Ethics is an ideal of behavior that guides each person in their daily behavior based on concrete principles and values. Ethics in the tourist destinationis the sum of these behaviors in benefit and pursuit of a common interest, aligning these principles, values, interests and personal goals, with the corporative, for the development of the business mission, without harming the social and environmental environment , Rather, contributing to its sustainable development (Bellingham, 2003).
With respect to the people of manag and mustang:
Define and disseminate the values ??of an ethical culture within the country.Create decent working conditions, respecting human rights and labor standards.Respect human dignity, privacy and the rights of employees working in these tourist destinations..Ensure equal opportunities and encourage employee participation in the design and direction of their job.Promote their integral development, training and well-being (Ciulla, Uhl-Bien, & Werhane, 2013).Pay with justice and pay the payment of your social benefits, health, social security and pensions.Promote your promotion based on work merits and achievements.
With regard to property and shareholders:Protect the investment of the shareholders and try to obtain the expected profitability (De George, 2014).Require employees of honesty, integrity and equity and avoid potential conflicts of interest between their particular financial activities and their responsibilities to the business of the company. With respect to creditors and suppliers:
Share the ethical culture of the tourist destination with creditors and suppliers.
Inform truthfully about the economic and financial situation of the company.
Seek beneficial relationships for both parties. Respect to customers:
Ensure that consumers have sufficient and adequate information to enable them to enforce their rights.Develop and provide products and services of quality and value in terms of price, safety and environmental impact (Espejo, 2010).Respond effectively to any type of incident (attention and response of complaints, suggestions, complaints or any query. Collaborate in the participatory construction of an ethical culture.
Contribute to economic development with social justice.
Collaborate with the fulfillment of the State’s goals through compliance with labor, tax, administrative, environmental, commercial and contractual obligations.
With regard to the environment and the host society in Manag and MustangUse within the technical and market possibilities, clean technologies that guarantee the conservation of the environment.
The Code includes nine articles that indicate the “rules of the game” for destinations, Governments, tour operators, promoters, travel agents, employees andOwn travelers. The tenth refers to the settlement of litigation and is the one that, for the first time (Grace, Cohen, & Holmes, n.d.).
In a globalized world, the actions carried out by the leadership of a place have consequences that affect the stakeholders, who are increasingly aware. Therefore, it is necessary that companies adopt ethical practices that lead to improvements for stakeholders. The tourist destination should be aware that it is essential not only to have documents that collect more or less ethical practices, but also to carry out an effective implementation of all that is written down. The implementation of ethical values ??in employees is fundamental. Unfortunately, the appearance in the media of corporate scandals, related to the lack of ethical values, makes ethics acquire in the business world more and more relevance.
The objective of this paper is to reflect on the importance of ethics, and more specifically on the reasons that should push companies to adopt ethical values. In this context, we study the role of ethical leadership and the qualities or virtues that ethical leaders should have.
The paper is structured as follows: first, general considerations about business ethics are made; Secondly, the arguments for adopting ethical behavior in companies are addressed; Third, the virtues of the leader and the improvement of the ethical behavior of the organizations are analyzed; Finally, conclusions and implications for management are established.
According to the dictionary of the Royal University, ethics is defined as “the part of philosophy that deals with the morals and obligations of man” and as the “set of norms that govern behavior Human. ” From a general point of view, ethics has been broadly defined. While it is not the intention of the present work to delve into this, it can be considered as those standards that a subject or group has about what is right or wrong and about what is right and what is wrong.
The origin of tourist destination ethics lies in the United States in the 1970s as a result of scandals such as the Watergate case. It was called Business Ethics (Jeurissen, & Rijst, 2007).
In the 1980s, the so-called “Tourist destination Ethics” arrived in Europe. As a result of the reception of this new concept, the European Business Ethics Network is founded. Since then, the creation of chairs and specific centers directly related to business ethics and corporate social responsibility have proliferated.
In the 1990s, the emergence of important scandals, such as those of WorldCom or Enron, led to the need to establish a nexus between ethics and business.Business ethics has acquired a major boom in the 21st century, being an issue that holds the attention of companies, public opinion and researchers (Jeurissen, & Rijst, 2007).
The approach to business ethics must go in the direction of achieving honest behavior in the business world. Researchers points out, the role of ethics in business must consist in the application of general ethical principles to the peculiar characteristics of business and business. Therefore, in the same line, it can be said that the explanation of the existence of an “ethical business” is that it implies an ethics applied to the company, which is framed within a certain legality in force and with its own problematic, Derived from its characteristics. It is evident that the activity carried out by the company, the form of organization, its dynamics and the role that the employees have will determine the ethical problems.
As (Jeurissen, & Rijst, 2007) points out, a good tourist destination has to be an ethical company. This author stresses the importance of the tourist destination being ethical from its origin, from the description of its goals, its mission and its vision to its implementation and final evaluation .The performance of ethical practices by companies depends on the degree of convincing about the utility of them. Therefore, finding arguments or reasons that are valid for organizations to adopt ethical behavior is fundamental. For the organization, it is important to know that the tourist destination will gain in credibility and social legitimacy depending on how the tourist destination develops its activity. There are strong arguments that should lead to reflection to those organizations that have not yet considered conducting their business activities in accordance with Ethical approaches. It is evident that, in the medium and long term, companies can not continue to develop their activities without relying on ethics. The virtues of the leader and the improvement of ethical behavior of organizations. In the literature has been widely studied the importance of the role of the leader in the organizations. Therefore, it is not the subject of this work, to deepen in this subject. However, in what concerns the ethical leadership, it is interesting to emphasize the importance of the ethical quality of the leader is strong enough to face the daily challenges (MARQUES, 2018). For good leadership, according to reasearchers, the leader must be morally good, that is, ethical, and technically good, that is, effective. In organizations the leadership of top management is influential. In this sense, from the point of view of ethics, it is essential to ensure that top management exemplifies the much desired ethical conduct in the tourist destination. However, it should be remembered that the tourist destination coexists other leaders, considered to be more immediate superiors of the employees, with a lower degree of authority than the Top Management, but who have an influence on the same employees, given their proximity to them (MARQUES, 2018). This type of leadership can have a more effective influence on the employees, being considered as referents. Ask about what are the virtues that must conform the ethical leadership. Having leaders who have the necessary virtues is a basic aid for companies to behave in an ethical way. According to the literature studied, it is highly recommended that leaders have the virtues as indicated , so that they can exert an ethical leadership that influences the employees of the tourist destination. .
Business ethics is a topic that is gaining increasing relevance in a world in which corporate scandals occur more frequently. Businesses should not function ignoring ethics. After the study, it is concluded that there are plenty of convincing arguments for organizations to adopt ethical behavior. Conducting ethical practices will help you to do better management without a loss of benefits. Quite to the contrary of what one might think, companies with ethical behavior can improve results, attract more investors, improve their reputation, etc. and the importance of ethical leadership in companies (Olscamp, 2003).Refers to the leadership of the top management, but also to the leaders immediately superior to the employees. Companies are interested in having leaders who possess virtues that favor ethical behavior.As this aspect is fundamental, companies should reflect on Of this issue.
For a destination to improve in the execution of certain strategies on the dynamism, the development and the tourist promotion, a leadership must be defined that knows how to manage the destiny joining all the actors of the same in a coordinated way, being able to orient them towards a same direction Promotional and tourist brand accepted (Olscamp, 2003).
The Public Administration alone has it very difficult. The interests of a tourist destination are multiple and totally transversal, either in the private sector or in the public, which causes an infinite amalgamation of combinations of agents involved in the tourist positioning of the destination.
It is well-known that the current competitiveness, both national and international, between destinations and tourism products, obliges us that the new tourism management models should promote the articulation of the business fabric under corporate cooperation formulas (Business Cooperation Network), driven in Goals common to its members. Therefore, the new management entity (DMO) should work, through a management, professional, external, independent (Destination Manager), in a way that is coherent with the private sector, under a comprehensive strategic planning of the territory, such So that it is possible to define and accept mainly, in the medium or long term, the direction and the goal where you want to position the destination, thus avoiding duplication of promotional efforts in this way (Ortmeier, & Meese, 2010).
In short, the new model most suitable for the public-private management of a tourist destination should be based on the following four pillars:
The D.M.O. (Destination Management Organization), whose format is either an entity of the Public Administration that governs the destination or an external entity of a public nature. At the moment the most defended legal model for the constitution of a model of tourist management of a destiny is the one of Public Society, for the dynamism that supposes the execution of the activities of planning, product development, promotion and tourist communication of the destiny (Ortmeier, & Meese, 2010). .
The Business Cooperation Network, as a valid consultative partner between the private sector of the destination and the D.M.O. After its corresponding internal regulations, having to have a representation as universal as possible of the entire tourism business services offer. In some cases, the situation of supply disruption, as well as the lack of inter-tourist destination cooperation and between territories, has led many tourist destinations to promote and explore this new strategy of competitiveness through cooperation or networking. An essential tool for the tourist development of the territories. This formula, which is positioned in different spaces and levels, as the organization of the future, arises from the need of its members to defend common interests or face new challenges in the market, which would not be possible to do alone. At present, the sustainable and efficient development of a tourist destination is not a challenge that can be tackled effectively and competitively alone. The Business Cooperation Networks are characterized by the existence of a plurality of agreements between various participants, be they companies or between them and other public and private institutions. That is to say, the existence of a concertation, to a greater or smaller term, of smaller or greater amplitude, between different companies and actors, that do not renounce neither its independence nor its autonomy. The resulting organizational forms vary depending on the degree of commitment of the cooperation and the level of involvement between the parties (Ortmeier, & Meese, 2010). However, in order to overcome the structural weaknesses of these organizations, it is necessary to formulate common strategies and objectives that regulate and delimit the scope of cooperation of the Network. This work, directed by the Destination Manager, will be based on the Design of working procedures and decision-making in order to consolidate a Network of Business Cooperation that is dynamic, agile and effective, driving consensus paths with the BMD As the axis of its action with the private sector. Therefore, we can affirm that the Business Cooperation Network model is based on the concept of associative synergy of those private and public actors, linked by the common interest of the tourist development of Destiny.
The Collaboration Agreements. It will be the instrument of cohesion between the Network and D.M.O. These are the ones that will put the level of linkage and prescription of the relationship between both, in terms of the execution of its content. Specifically, these Conventions will preferably regulate the implementation of the concrete actions of the Strategic Tourism Plans, the Tourist Product Development Plans and the Master Plans.
In addition the model of implementation of Collaboration Agreements opens the possibility of agreeing with other Administrations, Organisms or Institutions of different territorial or sectorial areas. The Tourist Destination Manager, professional, specialized, external and independent, who will catalyze and coordinate the interrelation between D.M.O. And the Business Cooperation Network. It should be a professional figure chosen by consensus between D.M.O. And the Network. It will work dynamically coordinating the work of the different actors acting with a strategic and flexible vision to be able to react quickly to the changes of the market. The external Destination Manager will assume the role of catalyst between the BMD and the Business Network under the direction of the Admon. Of the territory. It will contribute to the task of managing the development of tourism in a given territorial area, promoting the planning, sustainability and participation of local populations in the process (Velasquez, n.d.). Since tourism is a fully dynamic and competitive sector, the Destination Manager should provide the D.M.O. The implementation of this strategic planning and, in short, tourism development and promotion policies agreed with the Business Cooperation Network, that is, by agreeing on agreements between all the stakeholders’ opinions, as well as their dialogue with public authorities. In short, it will be the figure that directs and coordinates the proposed objectives of the Collaboration Agreement. Hence the high leadership capacity that this body must demonstrate. This model, based on business cooperation, whose internal communication among its members would be guaranteed, would facilitate a greater capacity to develop tourist products by improving the detection and combination of the resources and possibilities of companies and public services. Therefore, success will lie in the ability of the destination to articulate this new cooperative management body that brings together and organizes all direct and indirect tourism players, in order to offer visitors their best differential values ??and greater use of Opportunities that interact with the destination, we must be sufficiently skilled to improve the efficiency of the model, coordinating opportunities and initiatives with different areas of the public sector, applying the principle of transversality between In order to attract the best of them to the territory in a coordinated and integrative way, the success of this model will be fully consolidated when civil society input is articulated, albeit not at a level of Management, whether through cooperation in awareness-raising programs, thus enhancing hospitality Of the destination in such a way as to consolidate a good rating of the trip by the visitor. This will have a direct effect on a greater loyalty of the demand, making tourists their best prescribers (Velasquez, n.d.). However, this process will have to be progressed towards the management model that best suits the specific circumstances of Destiny, understanding that anyone should allow The active participation of the interest groups that interact in it.
Improving the quality of tourist destinations is the main way to achieve an acceptable degree of competitiveness. Improving the image of the destination and diversifying the offer, achieving differentiation of the products, will allow to reach advantages against the competition and to obtain greater market shares.
In tourist destinations, quality covers all aspects in which there is direct contact with the customer. The most important aspects are: Image of the destination, promotion, reception, information, signage, animation, environment, security, coordination and cooperation between public and private agents (Shaw, n.d.).
The adjective “Integral” in tourism destination quality management systems means that it is necessary to coordinate organizations of a very diverse nature and to minimize negative impacts on the socio-cultural, economic and ecological environment of the local community.
References
Bellingham, R. (2003). Ethical leadership. Amherst, Mass.: HRD Press.
Ciulla, J., Uhl-Bien, M., & Werhane, P. (2013). Leadership ethics. Los Angeles, Calif.: SAGE.
Ciulla, J., Uhl-Bien, M., & Werhane, P. (2013). Leadership ethics. Los Angeles: SAGE.
De George, R. (2014). Business ethics. Harlow: Pearson.
Espejo, R. (2010). Ethics. Farmington Hills. MI: Greenhaven Press.
Fisher, C. (2013). Business ethics and values. Pearson.
Grace, D., Cohen, S., & Holmes, W. Business ethics.
Jeurissen, R., & Rijst, M. (2007). Ethics & business. Assen: Koninklijke Van Gorcum.
MARQUES, D. (2018). ETHICAL LEADERSHIP. [Place of publication not identified]: ROUTLEDGE.
Olscamp, P. (2003). Moral Leadership. Lanham, Md.: Rowman & Littlefield.
Ortmeier, P., & Meese, E. (2010). Leadership, ethics, and policing. Upper Saddle River, NJ: Prentice Hall.
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