MORAL REQUIREMENTS IN PRACTICE OF MODERN COMMUNICATIVE MANAGEMENT

Abstract

Moral refers to the management strategy as a mechanism that regulates the methods and techniques for solving social problems through the management and organization of people within the boundaries of social institutions.

Moral management «works» as a stereotype of actions, to create special «matrice» of actions that contribute to the consolidation of the efforts of people and the productivity of their labor activity. A special role is played by the management strategy, taking into account the unity of the private and the common interest of the balance between aims and means, expansion of interests based on tolerance, trust, and the principle of mutual obligations.

The corporate moral of modern management goes back to the entrepreneurial ethos of the 15^th – 16^th centuries.

Even then, there was a tendency to create normative codes that broadcasted moral values into economic relations: hard work, thrift and orderliness.

Gradually, in the space of communicative management, the emphasis is transferred from a normative sample of a person striving for success, to an example of a person who easily adapts, adjusts, demonstrates new, more effective acts and actions. An example of it can be the advice of B. Franklin and the theory of A. Maslow about the self-actualizing personality.

Within time, the moral ability of management acquires particular features and some indicators of the exemplary normative model of a manager become of the textbook case. A special role in the manager’s charismatic potential belongs to etiquette, in its concrete  orientation to the «case» and business. Following moral rules becomes a metalanguage of business contacts.