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The good head from bad, strong — from weak also distinguishes, according to K.Hodzhkinsona, ability to regulate valuable conflicts, to analyze the information, to reveal incentive motives of activity and the, and subordinates to define valuable priorities and to consider them at acceptance of administrative decisions, relying not only on the intuition, but also on the logic analysis.
Moral atmosphere of the organization
The moral atmosphere of the organization is defined by its organizational culture. The formal, legally fixed aspects of the organization in the form of the authorized purposes, missions, values can disperse from the real purposes and the maintenance of activity and character of mutual relations of people which in the organization develop, therefore it is possible to speak about formal, legitimate organizational culture and shadow or real organizational culture which in the given organization is realized.
The moral atmosphere in the public organizations concerning organic culture is defined by set of the social and moral values divided by members of these public organizations, in state, concerning bureaucratic organizational culture, — officially accepted laws and codes to which civil servants are obliged to follow strictly. In the commercial organizations of the purpose are reached at the expense of creation of high steady motivation of workers-members of the organization, including moral motivation.
For enterprise organizational culture the ethical doctrine should be constructed on principles of egoism which pursues extraction of the maximum profit for each member of the organization. Ethical principles of the organic organizational culture constructed on bases of collectivism, assume the maximum achievement of equality of each of members of the collective, the equal rights and equal duties. The bureaucratic organizational culture by the nature is dual, as has the hierarchical organization, and "morals of tops" and "morals of bottoms", as it is known, always differ one from another. They are united by the maximum delegation of responsibility upwards, i.e. Irresponsible behavior of all members of the organization and the maximum concentration of imperious functions and responsibility at those people whom "power pyramids" are on top of this. Therefore a principle of "tops" — "do everything that you want", and "bottoms" — "do that the chief" orders.
Mutual relations of the chief and the subordinate can be described three models:
The subordinate considers itself as a victim of circumstances that environment or in those conditions which creates arid completely the chief, therefore the chief imposes to it bears full moral responsibility for everything that occurs to subordinates;
The subordinate is "on empty vessel", operating according to that role which is ordered by the organization, and answering only for that, how much it corresponds to expectations or the instructions imposed in the given organization of this role;
The subordinate — the sharp-witted executor who can not only to please the chief, but also will not offend itself. It is a top of double morals when as spoke during "stagnant" times, "chiefs pretend that pay, and subordinates pretend that work".