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Relations of CZSO executives to CZSO employees
In relations to employees, CZSO executives shall:

• 
  avoid any discrimination;
  
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  respect rights of the employee as individuality as well as the employee’s right to information;
  
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  enable employees to take part in the decision-making process;
  
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  create conditions for making use of creative potential and skills of employees as much as possible;
  
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  strive for objective appraisal of the performance of individual employees and fair remuneration.
  

Final provisions
The Code of Ethics is a recommendation to CZSO employees. Its objective is to support desired standards of behavior and law and order on the one hand and inform the public on the behavior they can request from the CZSO employee on the other hand.
Adhering to the principles laid down in the Code is part of regular performance appraisals of CZSO employees.( ČSÚ, 2012)

3. Business Ethics

in the multinational context

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Globalization also brought some ethical dilemmas the companies have to face.

Several countries in the world faced several financial problems and even dissolution because of their managers´ unethical or illegal actions. One case of unethical or illegal problems was monitored in Slovakia a few years ago when a Korean manager hit his secretary in the back because she came late to work. That morning her son got sick and she had to take him to see the doctor. She came late to work and this unexpected result happened. She had a serious health problems and when her husband found it out he did the same to her boss. A lot of problems occurred and at the court the owner of the firm stated the behavior of the manager wasn´t appropriate because he did it when she turned around. He was supposed to do it face to face. Another worker stated that the Korean managers were testing

them how long and how hard they could work. So they prolonged the working time again and again and they were told they do it until the people begin to collapse. Then they know it is the limit for them.
So it is sometimes really difficult to work for a foreign company that brings its own culture to the host-country or to work abroad. One has to be prepared what the culture is about.²
Also, the managers face domestic dilemmas on what they should do to be

ethical and socially responsible. Internationally, the dilemmas are even greater.
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The US adult magazine, Playboy, had to suspend its Indonesian edition and vacate the company premises in 2006 in the wake of violent protests by Islamic demonstrators – even though the Indonesian edition was a toned-down version that did not show nudity.
The reason why there is a potential for such problems is that whilst globalization results in the deterritorialization of some processes and activities, in many cases there is still a close connection between the local culture, including moral values, and a certain geographical region. On the one hand, globalization makes regional difference less important since it brings regions together and encourages a more uniform “global culture”. On the other hand, in eroding the divisions of geographical distances, globalizations reveal economic, political, and cultural differences and confront people with them. (Crane, Matten, 2010)
There are two important terms for discussion. On the one hand, relativism affirms that ethical truths depend on the groups holding them, making intervention by outsiders unethical. Adherence to or adoption of other cultures is itself a Western cultural phenomenon, one that goes back at least as far as St. Ambrose´s fourth-century advice: “When in Rome, do as the Romans do”. On the other hand, normativism holds that there are universal standards of behavior (based on people´s own values) that all cultures should follow, making nonintervention unethical. Thus managers struggle with implementing what they consider to be a universal set of truths vs. adapting to local conditions on the assumption that every place is different and needs to be treated differently. (Daniels, Radebaugh, Sullivan, 2007)
How can we identify the ethics of an organization in the other culture? In practice, the expatriate resolves the contradiction by consulting his/her own personal values, or deciding where his/her interest lies. This may not be a major problem. A more difficult problem arises when the expatriate is:

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  unable to discover the code formulated in one or both contexts;
  
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  unsure how the code is implemented in one or both contexts;
  
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  unaware that the codes differ.
  

The third of these may be crucial. Particularly, when the subsidiary does not make its code explicit, it is too easy to assume that there are no major differences between the ethical systems applied in the two organizations or the two national cultures.

2. 
   The culture will be discussed more deeply in the fourth chapter.
   

The expatriate forces to do his/her own research in order to discover the ethical code. He does this research by:

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  asking questions;
  
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  observation, and deducing what behavior is allowed;
  
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  observation, and deducing what behavior is NOT allowed.
  

The last can give a clear indication of the ethical code. (Mead, Andrews, 2010) Many of these differences in business ethics are rooted in the differing cultural,
economic, and religious histories of the nations. For example, US and Europe have two otherwise very similar contexts. One argument is that the influence of the Catholic and Lutheran Protestant religions in Europe led to a collective approach to organizing economic life whereas the individual focus of the Calvinist-Protestant religion in the US led to the rise of a distinctly different capitalist ecomonic system. In Asia, the influence of Hinduism, Buddhism, and Confucianism, for example, could be said to have led to a more pragmatic, relational, and flexible approach to ethical decision-making. The Muslim world, although diverse in its spread over three continents, is characterized by a number of ethical principles of which justice/fairness, trusteeship and integrity (“unity”) can be considered core (Rice, 1999 in Crane, Matten, 2010). Such religiously informed ethical values can sometimes have far-reaching implications for business, as the example of Islamic financial systems shows (Nomani, 2008 in Crane, Matten, 2010). The differences in business ethics can also have other historic roots. The focus on individual action and codes of conduct in the US has been substantially driven by the impact of widely publicized corporate scandals that have focused attention on the need how to avoid ethical violation at the firm level. In the developing world, the poor governance, extreme poverty, or violence, can be understood as a heritage from colonial times (visible in countries such as South Africa, Brazil or Myanmar). In some countries such as Canada or Australia, it is mining companies - rather than just governments – that are exposed to ethical claims, upset for instance, on past and current discrimination against indigenous groups. (Lertzman and Vredenburg, 2005 in Crane, Matten, 2010)
Some ethical values are unchanging over time. All the major religions condemn murder, for instance – although even this is variable. In time of war some forms

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of murder are legitimated. Other values change radically in time. People may be

tolerant of antisocial behavior until:

• 
  it affects their own interests;
  
• 
  they perceive that the perpetrators of this behavior are benefiting at their expense;
  
• 
  increased understanding of the behavior leads to a reassessment of its effects on the community. (Mead, Andrews, 2010)
  

The next figure gives some examples of the ethical impacts of globalization on different stakeholder groups:

Table 3.1 Ethical impact of globalization