods, but only legally. Entrepreneurial culture means that entrepreneurs, having created their own business, carry out legitimate business and receive income (profit) legally.

The culture of small business also depends on the formation of the culture of business organizations, the culture of entrepreneurs themselves, business ethics, business etiquette and many other elements that generally make up the concept of culture.

Small Business Culture, as a rule, is determined by the following internal factors:

– the subject of entrepreneurial activity carried out by the business;

– organization of business activities;

– motivation of the owner of the company and employees;

– the level of management culture, the mechanism of relationships between company managers and employees;

– the presence of a special management style that contributes to achieving leading positions in the market;

– creating such conditions for the activities of employees that contribute to their awareness of full involvement in the results of the company’s activities;

– the presence of a set of clear, defined ideas about the values ​​that the company strives for;

– high professional competence of company leaders, managers and employees, the possibility of their training;

– achieving high quality and intensity of employee work with appropriate material rewards;

– focusing the company’s activities on high efficiency and quality of goods and services offered;

– well organized service products from consumers;

– high production standards, the introduction of new technologies that ensure the required level of quality of goods and services;

– creation of the necessary sanitary and hygienic and safe conditions labor; ensuring a healthy moral climate in the company, etc.

The formation of such a corporate culture, along with other factors, ensures entrepreneurial success.

It can be determined Is the company cultural?, if you conduct an analysis according to the following criteria (and get a positive answer to the questions posed):

– is the company ready for risk and innovation;

– whether the activity of the company (employees) is aimed at solving the main goals;

– is there a focus on external objectives (good customer service);

– what are the relationships with consumers, etc.;

– whether conformism and individualism are encouraged;

– is employee incentives focused on final individual results;

– whether preference is given to group forms of decision-making;

– whether the activity is subject to pre-drawn plans;

– whether the work is accompanied by innovative processes;

– is there cooperation between groups and individuals?

employees;

– whether employees are faithful to the interests of the company and are devoted to it;

– are they fully informed about what their role is in achieving the company’s goals;

– whether the relationships in the company are informal or formal;

– whether the company is open.

Entrepreneurial ethics– one of the complex problems of creating a culture of civilized entrepreneurship. Ethics- this is the doctrine and practice of behavior of individuals (citizens) in accordance with ideas about what is proper, about good and evil, ideals, moral principles and norms of behavior. This is a teaching about the purpose of man, the meaning of his life. This is a system of moral and ethical standards, including generally binding rules of human behavior.

Entrepreneurial activity, like any economic, economic, professional activity of capable citizens, has legal and ethical criteria, norms, rules of conduct, deviation from which threatens business entities with negative consequences. Legal norms of behavior of entrepreneurs and organizations are established by laws and regulations, and failure to comply with them threatens with serious penalties (including bankruptcy and imprisonment), therefore, a very important condition for the development of civilized entrepreneurship is not only the adoption of laws regulating business activities, but also the formation of a legal culture .

Ethical standards in business represent a set of behavioral characteristics of citizens engaged in business activities in various spheres of the economy, aimed at meeting the needs of the market, specific consumers, society and the state.

Business ethics is based on general ethical standards and rules of conduct, established in the country and the world. In connection with general ethical standards of behavior of citizens, business ethics is inextricably linked with such concepts as honesty, conscience, authority, nobility, politeness, ambition, pride, shamelessness, hypocrisy, gloating, slander, revenge, deceit, rudeness, etc. As can be seen , some concepts are associated with positive (positive) principles and behavioral traits, while others are associated with negative (negative) ones. Even an incomplete listing of the characteristic features of the behavior of individual entrepreneurs indicates a complex concept of entrepreneurial ethics, which, as a rule, should be based on universal, universal principles, on general principles carrying out risky, innovative, innovative, competent, legal, honest entrepreneurship as opposed to routine, illegal, incompetent business.

The formation of entrepreneurial ethics is influenced by forms of social consciousness (mentality) and social relations aimed at establishing the self-worth of a citizen as an entrepreneur, the manifestation of his best human qualities, economic freedom, his responsibility to consumers and society.

Entrepreneurial ethics is based on moral principles, related to the morals, character, and aspirations of entrepreneurs, and therefore is inextricably linked with their motives and motivations.

Ethical problems of entrepreneurs constantly arise and are resolved primarily with consumers, while the state protects the interests of consumers. The ethical relations of entrepreneurs as business owners are connected with employees. These relationships have a particular impact on the level of entrepreneurial success.

Relationships with business partners, competitors, and society are important in the development of civilized entrepreneurship. Entrepreneurial ethics is manifested in such categories as loyalty to a given word, an assumed obligation, moral responsibility for failure to fulfill obligations established by legal norms.

To master the skills of correct behavior, you must comply with:

– rules of introduction and acquaintance;

– rules for conducting business contacts;

– rules of conduct during negotiations;

– requirements for appearance, manners, business attire; speech requirements;

– the culture of official documents and other elements of entrepreneurial etiquette, which is an integral part of entrepreneurial ethics.

Entrepreneurial etiquette is a set of rules of conduct for an entrepreneur that regulate his external manifestations with the outside world, other entrepreneurs, competitors, employees, with all individuals with whom the entrepreneur comes into contact not only when carrying out his business, but also in any life situation.

Some rules of office etiquette . In addition to the moral and ethical principles of entrepreneurship and the culture of entrepreneurial behavior, there are rules of good manners (goodwill) that are usually observed in any service, including in business. The norms and rules of correct behavior in relations with one’s colleagues, the procedure and forms of treatment in the process of official contacts are called office etiquette. Office etiquette includes the rules of mutual greetings, introductions, acquaintances, communication with subordinates, colleagues, managers, business negotiations, and correspondence. Etiquette is also requirements for appearance, clothing, behavior, and speech.

In most cases, the rules of business etiquette are not unconditional requirements in the sense that it is necessary for the entrepreneur or participant in business operations to comply with the provisions of official etiquette. Otherwise, a bad impression will be formed about them, which may have a negative impact on their career. But in relation to international business, official meetings and negotiations related to it, rules of international protocol have been developed, which in many respects clearly and unambiguously define the methods and norms of official behavior.

An entrepreneur’s clothing is designed to emphasize his taste and knowledge of fashion, but at the same time be sufficiently strict and not be “flashy.” The appearance of an entrepreneur should not detract from his prestige; it is intended to emphasize solidity. According to generally accepted etiquette, a man greets a woman first. The younger one should be the first to greet the older one. The rule according to which the subordinate greets the leader first is not absolute; The reverse order of mutual greetings is also allowed.

In Russia, it is most common to address managers, partners, and colleagues by name and patronymic. In official oral and written addresses, it is advisable to add the word “dear.”

When addressed by last name, the words “Mr,” “Madam,” “comrade,” and “colleague” must be added. You can only address very close friends and much younger colleagues by name, and only if this does not cause any objections to them. It is highly desirable in business situations to address yourself as “you.” It is permissible to switch to “you”, which in this case should become mutual, only in informal relationships.

At your first business meeting with strangers, you should introduce yourself to them, or you should be introduced to each other by the organizers of the meeting. A man must introduce himself to a woman first.

You should not ask the person who introduced himself to you for additional information about him, unless this is due to the interests of the case or the need to establish closer contacts. In business relationships, one has to observe subordination, which means that everyone behaves in accordance with their position and official position. But in any situation, you must first of all rely on the rules of correct behavior from a position of respect for the person with whom you have a common cause.

The ability to not talk too much yourself and listen more to others is one of the good signs of maintaining business etiquette and respect for others. You should not interrupt your interlocutor without listening to him. If you need to be distracted during a conversation or have to interrupt a conversation that has gone on for too long and does not carry any useful load, you should ask him to apologize for the interrupted conversation. Signs of attention, politeness, and respect for a partner are intended to accompany any business contacts, be they oral, written, telephone, telegraphic, telex, or fax. Possession of business communication skills is necessary for future business people: engineers, managers, economists and other specialists. It's not as simple as it seems, but it's not very difficult either. These skills can play an important role in the future when concluding a deal or signing a contract.

Conflict between ethics and business It is very acutely manifested in business communication, and at its most different levels: both between the organization and the social environment, and within the organization itself. There are two main positions between managers, entrepreneurs and business people in general in relation to this contradiction. Those who consider themselves pragmatists believe that in business communication and in business in general, ethics in itself is not needed.

The sole responsibility of a corporate manager employed by a business owner is to: available means maximize profits, “make as much money as possible,” adapting in every possible way to the norms of society, embodied in laws and ethical traditions.

An extreme case of unethical behavior of businessmen and enterprise managers is violation of the law. But unethical behavior should also be considered various types of actions of companies that do not take measures to eliminate defects in their products that could lead to harmful consequences for the population. Therefore, the concept of ethics of business communication also includes the concern of business managers about the quality of their products and responsibility for the harm that it can cause to the population.

Ethics in business communication covers a wide range of issues related to the goals and means of doing business. In this regard, it should be noted that representatives of business pragmatism sometimes use unsuitable means to achieve their goals: bribes, bribery, etc. But in addition to this, the goals of business communication themselves may be unethical. At the same time, communication may be considered unethical not because it is illegal, but due to the incompatibility of business communication with moral values. An example is the conclusion of transactions and contracts for the construction of environmentally harmful enterprises.

Another manifestation of the contradiction between ethics and business is that compliance with ethical standards in business communication is recognized not only as important from the point of view of the responsibility of businessmen to society and themselves, but also necessary for production efficiency. In this case, ethics is seen not only as a necessary moral imperative of behavior, but also as a means to help increase profitability, strengthen business relationships and improve business communication.

It seems that this approach is more civilized and, as a result, more effective, since a small enterprise is a component of society, and by establishing ethical standards of communication within itself, it at the same time contributes to their dissemination in society and the surrounding social environment. The more favorable the ethical atmosphere in society becomes, the more favorable the environment is created for business. At the same time, unethical behavior (and communication) will sooner or later result, if not in direct economic losses, then, in any case, in social and moral costs for both the enterprise and the social environment.

Ethics"- a system of norms of behavior and responsibilities of people towards each other and society as a whole. Ethics in business relations is a system of universal and specific moral requirements and standards of behavior implemented in professional activities. It includes:

• - ethical assessment of the internal and external policies of a commercial organization;
• - moral principles of members of a commercial organization;
• - moral climate in a commercial organization;
• - norms of business etiquette.

Business ethics is based on honesty, openness, loyalty to one's word, and the ability to function effectively in the market in accordance with current legislation, established rules and traditions.

An entrepreneur is a person who is constantly ready to take risks, energetic, persistent, able to overcome difficulties and obstacles on the way to the intended goal, a person with unconventional thinking, capable of making management decisions. Business ethics helps not only to increase profits, but also to retain customers. According to experts, retaining old partners is five times cheaper than winning the favor of new ones. An entrepreneur always focuses on the consumer. For these purposes, before investing in fixed assets, it is necessary to spend a lot of money, time and effort on developing the ethics, culture of the company and the appropriate training of its employees.

There is a rule in entrepreneurship: always take care of your customers and employees, and the market will take care of you.

Managerial ethics- a set of rules and forms of business communication with people, allowing them to express respect, promoting the establishment of mutual understanding between the manager and subordinates.

A manager is, first of all, a leader who is able to influence people and teams and encourage them to work effectively to achieve their goals. His success depends on his excellent leadership qualities and style. The manager has power over his subordinates because he decides such important issues as the level of remuneration, the nature of the work performed, the degree of workload of the employee, his promotion, etc. However, absolute power does not exist, just as there are no universal ways of influencing people . The manager must be competent in the affairs of the company, feel the mood of people, and not abuse his power so as not to cause a negative reaction from his subordinates. An important factor in a manager’s influence is the ability to highlight the main thing in the company’s affairs. It creates a situation where each employee is dependent on the results of the common cause. The most effective management system is one based on incentives. Conscientious, proactive execution of management orders and intensive creative work are rewarded. At the same time, incentives should be significant for the performer and feasible for the organization.

It is important for a leader to become a full member of the team and live in its interests. Practice has shown that a good leader is one who is able to ensure high productivity of his subordinates in his absence. To do this you need to have the necessary authority. Authority is public recognition of the personality of a leader, positive assessment team of his business and ethical qualities.

A leader can work in an existing team, or he can create a new team. In the first case, the leader should become his own person in a team that has established traditions and habits. To do this, it is important to get acquainted with the traditions and support the most progressive of them. Having expressed approval of everything good that exists in the team, you can begin to fight against outdated traditions.

In the second option, the leader himself becomes the initiator of the formation of progressive traditions in the team. First of all, it is necessary to develop transparency, maintain a balance between material and moral incentives, and not build relationships with subordinates only on the basis of material incentives. In the absence of a moral factor, employees may move to another manager.

There are different forms of psychological influence on subordinates, for example, persuasion. The leader does not just order, but provides his subordinates with certain information, substantiating it, appeals to reason and common sense people in order to get them to agree with the point of view expressed. The method of persuasion is most effective when working with people who have a high intellectual and educational level. It will not help when communicating with those whose intellectual and professional level is much lower. It also does not work where it is necessary to urgently make a decision.

No less important point- suggestion, when messages are accepted without any evidence, on faith. Messages of a suggestive nature will be accepted if the leader has authority, is popular, and is respected. It is advisable to use suggestion in stressful situations, with a strict time limit. The method of suggestion is successful in communicating with emotional people prone to submission, and is ineffective in communicating with the intellectual elite, people with pronounced leadership abilities.

A leader can also act as a role model. Subordinates almost always adopt his work style and even behavior. Hence it is important constant control over your behavior and appearance, overcoming shortcomings, developing and consolidating positive qualities.

The coercion method is based on the leader’s use of his power and is expressed in orders and instructions. In management, this method is effective in cases of violations of labor discipline, failure to complete tasks, etc. However, an unreasonably strict administrative management style can cause conflict in the team, an indifferent attitude towards work, and lead to staff turnover.

Ethical principles for doing business were developed by the organization " Round table World Business", founded in 1986 by businessmen from the USA, Europe and Japan. The Round Table created a set of rules based on the ideology of Japanese corporations "kyosei" (literally translated: "live and work together").

Principle No. 1. Companies have obligations not only to shareholders, but also to everyone who is directly or indirectly involved in the business. The value of business for society is that it provides material well-being and employment for the population, and also provides high-quality goods and services at reasonable prices.

Businesses have a role to play in improving the living conditions of their customers, employees, partners, and investors by giving them a share of the wealth they have created through their joint efforts. Suppliers and competitors also have the right to expect to be treated fairly and fairly. As conscious members of society, businessmen bear a share of responsibility for how regions, countries and the whole world will look in the future.

Principle No. 2. Companies must contribute to the social progress of the countries in which they operate by operating efficiently and helping to improve the well-being of their people. Businesses must contribute to economic and social development through the wise use of resources, free and fair competition, and improvements in technology, production methods, etc. Businesses must have a positive impact on education, human rights, and the general health of the countries in which they operate.

Principle No. 3. Trade secrets have a right to exist, but a businessman must understand that sincerity, goodwill, honesty, keeping his word and openness not only contribute to strengthening reputation and stability, but also ensure the clarity and efficiency of transactions, especially at the international level.

Principle No. 4. To avoid friction and to ensure free trade, as well as creating equal opportunities for competition, fair treatment of all business participants, a businessman must respect the laws. In addition, he must recognize that some actions, even legal ones, may have undesirable consequences.

Principle No. 5. Companies must join forces to ensure progressive and legal trade liberalization, easing local restrictions that inhibit trade overall, while respecting each country's political goals.

Principle No. 6. Companies must protect and, where possible, improve environment, prevent wasteful use of natural resources.

Principle No. 7. Companies must not engage in activities that condone bribery, money laundering or other acts associated with corruption. Trade in weapons and other materials for terrorist activities, drugs, as well as participation in other types of organized crime are unacceptable.

The ethics of national economics are formed through the joint efforts of the state, business circles, the trade union movement, civil society and the church.

Culture- is a set of production, social and spiritual needs of people or high level something, high development, skill." There are many more definitions, but they all boil down to the fact that culture is a concept that integrates various aspects of life, activity, behavior of people, their associations and society as a whole at a certain historical stage of development.

Culture, including corporate culture, should be viewed in two aspects: values ​​and procedures. Values ​​are ethical ideals, qualities that are the highest moral categories. Procedures are formal and unwritten rules of behavior based on specified values.

Currently, the terms “culture of entrepreneurship”, “economic culture”, “corporate culture”, “organizational culture” are used, which mean the spiritual life of people in an entrepreneurial environment, in an organization, their moral state, feelings, thinking and actions.

The cultural component of economic activity (economic culture) is inseparable from this activity itself and can actively influence it, enhancing or slowing down the development of the economy.

Towards economic activity The cultural environment is divided into external and internal.

The external cultural environment is an integral part of the macroenvironment; it influences the behavior of economic entities.

The cultural environment is characterized by a combination of factors (Fig. 3.4).

Rice. 3.4.

The internal cultural environment refers to the microenvironment of a business entity and relates both to the company itself and to the partners with whom it interacts.

Policy. Studying politics helps understand the potential for a country's social contribution to a firm's business climate. The stability of the political climate, the characteristics of groups, parties that support or hinder foreign business, the degree of influence of each of these groups are the factors that allow us to assess the degree of business risk in political terms.

Technology. Studying the technical level of the business environment can provide information about the level of development and potential of the market, the development of its infrastructure, the degree of urbanization and the development of “industrial values”, as well as identify attitudes towards science and innovation, determine scientific potential, and the possibilities of conducting scientific research.

Education and art. A comparative analysis of these cultural factors can assist in the study of literacy and its impact on technical and vocational training, as well as on the effectiveness of market relations and economic relations. In addition, the educational level shapes the attitude towards values, which is advisable to take into account when developing economic activities.

Religion. A unique view of the world and true values, the practice of religious rites can stimulate or hinder the desire for change and the use of new methods in entrepreneurship. To successfully carry out economic activity, it is necessary to take into account the development, role and characteristics of religion in the country where it is planned to organize a business.

Language is the basis and means of all communications, including economic ones. Economic activity (both in national and international markets) requires knowledge of several languages. English language is dominant, it carries out at least Uz business correspondence in the world. However, there are countries where they tend to use only their own language, for example France. This should be taken into account by entrepreneurs, businessmen, and business people when organizing business communications.

Jurisprudence- knowledge of the laws of your country, which reflect the norms and rules of attitude towards values, property, and personal protection. Comparing different legal systems helps to understand business traditions in different countries, helps to avoid conflicts, and, if necessary, contact legal authorities.

Social organization of society and its features are as important as other factors in the cultural environment. The manager must know whether his business partners represent family businesses or whether he will be dealing with managers representing corporate enterprise. It is equally important to examine the social stratification of the population to determine whether there is a noticeable difference between the upper, middle and lower classes and what their attitudes towards entrepreneurship are. Knowledge of the social characteristics of public organizations allows us to determine whether they will contribute to or oppose the success of a leader in specific social conditions.

Value - this category in entrepreneurship is used as a characteristic of an object, denoting recognition of its significance (material values ​​and spiritual values ​​are distinguished, the concept of “eternal values” is known), and as a synonym for the concept of “use value”, that is, the significance and usefulness of an object for the consumer. Depending on the significance of the main criteria of value, relationships in the team develop.

In addition, economic culture always exists in certain spatial and specific historical conditions. Therefore, it is influenced by spatial factors, which include climate, landscape, location of the country, the presence of water and other means of communication, the size of general and agricultural territories, their quality (minerals, soil fertility, etc.), as well as temporary factors (this or that period of historical development of a given economic crop, the stage of influence of other crops on it).

Work Ethic Management and organizational culture was known back in the Middle Ages. Merchant guilds and artisan workshops, along with the technological secrets of craftsmanship, had certain “codes of honor” that were passed down from fathers to sons. With the transition to the bourgeois system, a special sphere of economic culture was finally formed, affecting the entire society.

Japanese companies, in their internal relations, largely revived feudal-guild features, but relied on collectivism and unity of company employees, while American companies tried to stimulate the spirit of entrepreneurial activity. Today, there is a kind of counter-movement between the economic entrepreneurial cultures of the East and the West: the West strives to develop in its corporations the principles of collectivism and the value identification of each employee with the goals and organizational and economic culture of the company, and the East is trying to use active individual entrepreneurial motivations within the company, without which it is impossible modern innovative culture.

In modern conditions, cultural, value-motivational factors of economic activity largely determine economic growth both at the level of individual economic entities and in relation to national economy generally.

Until the first half of the 20th century, the reproduction of the cultural environment occurred mainly spontaneously. The formation of a value environment was consciously regulated only in the spheres of ideology, science, and art.

Only in the sphere of education did some regulation of the value environment take place, close to economic needs. However, already in the 1960-1970s, the influence of the state and business on economic culture acquired a planned, coordinated character. Japanese companies have become pioneers in the management of economic culture within corporations. Their example of a fundamentally new attitude to culture forced American and Western European companies to abandon the technocratic approach. In the mid-1980s, more than half of the largest American corporations moved to manage business and organizational culture. Among highly profitable companies, 88% had special departments responsible for organizing the implementation of “highest values”, 65% had special programs for linking these values ​​with measures to increase labor productivity, 58% had relevant targeted courses for staff.

The purely technocratic understanding of economic growth without taking into account the important role of the cultural component of the economy has now been overcome both in the developed countries of the West and in the developing countries of the East.

Entrepreneurship as a special field social activities with its own norms, values, rules, traditions, prejudices, forms and reproduces its own special subculture - entrepreneurial. This culture has its own ethics and etiquette, its own language, its own principles of identification, inclusion and exclusion.

Under business ethics It is customary to understand a set of certain moral criteria, moral norms in the behavior of an entrepreneur, requirements imposed by the cultural community on the style of his work, the nature of communication with people, and social appearance.

Entrepreneurial culture has an ethnic connotation (remember, for example, the Russian “honest merchant word”), as well as its own core - entrepreneurial values ​​associated with the desire for profit, willingness to take risks, innovation, independence and responsibility based on justice.

True, in domestic practice, on the contrary, there has been an adaptation of business conditions to the needs of a commercial organization. Russian entrepreneurship, which grew up on the basis of power, does not link the acquisition of competitive advantages with the implementation of an innovative function; entrepreneurial success is seen primarily in the implementation of administrative resources. The entrepreneur associates the achievement of his goals not with rational actions, but with the presence of “connections” and personalized trust, and ensuring competitive stability with the strengthening of a monopoly position by obtaining exclusive rights, privileges and benefits. When hiring senior managers, the determining factor is whether the candidates have “connections” among market participants and in government agencies, not a qualification. Thus, the conditions in which entrepreneurial activity is carried out directly affect entrepreneurial culture.

It should be especially noted that entrepreneurial culture should be based on such an important principle as fairness. It should help support the lives of those who cannot produce material values, and those who are not obliged to produce them due to the nature of their activity, which is no less important for society and the state than work aimed at producing material goods.

• word) stated that the development of national economic ethics based on Orthodox values ​​is the most important task for modern Russia.
• Ozhegov S.I. Dictionary of the Russian language. M.: Soviet encyclopedia, 1972.

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1. The essence of entrepreneurial culture

culture ethics business communication

As is known, entrepreneurial activity is the free activity of capable citizens and (or) their associations. But economic freedom in carrying out business activities does not mean that its participants are free from compliance with established principles and methods of regulating business activities. The culture of entrepreneurship presupposes that the independence and economic freedom of business entities do not take the form of unjustified initiative. Business culture provides the company's image, helps to increase income, improve the quality of products and services, and, consequently, increase operational efficiency.

There are different interpretations of the concept of “business culture”. The most complete and detailed definition is given by V.D. Kozlov, noting that business culture “is a system of formal and informal rules and norms of activity, customs, traditions, individual and group interests, characteristics of employee behavior, leadership style...”. Entrepreneurial culture is a specific, established set of principles, techniques, and methods for carrying out entrepreneurial activities by entities in accordance with the legal norms (laws, regulations) in force in the country (society), business customs, ethical and moral rules, and norms of conduct in conducting civilized business. .

Entrepreneurial culture extends to various groups relations: with the state, with society, with consumers, with employees, with partners, with competitors and other business entities.

The first universal element of business culture is its legality. The second element is the strict fulfillment of obligations and duties arising from legal acts, contractual relations and legal transactions, from business customs. An honest attitude towards employees, consumers, partners, and the state is truly a leading sign of a culture of entrepreneurship. The third element can be considered the refusal to cause not only property, but also moral harm to partners, competitors, consumers, and employees. The fourth element is the creation of conditions under which the company's employees were maximally satisfied with their work and wages.

The cultural environment, structurally - in relation to the company - is divided into the external cultural environment and the internal cultural environment. The external cultural environment is an integral part of the macroenvironment, which influences the behavior of the subjects and objects of entrepreneurship. The internal cultural environment refers to the microenvironment of the company and relates both to the company itself and to the partners with whom interaction is carried out.

The composition of the external cultural environment is characterized by a combination of factors, which include politics, technology, education, art, values ​​and relationships, religion, language, law, and social status.

Politics is a well-known category, but not all entrepreneurs take into account the possibilities of this cultural factor in organizing entrepreneurship. Studying policy can help understand the potential for a country's social contribution to a firm's business climate. The stability of the political climate, the characteristics of groups, parties that support or hinder foreign business, the degree of influence of each of these groups are the factors that allow us to assess the degree of business risk in political terms.

Technology is the field of precise concepts, methods, measurements and knowledge. Studying the technical level of the business environment can provide information about the level of development and potential of the market, the degree of development of its infrastructure, the degree of urbanization and development of “industrial values”, as well as identify attitudes towards science and innovation, establish scientific potential, the possibility of conducting scientific research. research.

Education and art, their level and profile are rarely taken into account in organizing business activities. However, a comparative analysis of these cultural factors can help in the study of literacy and its impact on technical and vocational training, as well as on the effectiveness of market relations and entrepreneurial relations. The educational level also forms an attitude towards values, which is advisable to determine during the formation and development of entrepreneurial activity.

Religion has a great influence on economic activity. All major religions - Buddhism, Islam, Christianity, etc. - have several varieties (for example, Catholicism and Protestantism). A unique view of the world and true values, like the practice of religious rites, can stimulate or hinder the desire for change and the use of new methods in entrepreneurship. To successfully carry out business activities, it is necessary to take into account the development and role of religion in each country where it is planned to organize a business.

Language is the basis and means of all communications, including business ones. There are about 100 on the globe official languages and at least 3000 independent dialects.

Business activities, both in national and international markets, require knowledge of several languages. English is the dominant language; at least 2/3 of business correspondence in the world is carried out in this language. There are countries where they tend to use only their own language, for example in France. This should be taken into account when organizing business communications for entrepreneurs, businessmen, and business people.

Jurisprudence - knowledge of the laws of one's country, which reflect the norms and rules of relations to values, to property, to the protection of the individual, should not be perceived by entrepreneurs as a secondary element of culture. Comparison and knowledge of different legal systems can help to understand business traditions in different countries. This can help avoid conflicts and, if necessary, contact legal authorities.

The social status of the population, the social characteristics of the organization of society and its first cell - the family in entrepreneurship are of the same importance as other factors of the cultural environment. The entrepreneur in this context must know whether his business partners are family firms or whether he will be dealing with professional partners. Equally important is the study of the social stratification of the population to establish whether there is a noticeable difference between the upper, middle and lower classes and what their attitude towards entrepreneurship is. Research and knowledge of the social characteristics of public organizations make it possible to determine whether they will promote or oppose success in the activities of an entrepreneur in specific social conditions.

Of decisive importance for the formation of the cultural environment of entrepreneurship are: 1) a civilized external cultural environment, 2) public and state mentality, 3) actually existing legal norms that establish the rights, obligations, and responsibilities of entrepreneurs, protecting them from an aggressive environment, and, of course, 4 ) the entrepreneur himself and his corporate culture.

Let's define the elements of the internal cultural environment of organizations

2. Company culture

The culture of entrepreneurship as a whole depends on the formation of the culture of entrepreneurial organizations and the culture of entrepreneurs themselves. The culture of a company is made up of the culture of its employees, the level of business ethics and the culture of business relations. The formation of such a corporate culture, along with other factors, ensures entrepreneurial success.

The essence of the culture of each company is expressed in regulations, accepted rituals and ceremonies, as well as in patterns of informal behavior. Forming a company's culture can occur in various ways.

1) Business culture can develop naturally when firms, based on the study of past and present experience, maintain those cultural traditions, which are most effective in achieving their goals. 2) It can be purposefully formed through the forceful introduction of certain complexes of behavior. 3) It can change through evolution. At the same time, it is necessary to analyze whether ideas about the values ​​that brought success to the company are outdated and whether they should be updated. Business culture changes in accordance with new ideas about values.

Before you begin to shape a company's culture, you need to have a firm grasp of its core values.

For example, the values ​​of the Ford Motors company lie in three concepts: people, product, profit. Beliefs that allow us to draw a conclusion about how an enterprise should function and how success is achieved are as follows: quality comes first, continuous improvement has a significant impact on success, traders and suppliers are partners, employee participation in the business and in profits is the work style .

However, one should not think that business culture can be easily manipulated. It has been developing over the years, is dynamic, and is constantly being improved. Practice shows that previously generally accepted values ​​such as obedience, discipline, centralization, hierarchy, career, and power are losing their significance. At the same time, the importance of such values ​​as teamwork, focus on needs, self-determination, creativity, self-expression, the ability to compromise, decentralization, predictability of behavior, reliability, stability, and professionalism increases.

Research conducted in the United States has concluded that prosperous and fast-growing firms have a strong culture and distinctive style that contribute to achieving and maintaining leading positions in the global market. The following are typical for such companies:

Employees have clear ideas about values ​​and the means to achieve goals;

There are partnerships at all levels;

Professionalism, competence and dedication to the job, the desire for high quality work are highly valued;

Promotion depends on the results of work, the ability to take responsibility;

Pride in one's own achievements and the successes of the company, the desire to expand and strengthen the position of the company, and the desire to make it dominant in the market are encouraged.

It should be noted that for business culture, the main thing is what happens at the level of behavior. If the levels of values ​​and behavior do not coincide, the result is negative. This is possible, for example, when partnerships are promoted, but in practice those employees who have connections are promoted.

You can determine the level of culture of a company if you conduct an analysis according to the following criteria:

Clear and high-quality customer service, good relationships with consumers;

Devotion to the interests of the company and awareness of each employee about his share in achieving the final and intermediate goals of the company;

Preference for group forms of decision making;

Subordination to pre-drawn action plans;

Innovation activity and activity,

Quality of management,

The importance of the company as an object of long-term investment,

Social and environmental responsibility,

The company’s ability to develop and maintain staff creativity, quality of products and services, etc.

A company's culture can be called weak in the following cases:

If there are no clear ideas about values ​​and how success can be achieved; goals are set mainly short-term;

There is a general understanding of goals and beliefs, but there is no agreement on what is right and important at the moment, resulting in contradictions;

Leaders do nothing to develop a shared understanding of values, shared beliefs.

Foreign business practice has identified a number of management principles and rules in companies with a high culture:

1) the management of the company should periodically pay visits to its main clients. The purpose of such actions is direct acquaintance with the needs of consumers, their problems, ascertaining their satisfaction with mutual cooperation;

2) business papers should be concise. The volume of important internal memos should not exceed one page, internal reporting should be reduced to a minimum;

3) the manager of a company or its division is obliged to maintain personal contact with each of his subordinates;

4) informal communication between company employees is stimulated;

5) discriminatory actions against company employees are minimized (unmotivated dismissals, infringement of the rights of older people, reduction of bonuses, etc.).

Depending on the industry, region, history of the enterprise, people, each enterprise has its own culture. However, even within one enterprise there is a variety of subcultures: the culture of profitable deals, innovation, administrative culture, etc.

The sales culture is characterized by fast feedback. Trade employees are often young, active people who boldly experiment. These people are sociable by nature. The effect of a trading culture is that thanks to it a lot can be set in motion very quickly.

At the same time, there are some shortcomings in the trading culture:

Quantity prevails over quality (a strong desire to sell leads to insufficient attention being paid to subsequent problems after the sale);

The mindset of short-term success dominates (thinking that short-term success may mean the loss of the market or the gradual decline of the enterprise does not last long);

Employees feel connected primarily with the team, and not with the enterprise. If crises or difficult times for production come, they often do not have enough endurance, patience, and strength to withstand these problems;

In the retail industry, employees do not age. High staff turnover means that the average age of employees is relatively low, but the company thereby loses people who could develop a trading culture.

A bargain culture (speculative culture) is characterized by rapid feedback from enterprises with medium to high financial risk. This type of culture is found where profitable transactions are made with securities, means of payment, raw materials, etc. The main strategy of the profitable transactions industry is to quickly take advantage of the opportunities provided. The employees here are often young or spiritually young people.

The sphere of speculative culture creates fertile soil for the subculture of a business person: he develops fighting and aggressive character traits and firmness in decisions. Communication is characterized by taciturnity, speed, and the language of short remarks and gestures. Superstitions are accepted in this area. They try not to talk about failures and their reasons, as if they never happened.

The investment culture is manifested mainly in industry, mainly in the fuel industries and in the production of capital goods, as well as in construction, banking, etc.

This type of culture is characterized by having a clear orientation towards the future. Large capital investments are made in high-risk environments. At the same time, investors remain in the dark about the results of their decisions for a long time. They are forced to overcome a relatively long period of uncertainty with minimal feedback.

In this area, employees work prudently, carefully, patiently and persistently. There is respect for authority and professionalism. Here, as a rule, the provisions and agreements once adopted are adhered to.

Employees communicate frequently and discuss all aspects, down to the details. At joint meetings they behave politely and courteously, because everyone is clear about their interdependence on each other. It should be noted that decisions made under conditions of uncertainty bring people together.

Administrative culture is manifested in public services, in enterprises, in large administrative firms, as well as in banks and insurance companies. Strategically, these organizations are focused on service and service. Employees, as a rule, are neat and thorough people, while being careful, pedantic, picky and at the same time able to adapt. Decisions are made thoughtfully and protected from all sides. They spend quite a lot of time accepting them. Communication in the spheres of administrative culture is characterized by thoroughness and emphasized hierarchy.

During work, employees have virtually no Feedback with clients. They are contacted only in cases where something goes wrong. The focus is on how to do rather than what to do. Therefore, the form comes first, and the result, as a rule, comes second. There is no clear connection between results and rewards. After reaching a certain age, almost everyone gets promoted.

Administrative culture is widely dissatisfying. It is, and not without reason, associated with bureaucracy, inefficiency, inability to do the most necessary things, and often with corruption and bribery.

The presence of different subcultures in an enterprise can lead to tension and clashes. Therefore, an important task is the rapprochement and integration of various organizational parts of the enterprise, which have their own subcultures. It is also necessary to integrate the culture of the enterprise and the culture of all its employees.

3. Business ethics

Ethics in general is the doctrine and practice of behavior of individuals (citizens) in accordance with ideas about what is proper, about goodness and in the form of ideals, moral principles and norms of behavior. This is a teaching about the purpose of man, about the meaning of his life. This is a system of moral and ethical standards, including generally binding rules of human behavior.

Ethical standards in entrepreneurship are a set of characteristics of the behavior of citizens carrying out entrepreneurial activities in various forms. Entrepreneurial ethics, on the one hand, is based on general ethical norms and rules of behavior that have developed in the country and in the world. It is inextricably linked with such concepts as honesty, conscience, authority, nobility, politeness, ambition, pride, shamelessness, hypocrisy, gloating, slander, revenge, deceit, rudeness, and other concepts. As you can see, some concepts are associated with positive (positive) principles and behavioral traits, while others are associated with negative (negative) ones. The formation of entrepreneurial ethics is influenced by forms of social consciousness (mentality) and social relations aimed at establishing the self-worth of a citizen as an entrepreneur and demonstrating his best human qualities.

On the other hand, entrepreneurial ethics is based on moral principles related to the morals, character, and aspirations of entrepreneurs, and therefore is inextricably linked with their motives and motivations. Business ethics, as a rule, should be based on the principles of conducting risky, innovative, competent, legitimate business as opposed to routine, illegal, incompetent business.

In this regard, it seems appropriate to highlight in business ethics those moral values ​​that are its structure-forming components.

1. The most important of them are honesty and integrity. Business people all over the world have such a concept as business obligation. In the USA, for example, there is the concept of a “Texas handshake”, when the parties simply agree that they will do some business together. And if someone violated the terms of the contract, no one will deal with him anymore.

Deception cannot serve as the basis for a normal economic process. On the contrary, it creates a threat to the interests of partners. Ultimately, those who allow lies and falsification lose more than they gain. Dishonesty in modern civilized business is more an unfortunate exception than a general rule. This is confirmed by the fact that millions of tons of oil and petroleum products, tens of millions of shares and other securities are bought and sold every day on the commodity and stock exchanges of the West on the basis of oral transactions without witnesses. Honesty and decency in business relations were also inherent in the Russian merchants. In Rus', there was a well-known custom of “beating hands,” which meant the formal conclusion of a deal.

2. Business ethics is based on such a universal human value as freedom. This means that a businessman or manager must value the freedom of not only his own commercial actions, but also the actions of his competitor, which is expressed in the inadmissibility of interference in his affairs, or infringement of his interests even in small things.

3. Another fundamental principle of business relationships is tolerance, which stems from the awareness of the impossibility of overcoming “at once” the weaknesses and shortcomings of partners, clients or subordinates. Tolerance gives rise to mutual trust, understanding and frankness, and helps to “extinguish” conflict situations in their very bud.

4. Business relationships are always fraught with various kinds of rough edges and conflicts, so they require tact and delicacy. Tactfulness presupposes, first of all, an orientation toward humanity and consideration. To be tactful means in any situation to recognize your partner, client and subordinate as a valuable human person, taking into account her biosocial characteristics: gender, age, nationality, temperament, habits.

Tactfulness is understood as politeness and attentiveness in communication, the ability to spare the pride of your colleagues. Delicacy is a special form of manifestation of correctness and sincerity in communication, characteristic only of highly professional businessmen and managers. It helps solve business problems with the least moral and psychological costs. The price of delicacy is especially high when communicating with foreign businessmen. At the same time, delicacy should not be excessive, turn into flattery, or lead to unjustified praise of what is seen or heard.

5. Along with tolerance and sensitivity, business ethics is focused on such a universal moral quality as justice, which presupposes an objective assessment of the personal and business qualities of people and their activities, recognition of their individuality, openness to criticism, and self-criticism.

6. The moral qualities that characterize a business person include his integrity and respect for the opinions of others.

Universal moral values ​​and professional business qualities are interconnected and generally reproduce the model of the moral character of a modern business person who:

Respects himself as an individual and treats people with respect, showing tolerance, delicacy and tact in business relationships, trusts not only himself, but also others;

I am convinced that honor comes before profit, values ​​my professional reputation and therefore believes that honesty, decency, fairness, commitment and competence are required for business relationships;

Recognizes the need for competition, but also understands the need for cooperation;

Values ​​the freedom not only of its own commercial actions, but also of the actions of its competitors;

Knows how and is not afraid to take risks and take responsibility for decisions made.

The formula for success of Western businessmen is simple: success = professionalism + integrity.

Abroad, partners who have been proven over the years are highly valued, but newcomers are studied with suspicion and often cross out from their notebooks the names of those who did not behave according to the rules from the first meeting. There is a golden rule in business: take care of your customers, and the market will take care of you. The success of American businessmen testifies to the validity of this rule. For example, General Motors once spent $3.5 million. on postage alone, but did it to warn 1.5 million car owners about defects in engine mounting. This is how the professional reputation of the manufacturer is created.

4. Business etiquette

Business etiquette is a form of business communication that helps navigate repetitive situations. Knowledge of business etiquette contributes to mastering the skill of mutual relationships based on the principles and norms of business ethics.

Businessman etiquette includes a number of rules that form the basis of the code of conduct adopted for well-mannered people. Let's look at some of them:

1. Greeting rules. Although generally accepted etiquette stipulates that a man greets a woman first, a younger person greets an older person, and a lower-ranking partner greets a superior, a civilized businessman should not wait for a partner who is younger in age or position to greet him. You need to greet your interlocutor first.

A man should consider it a sign of special respect for him if a woman greets him first. When greeting a woman on the street, a man takes off his hat and glove. When he greets someone from a distance, he makes a slight bow and touches his hat with his hand. If he is sitting, he stands up before greeting. At the moment of greeting, there should be no cigarette in your mouth and you should not have your hand in your pocket. Women bow their heads slightly and respond with a smile; they may not remove their hands from their pockets or remove their gloves.

Greetings by shaking hands are always recommended for men, and for women by mutual consent. When a man is introduced to a woman, the woman offers her hand first. The same priority belongs to both older people and those senior in the hierarchy, so the first to extend a hand: the older woman to the younger, the woman to the man, the leader to the subordinate. When shaking hands, men usually say a short greeting such as “Nice to meet you (see you)”, “Good afternoon”. When greeting a man, according to the rules of politeness, you should ask: “How is your wife’s health?”, “How are your children?”, “How is your mother?” and so on.

2. Rules of circulation. The style of addressing business partners or subordinates is determined by the general style of relationships adopted in any team.

The address “you” first of all indicates the high culture of the one who addresses his partner or colleague. It emphasizes respect for them. Addressing people with “you” in a business setting is undesirable. It is permissible only when it can be mutual or due to informal relationships. It is preferable to address business partners who know each other well, as well as your colleagues, by their first and patronymic names or last names with the addition of the words “Mr,” “colleague,” “comrade.” You should not abuse being addressed by name only. You can address your closest colleagues by name if they are young and do not object to such treatment.

You can address a stranger with the words: “citizen”, “mister”, “girl”, “young man”, etc. In today's Russia there is no established form of such address. And we must admit that some of the words mentioned are not entirely successful in specific cases. That’s why we often turn to strangers simply with the words: “Excuse me...”, “Excuse me...”, “Be kind...”.

3. Submission rules. Etiquette provides certain norms indicating when and how to present and be presented. Thus, it is customary to introduce a younger person to an older person, a single person to a married person, a lower person to a higher person, a man to a woman, a young woman to an older person, etc. Those who have just arrived at a meeting or reception are not introduced to people who are already leaving it. If there is a need to be introduced, and there is no one around who could help you with this, then you should simply offer your hand and clearly identify yourself.

4. Responsibilities of men according to etiquette. According to etiquette (including business etiquette), a man is assigned certain responsibilities. On the street, as a rule, he should walk to the left of the woman (i.e., from the sidewalk), since the place on the right is considered to be more honorable and safe. A man accompanying a woman should not smoke.

Going by taxi to a business meeting, a man approaches the car and opens the right rear door. The woman sits down first. A man should not sit next to the driver, as this will look impolite towards his companion. The man is somewhat ahead of the woman when he opens the door to the room for her, and enters after her. When going down the stairs, a man walks one or two steps ahead of a woman, and when going up, he walks one step behind. Etiquette provides for this order, guided by the basic rule: a man must be ready at any time to come to the aid of a woman. She may stumble or slip, and then the man will support her.

5. Money relations. If you have financial obligations to someone, they must be fulfilled and by a deadline. If for some very good reason you cannot do this, be sure to let us know and clarify whether it is possible or impossible to reschedule. In the latter case, you are obliged to keep your word. The opposite was and is considered careless and immoral.

6. Organization of business contacts. In business communication, serious attention is paid to the rules for organizing business contacts.

Thus, excessive availability of a manager does not contribute to the creation of a normal business environment and often leads to familiarity. Therefore, it is advisable to limit as much as possible the number of persons who have the right to enter the office of a senior official without notification. Excessive inaccessibility of the manager is also undesirable, since it leads to loss of information.

The secretary plays the main role in planning official contacts. He must decide on the urgency of the visit, review the timing of official contacts, notify employees of unforeseen situations and provide information. You cannot enter the office if someone is already there. It is especially important to follow this order during reception hours. It is advisable that all persons who need direct contact with the manager have a clearly fixed time for the visit and are confident that it will take place. In the premises reserved for visitors, maximum comfort should be created for them. The entire environment should indicate attention to people.

It is advisable to conduct conversations in the subordinate’s office, since all materials are at hand and telephone calls are not distracting. Sometimes conversations can be held in a common room so that other employees can hear them. Outside the office premises, business conversations are undesirable: they create the impression of selectivity and secrecy.

7. Business subordination. Issues of subordination in business etiquette are important since management relationships are hierarchical in nature.

We should not forget about subordination and give orders unnecessarily “over the head” of a subordinate manager, thereby undermining his authority. In case of violation of subordination, you need to inform the subordinate manager, trying to do this in such a way that he does not have the feeling that he is being “bypassed”, that they do not want to take him into account.

When communicating with subordinates, it is advisable to apply the so-called principle of emotional neutrality, which requires treating all employees evenly and with restraint, regardless of personal likes and dislikes. You should be especially scrupulous with subordinates in off-duty relationships, and not abuse personal requests, since the latter lead to familiarity in relationships and can sooner or later put the manager in an ambiguous position.

8. Business cards. Business cards are actively used in the West. Just a few years ago, business cards were rare among us.

The main purpose of business cards is to represent business and officials each other when we first met. They can also be used to inform people you are interested in contacting about your existence. This is a kind of correspondence representation, a soft, unobtrusive form of showing your interest in the addressee. Business cards are also used to maintain contacts (congratulations on a holiday or other event, expressing condolences, appreciation, gratitude, accompanying a gift, souvenir, flowers).

Business cards are printed in Russian, and on the back - in English, French or the language of the host country. They must indicate as fully as possible not only your position (not “deputy director”, but “deputy director for financial issues”), but also your real sphere of interests and powers; The company's postal address, telephone, fax and telex numbers, as well as the secretary's telephone number must be indicated. A small and completely innocent trick is that if there are two or three telephone numbers on the card, foreigners get the impression that they are dealing with a reputable company with a large staff.

Exists a large number of types of business cards. We will name only the most common ones.

Standard card. Last name, first name and patronymic are printed in capital letters, position - in lowercase letters. Usually the company's address and telephone number (including home) are indicated, sometimes telex and fax. This type of card is used when an acquaintance has taken place. Cards for special and representative purposes. The address and telephone number of the company are indicated. If you are handed such a card, it means that its owner is not in the mood for long-term contacts. He's just introducing himself. Don't ask him to write down his coordinates: if he wanted to give them, he would give you a different kind of business card. In some cases, you can also receive a card for special purposes from a well-known partner, when he sends you a souvenir along with it, keeping in mind that his coordinates are well known to you. Company card. Used for congratulations on behalf of the company. You can also find cards with a photo. There are cards folded like books, indicating how to get to the company where cars are parked, etc.

When an acquaintance has taken place, the first person to present a business card is the one whose rank or position is lower. If the partners are at the same official level, the person who is younger in age gives the card first; If the official position and age are the same, the one who turns out to be more polite will give his business card first. When visiting abroad, the procedure for exchanging business cards is simplified, since according to etiquette, the hosts must hand over their business cards first. These rules are followed especially strictly by the Japanese and Koreans.

Business cards are most often presented in person. Having accepted the business card, you need to read the partner’s name out loud, understand his position and position. During negotiations, you should put the cards in front of you, arranging them in the order in which the partners are sitting. Under no circumstances should you crumple other people's business cards, make notes on them, or twirl them in your hands in front of the owner. This is perceived as disrespect and insult. It is not recommended, but not excluded, to send a business card by mail.

They respond to business cards with their own business cards within 24 hours of receipt. So, if you are congratulated, you should react and thank. It's best not to answer business cards over the phone.

If during national holidays (or other holidays worthy of congratulations, such as New Year) you find yourself in another country, you should be the first to congratulate your partners. Your partners, while in your country, should be the first to congratulate you.

On the cards in the lower left corner, it is customary to put the following inscriptions in pencil or ink, which are written in letters of the Latin alphabet (the initial letters of French words):

R. r. - expression of gratitude, p. f. - congratulations, p.f.N. A. - Happy New Year,

p. f. With. - expression of satisfaction with acquaintance, p. R. - absentee presentation,

R. R. With. - farewell in connection with the final departure from the host country, when a farewell visit is not made, p. With. - expression of condolences.

This is standard international symbolism, which is understood equally in all civilized countries. In less formal cases and depending on the nature of the relationship with the addressee, other inscriptions are also made on business cards, always in the third person. For example: “Thanks for the New Year’s greetings,” “Congratulations on the national holiday,” “Thanks for your attention,” “Best wishes,” etc.

9. Business gifts and souvenirs. Giving gifts and branded souvenirs to your partners is a long-standing tradition in the business world.

According to etiquette, at the first meeting, gifts are given by the hosts, not by the guests. Therefore, you must definitely present a souvenir to the foreign representative who has arrived to you as a sign that he is considered as an honorary partner and is counting on a long-term relationship. (For some reason, domestic businessmen believe that gifts should be given to them by “rich foreigners.”) At subsequent meetings, the exchange of gifts becomes mandatory. They should be given upon separation.

The choice of souvenirs must be taken very seriously. They must correspond to the type of occupation, the specifics of the company or the place where it is located. It is better to give something that suits your partner’s desire and style. If you are giving a souvenir to people you already know, you should take into account what exactly they will be pleased to receive. It is not recommended to give matryoshka dolls and samovars - almost all foreigners have them. Repetition of gifts (except alcoholic beverages) should be avoided. This is considered a serious breach of etiquette.

At official meetings, gifts should also have a personal touch. Special attention attention should be paid to packaging. Practically complete absence beautiful boxes, attractive wrapping paper, ribbons, etc. can ruin the efforts of our businessmen. There are cases when foreigners clearly did not realize the true value of the gift, since it was wrapped in unpresentable paper and resembled something bought on the cheap. But a Palekh brooch or Gzhel ceramics can be a gift.

During a business visit to another country, it is appropriate to give artistically designed products: small sculptures, engravings, commemorative medals, wall plates, books, gramophone records, i.e. everything related to our country. If you get to know each other well enough, gifts such as national drinks, sweets, smoking accessories, leather goods, glass, ceramics and metal are also possible. A very significant gift (for a senior person in the company) is an original painting or original coinage, since our artists are now in fashion abroad.

Personal items: shirts, hats, perfumes, socks, etc. are not accepted as gifts. The only exception to this list is a tie, which is one of the acceptable souvenirs. You cannot give used items, with the exception of antiques, rarities, and jewelry that are presented by very large companies on special occasions (for example, anniversaries).

The choice of gift should also be determined by the nature of your relationship with those to whom you are going to present it. Even if funds allow, it is not customary to give too expensive things, so as not to put your partners in an awkward position. It's not about the purpose of the gift, but about the intentions with which you give it, about the sincerity of your feelings.

If you are invited home, then in this case the best gift is fresh flowers, which, unlike all other gifts, are given without packaging. If you don't have time to visit your colleague at home, send him flowers to the address indicated on the business card included in the package.

It is important to be able not only to tactfully give, but also to accept a gift.

For some reason, many people believe that it is inconvenient to express joy after receiving a gift: without unwrapping it, they take it to the far corner. This, of course, is a sign of disrespect for the people who were thinking about you when choosing a gift. In this case, it is much better to say thank you by unwrapping the package, looking at what is in it, and, appreciating the attention and taste of the donor, thanking him again. All gifts, regardless of their material value, should be received with equal consideration. For a gift sent or transmitted through a third party, you must immediately thank them by phone or in a short letter.

You can refuse a gift only if it is indecent to accept it or the gift is so valuable that it makes you feel like a debtor. But even when refusing to accept a gift, tact is necessary. You should emphasize your gratitude for your attention and motivate your refusal as gently as possible. Be consistent, do not accept a gift after much persuasion.

10. Tips. Tipping is not given everywhere and not always. You need to know about this.

Tipping is required when, at your request, services are provided that are not provided for in the normal service procedure or program. In such cases, this is the usual fee for services (for example, to the doorman who called a taxi for you). Another type of tip is an additional fee for services. To the hotel bellhop who brings you newspapers, you pay their cost and also give a tip of 10 - 20% of it. Or another example. Let's say you have late guests. At your request, the waiter brings drinks to your room. In this case, he is also supposed to give a tip in the amount of 10-20% of the bill amount. It is recommended to tip waiters in restaurants and bars, taxi drivers, cloakroom attendants and porters.

5. Organization of business communication

There are several forms of organizing business communication: conducting business conversations, conducting commercial negotiations, receiving delegations.

Conducting business conversations

The concept of “business conversation” implies an official meeting and simply a business conversation between interested parties. The importance of a business conversation cannot be overestimated. It is the most favorable and often the only opportunity to convince your interlocutor of the validity of your position. The main stages of a business conversation are: 1) preparatory activities, 2) the beginning of the conversation, 3) informing those present, 4) arguing the proposed provisions and 5) ending the conversation.

1) Preparatory activities.

There are no single, infallible rules for preparing for a business conversation. The following version of the preparation scheme is proposed: planning, collecting material and processing it, analyzing the collected material and editing it. At the planning stage, the topic that is desirable to be discussed and the possible participants in the upcoming business conversation are determined. The processed and systematized material is sort of laid out into the “cells” of the plan, and the “cells” themselves are linked together into larger parts. The final stage of preparing a conversation is editing the text, its final polishing and revision.

2) Starting a conversation. The tasks of the initial stage of the conversation are as follows:

Establishing contact with the interlocutor,

Creating a working atmosphere,

Attracting attention to an upcoming business conversation.

The initial stage of the conversation has, first of all, psychological significance. The first phrases often have a decisive impact on the interlocutor, i.e. on his decision whether to listen to you further or not.

At the beginning of the conversation, you should avoid apologizing or showing signs of uncertainty. It is necessary to exclude any manifestations of disrespect or disregard for the interlocutor. The first questions should not force him to look for counterarguments and take a defensive position, although this is a completely logical and completely normal reaction. However, from a psychological point of view, this is a clear mistake.

It is very useful to correctly state the full name of the interlocutor at the beginning of the conversation, be sure to remember it and in the future address the interlocutor by name. The correct start of a conversation involves indicating its purpose, announcing the topic and the sequence of issues to be considered. In some cases, the element of surprise can be very useful, which is a thoughtful, but unexpected and unusual for the interlocutor linking of details and facts.

The rhythm of the conversation is also important. You should try to increase its intensity as you get closer to the end. In doing so, special attention should be paid to key issues. There are four ways to start a conversation.

The technique of relieving tension helps to establish personal contacts. It is enough to say a few compliments, and the aloofness will quickly begin to disappear. A joke that makes those present smile or laugh also helps defuse initial tension.

The “hook” technique allows you to briefly outline a situation or problem, linking it to the content of the conversation, and use this “hook” as a starting point for starting a conversation. For these purposes, you can also successfully use any small event, comparison, personal impressions, anecdotal incident or unusual question.

The technique of stimulating the play of imagination involves asking at the beginning of the conversation many questions about a number of problems that should be considered in it.

Taking a direct approach means getting straight to the point, without any introduction. Schematically, it looks like this: briefly state the reasons why the conversation was scheduled, quickly move from general questions to specific ones, and proceed to the topic of the conversation. This method is suitable mainly for short-term and not very important business contacts, for example, in communication between a boss and a subordinate.

3) Informing those present. Informing those present, i.e. conveying to them the information with which you want to introduce them, must be accurate, clear (without ambiguity, confusion, understatement), professionally correct and, if possible, visual (with well-known associations and parallels, the use of visual aids ). In this case, as a rule, those present are informed of the sources of information and their reliability is indicated. Particular attention should be paid to brevity of presentation.

During a conversation, you need to ask your interlocutor questions. The most common mistake new entrepreneurs make is talking too much themselves. Give your interlocutor a chance to speak. By asking questions to those present, we try to put ourselves in their place and think about what might interest them, what they would agree with and what they would not. During the information process, you should not be afraid of the comments of your interlocutors. A person without comments is a person without his own opinion. The interlocutor's comments mean that he is actively listening to you, watching your speech, carefully checking your argumentation and thinking about everything. You should always remember the direction of the conversation.

4) Argumentation of the proposed provisions. At the stage of argumentation, a preliminary opinion is formed, a certain position is developed by both you and your interlocutor. With the help of arguments, you can completely or partially change the position of your interlocutor, soften contradictions, and critically examine the provisions and facts presented by him and you.

In all cases, the argumentation must be carried out correctly. You should always openly admit that your interlocutor is right when he is right, even if it is unprofitable for you. This gives you the right to demand the same behavior from your interlocutor. Moreover, by doing so you are not violating business ethics. If you want to criticize your interlocutor without offending him, point out similar mistakes in others, not directly, but indirectly, or talk about your own mistakes first. It is always easier to listen to criticism if the critic begins by admitting that he is far from sinless.

To achieve greater persuasiveness of the argument, you should follow a few simple rules:

Tailor your arguments to the personality of your interlocutor. Avoid simply listing facts; instead, state the benefits or consequences that arise from the facts that interest your interlocutor;

Use terminology that is understandable to the interlocutor, because otherwise you will not only not convince him, but also ruin his mood;

Do not forget that excessive persuasiveness causes resistance on the part of the interlocutor, especially if he has an aggressive nature;

Avoid language that complicates the argument. For example: “I believe...” (it’s better to formulate this way: “You don’t find that...”), “I can prove it...” (“Now you can be convinced that...”), “ You, of course, don’t know about this yet...” (“You, of course, know that...”), “You will understand later that...” (“Do you agree that... "), "We will help you..." ("You can achieve..."), "Still, you must admit that..." ("Don't you think that...").

Try to present your evidence as clearly as possible. When making vivid comparisons, remember that they must be based on the experience of the interlocutor, otherwise he will not be able to understand their meaning due to a lack of understanding of the connection between the phenomena that are being compared.

5) Ending the conversation. At the stage of completing the conversation, the following tasks are solved:

Achieving the main or (in unfavorable case) backup (alternative) goal;

Providing a favorable atmosphere;

Stimulating the interlocutor to carry out the planned actions;

Maintaining further (if necessary) contacts with the interlocutor and his colleagues;

Write a summary with a clear main conclusion.

In written form, a resume consists of headings, each of which represents an independent semantic block. It is compiled based on a recording of the entire conversation. This record is an extremely important document, which must comply with all necessary formalities and indicate:

Last names, first names and patronymics of those present, their positions (level, rank, place of work);

Date and place of the conversation;

Duration of conversation;

On whose initiative did it take place?

The purpose of the conversation, the issues discussed, the positions of the parties, considerations expressed, objections and agreements reached must be recorded.

If during the conversation there was an exchange of materials or documents, then this circumstance must be recorded in the recording;

The facts of receipt or delivery of memorable gifts or souvenirs are reflected, but the protocol aspects of the meeting are omitted from the recording.

The pronouns “I” and “he” are not used, i.e. impersonal sentences are used. The words used are: interlocutor, partner, proper name.

Summarizing at the end of the conversation should be given serious attention. Closing a conversation cannot be reduced to simply repeating its most important aspects. A generalizing conclusion should be dominated by one main idea, most often presented in the form of several maximally concise provisions.

Conducting commercial negotiations

Any negotiations mean each time a new subject for discussion, new conditions, new participants. But some common elements can be identified: 1) preparation for negotiations, 2) the procedure for conducting the negotiation process and 3) generally accepted negotiation techniques, 4) negotiation tactics and 5) organization of informal communication.

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The significance and components of business culture, its external and internal signs. The main categories of ethics, the essence of morality as a regulator of business relations. Standards of professional ethics and business etiquette. Rules of conduct in the process of business communication.

– a system of norms of moral behavior and responsibilities of people towards each other and society as a whole.

Ethics in business relations is a system of universal and specific moral requirements and standards of behavior implemented in professional activities. It includes:

Ethical assessment of the internal and external policies of the organization;

Moral principles of organization members;

Moral climate in the organization;

Business etiquette standards.

Each company has a certain system of generally recognized moral procedures (norms, values, knowledge) that are mandatory for all participants in business activities. The core of corporate ethics is formed by the founders of the organization and is directly related to their life experiences and worldview. The reputation and authority of the leader, the effectiveness of his work is perceived by his subordinates as a given, and they, to one degree or another, begin to imitate him. Any person who decides to become an entrepreneur, that is, to start his own business, to enter the world of business, is an extraordinary person for this reason alone. And the qualities of this personality begin to be realized and projected onto the entrepreneurial organization he creates. It is in human interaction that corporate ethical values ​​are formed.

The ethics of national economics are formed through joint efforts in the sphere of the state, business circles, trade unions, civil society and the church.

Culture - this is a set of production, social and spiritual needs of people, or a high level of something, high development, skill. There are many more definitions, but in essence, they boil down to the fact that culture is a concept that integrates various aspects of life, activity, behavior of people, their associations, society as a whole at a certain historical stage of its development.

Any culture, including entrepreneurial culture, contains two main aspects: values ​​and procedures. Values ​​are ethical ideals, qualities that are the highest moral categories. A procedure is an officially recorded and unwritten rule of behavior based on specified values.

Currently, the terms “culture of entrepreneurship”, “culture of an enterprise (company)”, “economic culture”, “corporate culture”, “organizational culture” are used. All these are identical concepts, which mean the spiritual life of people in a business environment, in an organization, their ideological moral state, feelings, thinking and actions.

Economic culture – it is like a projection of the economy onto the sphere of culture; The opposite statement is also true, according to which it is a projection of culture onto the economic sphere. In other words, the cultural component of economic activity (economic culture) is inseparable from this activity itself, is its necessary prerequisite and is capable of actively influencing it, enhancing or slowing down the development of the economy. In the same way, it can be argued that the economic component of culture (economic culture) affects the entire cultural environment of a given society (including science, art, religion), and directly, directly affects those areas of culture that are most closely related to the economic one (such as legal and political culture).

In relation to economic activity, the cultural environment is divided into external and internal.

External the cultural environment is an integral part of the macroenvironment, which influences the behavior of economic entities.

Internal The cultural environment refers to the microenvironment of a business entity and relates both to the company itself and to the partners with whom interaction is carried out.

The composition of the cultural environment is characterized by a combination of factors, which include politics, technology, education, art, values ​​and relationships, religion, language, law, social status (Fig. 2.4).

Policy is a well-known category, but not all entrepreneurs take into account the possibilities of this cultural factor in organizing entrepreneurship. Studying policy can help understand the potential for a country's social contribution to a firm's business climate. The stability of the political climate, the characteristics of groups, parties that support foreign business or hinder it, the degree of influence of each of these groups are the factors that allow us to assess the degree of business risk in political terms.

Technology - it is the field of precise concepts, methods, measurements and knowledge. Studying the technical level of the business environment can provide information about the level of development and potential of the market, the degree of development of its infrastructure, the degree of urbanization and development of “industrial values”, as well as identify attitudes towards science and innovation, establish scientific potential, the possibility of conducting scientific research. research.

Education And art, their level and profile are rarely taken into account in the organization of business activities. Comparative analysis of these cultural factors can assist in the study of literacy and its impact on technical and vocational training, as well as on the effectiveness of market relations and entrepreneurial relations. The educational level also forms an attitude towards values, which is advisable to determine during the formation and development of entrepreneurial activity.

Religion has a major impact on economic activity. All major religions - Buddhism, Islam, Christianity, etc. - have several varieties and confessions (for example, Catholicism and Protestantism in Christianity). A unique view of the world and true values, the practice of religious rites can stimulate or hinder the desire for change and the use of new methods in entrepreneurship. To successfully carry out business activities, it is necessary to take into account the development, role and characteristics of religion in each country where it is planned to organize a business.

Language is the basis and means of any communication, including entrepreneurial communication. There are about 100 official languages ​​on the globe and at least 3,000 independent dialects. Business activities – both in national and international markets – require knowledge of several languages. English is the dominant language; at least 2/3 of business correspondence in the world is carried out in this language. There are countries where they tend to use only their own language, for example in France. This should be taken into account when organizing business communications for entrepreneurs, businessmen, and business people.

Jurisprudence – knowledge of the laws of your country, which reflect the norms and rules of relations to values, property, and personal protection; this knowledge should not be perceived by entrepreneurs as a secondary element of culture. Comparing different legal systems helps to understand business traditions in different countries. This can help avoid conflicts and, if necessary, contact legal authorities.

Social status population, social features of the organization of society and its first unit - the family, in entrepreneurship are of the same importance as other factors of the cultural environment. The entrepreneur in this context must know whether his business partners are family firms or whether he will be dealing with professional partners. Equally important is the study of the social stratification of the population to establish whether there is a noticeable difference between the upper, middle and lower classes and what their attitude towards entrepreneurship is. Research and knowledge of the social characteristics of public organizations make it possible to determine whether they will promote or oppose success in the activities of an entrepreneur in specific social conditions.

In addition, economic culture always exists in certain spatial and specific historical conditions. Therefore, it is also influenced by spatial factors (quantitative and qualitative) - climate characteristics, landscape, location of the country, the presence of water and other means of communication, the size of its general and agricultural territories, their quality (minerals, soil fertility, etc.). etc.), and from temporary factors (a particular period of historical development of a given economic crop, the stage of influence of other crops on it).

Thus, in the history of Russia, the presence of vast undeveloped spaces caused the dominance of the extensive type of economy over the intensive one; the relatively harsh climate, combined with large space, predetermined the need for collective rather than individual farming. This is largely due to the extraordinary persistence in Russia of such an economic form as the community, which survived here until the 20th century (even after the revolution of 1917, individual communal elements were partially preserved in collective farms). In this regard, it can be argued: having arisen under the influence of geographical and other factors, an economic form can, having strengthened, have a significant impact both on the structural components of economic, legal and political cultures, and on religion, science, art and other specialized areas of culture. We see this in the example of the Russian community.

As already noted, an essential aspect of the content of economic culture is the value attitude towards work, wealth, accumulation, and economic activity in general. It is not at all accidental, say, the fact of the emergence and establishment of capitalism precisely on the basis of the Protestant ethic, which interprets labor as the highest virtue, and wealth as a blessing from God, which at the same time imposes responsibility on its owner before God. This relationship was most systematically expressed by M. Weber in his classic work “The Protestant Ethic and the Spirit of Capitalism” (1905), where the problems of “economic ethics” were first formulated.

Famous Russian thinker S.N. At the beginning of the twentieth century, Bulgakov drew attention to the well-known fact of the close connection of Russian entrepreneurship with the Old Believers, from which representatives of a number of the largest Russian entrepreneurs emerged. From his point of view, it would be “particularly interesting” to isolate and analyze the “economic potential of Orthodoxy,” which is fundamentally different from Protestantism. Orthodoxy, argued S.N. Bulgakov, has powerful means of educating the individual, developing in her a sense of responsibility and duty, so necessary for entrepreneurial activity. “You need to understand that economic activity can also be a public service and the fulfillment of a moral duty, and only with such an attitude towards it and by educating society in such an understanding of it, the most beneficial atmosphere is created both for the development of production and for reforms in the field of distribution, for economic and social progress."

In modern conditions, in the conditions of post-industrial development, the importance of cultural, value-motivational factors of economic activity increases sharply. They largely determine economic growth today, both at the level individual business entities, and in relation to the national economic whole. In this regard, it is important to note the following.

Until the first half of the 20th century, the reproduction of the cultural environment occurred mainly spontaneously and culture as a whole acted as a “free resource.” And the formation of the value environment, if it was consciously regulated, was only in spheres remote from the economic sphere itself - in ideology, science, art (only in the sphere of education did the regulation of the value environment, close to economic needs, partially take place). However, already in the 60s and 70s. (in the 80s this process intensified) the influence of the state and business on economic culture acquires a planned, coordinated character; it turns into a national strategy and even becomes entrenched in the sphere of political culture. Japanese firms have become pioneers in the management of economic culture within corporations. Their example of a fundamentally new attitude to culture, embodied in huge profits, forced both American and Western European companies to abandon their inherent “technocratic” approach. In the mid-80s. More than half of the largest American corporations have switched to managing their economic and organizational culture. Among highly profitable companies, 88% had special departments responsible for organizing the implementation of “highest values”, 65% had special programs for linking these values ​​with measures to increase labor productivity, 58% had relevant targeted courses for staff.

In principle, the management of work ethics and economic-organizational culture was known in the Middle Ages. Guilds of merchants, workshops of artisans, along with the technological secrets of craftsmanship, had certain “codes of honor”, ​​codes of work ethics, which were passed on from fathers to sons. With the transition to the bourgeois system, to industrialism, a special specialized sphere of economic culture finally crystallized, relating to the entire society, and not just its individual subsystems. Economic culture is universalized, national cultures acquire features characteristic of the industrial stage of development. Japanese firms largely revived these feudal-guild features in their internal relations, but relied mainly on collectivism and unity of the company's employees, while American firms tried to stimulate the spirit of entrepreneurial activity. Nowadays there is, as it were, a counter-movement of the economic entrepreneurial cultures of the East and the West: the West strives to develop in its corporations the principles of collectivism and the value identification of each employee with the goals and organizational and economic culture of the company, and the East is trying to use active individual entrepreneurial motivations within the corporation, without which a modern innovative and entrepreneurial culture is impossible.

To summarize, we can say that the purely “technocratic” understanding of economic growth, which does not take into account the huge role of the cultural component of the economy, has now been overcome both in the developed countries of the West and in the developing countries of the East. This is natural, because the management of economic culture as a whole and its most important component - value motivation for work, as well as stereotypes of economic behavior of subjects - is an objective urgent need both for powerful industrial powers and for developing states trying to mobilize the specific traditionalist values ​​contained in their culture. factors for the purposes of economic development and modernization.

However, the levels and scope of economic crop management in countries with developed market economies and in countries with transitional economies are, of course, very different. In relation to the former, the state of this type of management is dictated by the height of “post-industrial development”, which requires not just a qualified performer built into the hierarchical bureaucratic structure of the corporation, but an active, energetic entrepreneur who has a certain freedom and responsibility within the corporation, not alienated from it, but personally merged with it .

The formation of this kind of innovative and entrepreneurial culture is now being analyzed both theoretically and in organizational and applied terms, and applied research is often ahead of actual scientific developments in this area. As a result, “corporate ethics” is assessed as “the main asset of a company.”

The new type of personality being formed in a corporation is a type of leader who carries an innovative and entrepreneurial spirit, capable of providing company employees with examples of socially significant behavior in various situations, creating new ones and consolidating already established cultural and economic traditions (promotion of this kind of leaders to the center of innovative activity This is also due to the fact that any innovation, breaking the established order, causes quite strong opposition).

Speaking about the active development of economic culture, primarily in large corporations, it should be noted that the highest level of formation of economic culture is national, national. With the transition to this level, the cultural environment itself and its capabilities expand. The state defines national goals, pursues a “national policy,” and also carries out the socialization of the economy. The objectives of the national strategy today include supporting and disseminating an innovative culture, often on the basis of the revival of traditional cultural values ​​(the Japanese idea of ​​​​a return to tradition, R. Reagan’s motto “family, work, good neighborliness,” etc.). At the same time, the figure of the innovative entrepreneur is promoted as a role model, entrepreneurial activity is ennobled in every possible way; there are attempts to revive new basis the old economic ethics that helped the formation of capitalism. The introduction of guidelines on the value of entrepreneurship at the state level occurs in almost all countries with developed market economies. It is interesting that this process is more successful the higher the consolidation of society.

The economic culture of a society as a special specialized sphere of culture is always associated with activities for the production of life (life support) and is embodied in its carriers such as technology, customs, and legal norms; it is crystallized in certain institutional structures. First of all, economic culture is represented in the institutional system of social division of labor.

The activities of people to support their livelihoods outside of this institutional system are associated with ordinary economic culture(this is, for example, farming). Historically, on the basis of corresponding spontaneously developing patterns of management and relationships, a special, institutionalized and consolidated, reflected specialized economic crop, having its own specific subjects.

The subjects of specialized economic culture in modern industrial (“post-industrial”) society are, on the one hand, entrepreneurs-managers, on the other, scientists (economists, sociologists, lawyers, cultural experts, etc.). The first indicated group of subjects creates innovations in economic culture by their very activities. The second one reflects the results of this activity, identifies the general field of relevant research activity, identifies trends and development prospects specialized sphere of culture, entrepreneurial culture, corporate culture– outlines programs for strengthening the dynamic element in it, etc.

Considering the ways of modernization of leading European countries that are already at the “post-industrial” stage of development, it is not difficult to highlight three main models of economic culture development.

First - Anglo-American model of modernization. It assumes, in particular, the development of farming and the availability of free labor for the needs of industry. Differences in the forms of farming (in England the predominant type was the tenant farmer, and in the USA - the free farmer) do not change the generality of the type of modernization.

The second model characteristic of southern and central European countries, including France and Germany, is distinguished by a historically established large class of small peasants. It is characterized by a slow pace of modernization. Just as in France only after the Second World War the urban population became predominant in relation to the rural one; despite the fact that the French industrial revolution unfolded only half a century later than the English one, the country for a long time could not turn into an industrial power and remained agrarian-industrial.

Germany embarked on the path of the industrial revolution a century later than England; When the English and French manufacturing industries were already taking shape, medieval handicraft production dominated in Germany. However, later industrialization also had its advantages. If in France the industrial revolution was based on the supply of English machines, in Germany it was carried out on the basis of its own mechanical engineering: the largest enterprises in this industry for its time were immediately created here. Having gained advantages over the outdated machine park of English industry, German industry began to develop at a pace unprecedented for the 19th century.

Third model characteristic of developing countries of the “third world”, which embarked on the path of modernization almost a century later than the main European states. This type of modernization unites countries with different economic cultures. And of course, the cultural and economic originality leaves its unique imprint on the type of modernization within this type, although the common feature remains the “secondary” (“follow-up”) nature of modernization, an attempt to quickly transition fundamentally traditional societies to the path of industrial development. One of these types is represented by the countries of Latin America, which have their own specific features of modernization and properties of economic culture. Particular attention should also be given to the new southeastern “dragons” (for example, South Korea), the modernization of which was coupled with wide access to modern American technology and large investments of American capital.

The domestic model of modernization is that although primary industrialization (the industrial revolution and the development of capitalism) was carried out in Russia mainly according to the second model of modernization (European: much like the German one), and in some parameters similar to the French one, further Russian economic development was interrupted world war and revolution, it took a special path that has no analogues in history.

The transitional state of the Russian economy predetermines the interconnection of specific symbiotically interacting and contradictory elements of the system of economic relations. There are still components of the old administrative-command system with its inherent features and a special structure of social consciousness. The formation of market economy institutions and the initial accumulation of capital take place in fundamentally different conditions, when capital is formed not in the process of long evolution through the capitalization of income, but mainly through the division of state property and on the basis of the principle “those who are closer to state power receive more,” and not during the period of the birth and formation of a new social system, where small-scale production predominates, but in the industrial era, when the concentration of capital reached unprecedented proportions, and the free competition market gave way to monopolistic competition in its various forms of manifestation; in the context of the historical stage of rapid development of scientific and technological progress and the increasing role of the human factor, the complication of business practice and the emergence of new patterns in the trends of its development.

Entrepreneurship as a special sphere of social activity with its own norms, values, rules, traditions, prejudices, etc. forms and reproduces its own special subculture - entrepreneurial. Entrepreneurial culture has its own ethics and etiquette, its own language, its own principles of identification, inclusion and exclusion.

Under business ethics It is customary to understand a set of certain moral criteria, norms, moral parameters in the behavior of an entrepreneur, requirements imposed by the cultural community on the style of his work, the nature of communication with people, and social appearance.

Russian entrepreneurship, which grew up on the basis of power, does not associate the acquisition of competitive advantages with the implementation of an innovative function; entrepreneurial success is seen, first of all, in the implementation of available administrative resources. The entrepreneur associates the achievement of his goals with interactions that are based not on rational action, but on the presence of personal connections and personalized trust. At the same time, the determining factor in the formation of competitive sustainability is not the rationalization of activities, but the strengthening of a monopoly position by obtaining exclusive rights, privileges and benefits. It is not surprising, therefore, that for Russian firms, when hiring senior managers, the determining factor is not qualifications, but the candidates’ personal connections among market participants and government agencies.

Entrepreneurial culture differs from other status-professional subcultures, for example, journalistic, officer or professional culture of civil servants, etc.

Entrepreneurial culture often has an ethnic connotation (for example, the Russian “honest merchant word”). Entrepreneurial culture has its own core - entrepreneurial values ​​associated with the desire for profit, willingness to take risks, innovation, independence and responsibility based on fairness.

True, in domestic practice the opposite happened - the adaptation of the very conditions of management to the needs of the organization. In this case, a corresponding culture of entrepreneurship has formed, based not on rational behavior, but on personal connections and bureaucratic mechanisms, where the main instrument of competition is the ability to realize administrative resources.

This once again confirms the fact that the conditions in which entrepreneurial activity is carried out directly affect entrepreneurial culture.

It should be especially noted that entrepreneurial culture should be based on such an important principle as fairness. Business activity must be not only effective, but also fair. In this case, entrepreneurial activity helps support the lives of those who themselves cannot produce material values, and those who do not have to produce such values ​​\u200b\u200bby the nature of their activity, which is no less important for society and the state than work aimed at producing material goods .

Entrepreneurial culture preserves, supports and develops innovative culture, that part of the culture of society that is most developed among entrepreneurs. It should be noted, the innovative type of entrepreneurial culture is not due to the internal evolution of the organization, but is a reaction to changes in the external environment - market conditions for entrepreneurial activity; willingness to take risks, need for innovation and active search for it– all these necessary elements of entrepreneurial activity turn out to be part of universal human culture.

Aristotle defined the concept of “ethics” as “the virtues or virtues manifested in human behavior” and believed that ethics “helps to know what should be done and what should be abstained from.”

VII World Russian People's Council, held in 2002

Entrepreneurial culture is an element of entrepreneurial activity.

Entrepreneurial ethics. Formation of an entrepreneurial image. Entrepreneur etiquette.

Literature:

Tomilov V.V. Culture of entrepreneurship. –M.: Infra-M. -2007.

Lapusta M.G. Entrepreneurship. Textbook. M.: INFRA-M, -2008.

Busygin A.V. Entrepreneurship. Textbook for universities.-M.: INFRA. - 2006.

Arustamov E.A., Pakhomkin A.N., Mitrofanova T.N. Organization of business activities: Tutorial. – M.: “Dashkov and K”, -2008.

Rubin Yu.B. Business Basics. – M.: Market DS. – 2008.

Cheberko E.F. Theoretical foundations of entrepreneurial activity. Course of lectures - St. Petersburg State Unitary Enterprise. - 2009

Mau V., Seferyan A. Business education at the turn of the century: challenges of the time and development trends. //Economy Issues. -2007. -No. 10.

1. Entrepreneurial culture is an element of entrepreneurial activity.

Realizing himself as an entrepreneur, any person deals not only with resources, machines and products, not only with various documents, production and sales processes, he constantly deals with people - manages subordinates, consults with specialists, negotiates with partners, communicates with work collective. His reputation, authority and, accordingly, the success of the business depend on how well he does this.

Entrepreneurship is not only a profession, vocation or innate inclination, but it is also a special way of thinking, behavior, and style. Entrepreneurship is a culture.

Entrepreneurship culture is a specific, established set of principles, techniques, and methods for carrying out entrepreneurial activities in accordance with current legal norms. The culture of entrepreneurship is an integral element of organizing business activities. It is based on general concepts of culture and is inextricably linked with it.

Overall under culture is understood as a historically certain level of development of society, creative powers and abilities of a person, expressed in the types and forms of organization of people’s lives and activities, as well as in the material and spiritual values ​​they create.

The first universal element of the culture of entrepreneurship and entrepreneurial activity is its legality.

The second element is strict fulfillment of obligations and duties arising from legal acts, contractual relations and legal transactions.

The next important element of entrepreneurial culture is the honest conduct of its business by its subjects. An honest attitude towards people, consumers, partners, and the state is truly a leading sign of a culture of entrepreneurship.

The culture of entrepreneurship as a manifestation of legal and ethical criteria includes the following relationships: with the state, with society, with consumers, with employees, with partners, with competitors and other business entities. As well as compliance with current legal acts, standards, rules, norms that directly or indirectly affect the development of entrepreneurship.

The formation of a culture of entrepreneurship is determined by many factors, among which the first places are occupied by the civilized external business environment, public and state mentality, actually existing legal norms, the responsibility of entrepreneurs, the entrepreneur himself and his corporate culture.

The culture of entrepreneurship as a whole depends on the formation of the culture of business organizations, the culture of entrepreneurs themselves, on business ethics, business etiquette and many other elements that generally make up the concept of culture.

Entrepreneurial activity is aimed at systematically making a profit, but not by any means and methods, but only legally. Entrepreneurial culture means that entrepreneurs, having created their own business, carry out legitimate business and receive income legally.

It is also important that entrepreneurs comply with general ethical standards, including professional ethics and company ethical codes. Generally accepted rules for doing business, the level of culture and education of entrepreneurs, the degree of their claims, compliance with customs and mores in society, the level of knowledge necessary to carry out a legitimate business.

Entrepreneurial ethics– one of the complex problems of creating a culture of civilized entrepreneurship. Ethics in general - this is the teaching and practice of individual behavior in accordance with ideas about what is proper, about good and evil, in the form of ideals, moral principles and norms of behavior. This is a teaching about the purpose of man, about the meaning of his life. This is a system of moral and ethical standards, including generally binding rules of human behavior.

Entrepreneurial activity, like any economic, economic, professional activity of capable citizens, has legal and ethical criteria, norms, rules of behavior, deviations from which threaten business entities with negative consequences.

Legal norms of behavior for entrepreneurs and organizations are established by laws and other regulations, failure to comply with which may result in serious penalties. Therefore, a very important condition for the development of civilized entrepreneurship is not only the adoption of laws regulating business activities, but also the formation of a legal culture.

Ethical standards in entrepreneurship represent a set of characteristics of the behavior of citizens engaged in entrepreneurial activities in various spheres of the economy.

Entrepreneurial ethics is based on general ethical norms and rules of behavior that have developed in the country, in the world, as well as on professional ethics manifested in a particular field of activity. In connection with the general ethical standards of behavior of citizens, entrepreneurial ethics is inextricably linked with such concepts as honesty, conscience, authority, nobility, politeness, pride, deceit, revenge, etc. Such an incomplete listing of the characteristic features of the behavior of individual entrepreneurs indicates a complex concept of entrepreneurial ethics, which should be based on universal, humane principles of honest entrepreneurship as opposed to illegal, incompetent business.

The formation of entrepreneurial ethics is influenced by forms of social consciousness and social relations aimed at establishing the self-worth of a citizen as an entrepreneur, the manifestation of his best human qualities, economic freedom, his responsibility to the consumer and society.

Ethical standards in the activities of an entrepreneur also apply to the enterprise (firm) that he manages and of which he is the owner. A company is not just an economic entity, not just a business, not just a place of work. For a business, creative, working person, a company is a vital blessing that must be treasured. Therefore, the company must be such that any of its employees, any partner has satisfaction from business contacts with it and with its employees. Therefore, the basis of intra-company ethics should be the principle: the reputation of the company is higher than any benefit.

When forming entrepreneurial qualities in oneself, any person should not forget about the culture of communication, a sense of proportion, goodwill, develop his own civilized style of behavior, and certainly a noble image, the image of an entrepreneur, which guarantees not only half the success, but also satisfaction from the activity.

Entrepreneurial etiquette is a set of rules of conduct for an entrepreneur that implements his external manifestations with the outside world, with other entrepreneurs, competitors, employees, with everyone with whom the entrepreneur has to contact not only when running a business, but also in any life situation.

To master the skills of correct behavior, you need to observe:

Rules for introduction and dating;

Rules for conducting business contacts;

Rules of conduct during negotiations;

Requirements for appearance, manners, business attire;

Speech requirements; culture of official documents.

In modern entrepreneurship, there are three components: the personality of the entrepreneur, the conditions of entrepreneurship, etiquette and ethics of entrepreneurship.

The key figure of modern business is the entrepreneur with his willingness to take risks, with his perseverance, with his relaxedness in acceptance. management decisions, with a thirst for freedom, with his unconventional thinking. However, business people all over the world have a strict concept of business ethics, etiquette and commitment. There is a clear pattern: the higher the educational and cultural level of a people, the more developed the economy, the less elements of dishonesty, dishonesty, and impoliteness in relations between people. Therefore, the main condition on the path to civilized market relations is the movement towards honesty and decency in business.