Codes of Conduct
Codes of Conduct for Management Practice
Why have a Code of Conduct?
The MAS Codes of Conduct for Management Practice will help to build and sustain a Positive Work Culture.
This will provide the context in which staff thrive, are engaged with their organisation, are energised to contribute, derive personal and professional fulfilment and perform at their optimum.
The Codes of Conduct
The following Codes of Conduct are available to download from our Article Library:
- The MAS Manager’s Code of Conduct
- Code of Conduct for Ethical Leadership
- Code of Conduct for Psychological Health and Wellbeing at Work
- Background paper to the Manager's Code, written by Derek Mowbray, that has been adopted by the Institute of Healthcare Management for application to the management of the NHS.
The Purpose of a Code of Conduct
A Code of Conduct has the purpose of being the central guide and reference for users in day to day decision making. The Code is meant to reflect the organisation’s purpose, mission, values and principles, and linking these to the standards of professional conduct. The conduct of individuals, therefore, should clearly reflect what the organisation ‘stands for’ and how the organisation wishes to see itself projected to the outside world.
A Code is an open and public disclosure of how the organisation operates.
A Code can fulfil other functions. It can become a tool that encourages discussion around ethical dilemmas, prejudices and grey areas that can arise during everyday working; it can provide the opportunity to create a positive public identity for the organisation that can raise levels of public confidence and trust.
The Aim of a Code of Conduct
The aim with all management codes is to build and sustain workplaces with a Positive Work Culture that mirror the description below.
- have a clear unambiguous purpose, expressed as a simple 'big idea', an idea which all the staff relate to closely and are proud to discuss with friends and colleagues.
- have an atmosphere of confidence, where all the staff are interested in each other, support each other and project this confidence towards clients and customers.
- where staff behave respectfully towards each other, value each other's views and opinions, work in teams which are places of mutual support, where anything is debated without a hint of humiliation, where the critique of individual and team where work is welcomed, discussed and where lessons are learnt and implemented.
- where staff 'go the extra mile' by providing unsolicitated ideas, thoughts, stimulusto each other, and where their interests in their customers offers something more than is expected, beyond courtesy, and beyond service, offering attentiveness and personal interest.
- provide challenges for their staff, that provide opportunities for personal development through new experiences, and which treat everyone with fairness and understanding.
- have staff who are personally driven towards organisation and personal success - intellectually, financially, socially and emotionally.
Such organisations achieve great success in producing high performance combined with high quality services.
Download Professor Derek Mowbray's background paper about the Manager's Code which has been adopted by the Institute of Healthcare Management for application to the management of the NHS
Need more information?
Call us now on 01242 241882 for further information and to discuss creating and implementing Codes of Management Practice within your organisation or email us
Sending your request. Please wait...
Thanks for subscribing to or email Newsletter,
we hope you will find them informative.
Dont forget you can unsubscribe at any time.
There was a problem sending your email detail. Please try again.
Please enter a valid email before sending.
Health and Wellbeing Exhibition
6-7 March 2018
MAS exhibiting - Stand 160
Faculty of Intensive Care Medicine Annual Meeting
London 24th May 2018
Derek Mowbray presenting
on Personal Resilience
Jersey Nursing Association / Unite
Jersey 19th June 2018
Derek Mowbray presenting on
Personal Resilience and
the Managers Role in Resilience