What is included in organizational culture. Organizational culture

Recently, interest in the culture of organizations has increased dramatically. This is due to the increased understanding of the impact that the phenomenon of culture has on the success and effectiveness of the organization. Numerous studies show that thriving companies are characterized by a high level of culture, formed as a result of deliberate efforts aimed at developing the spirit of the corporation, for the benefit of all those interested in its activities.

An organization is a complex organism whose life potential is based on organizational culture. It not only distinguishes one organization from another, but also determines the success of the functioning and survival of the organization in the long term.

O. S. Vikhansky and A. I. Naumov define organizational culture as a set of the most important assumptions accepted by the members of the organization and expressed in the values ​​declared by the organization, setting people guidelines for their behavior and actions.

Organizational culture refers to the attitudes, viewpoints and behaviors that embody core values.

Organizational culture can be viewed in two ways:

a) as an independent variable, i.e. it is formed from the sum of ideas about the values, norms, principles and behaviors that people bring to the organization;

b) as a dependent and internal variable that develops its own dynamics - positive and negative. The recognized concept of "culture" as an internal variable is a way of life, thinking, action, existence. It can be, for example, the procedure for making decisions or the procedure for rewarding and punishing employees, etc.

The culture of an organization can be seen as an expression of the values ​​that are embodied in, and influenced by, organizational structure and personnel policies.

Organizational culture has a certain set of elements - symbols, values, beliefs, assumptions. E. Shine proposed to consider organizational culture at three levels.

The first level, or superficial, includes, on the one hand, such visible external factors as technology, architecture, observed behavior, language, slogans, etc., and on the other hand, everything that can be felt and perceived with the help of human senses . At this level, things and phenomena are easy to detect, but they can not always be deciphered and interpreted in terms of organizational culture.

The second level, or subsurface, involves the study of values ​​and beliefs. Their perception is conscious and depends on the desire of people.

The third level, or deep, includes basic assumptions that determine people's behavior: attitude to nature, understanding of the reality of time and space, attitude to man, work, etc. Without special concentration, these assumptions are difficult to realize even for the members of the organization.

Researchers of organizational culture often confine themselves to the first two levels, because at the deep level there are almost insurmountable difficulties.

The properties of organizational culture are based on the following essential features: universality, informality, stability.

The universality of organizational culture is expressed in the fact that it covers all types of activities carried out in the organization. The concept of universality has a double meaning. On the one hand, organizational culture is the form in which economic acts are clothed.

For example, organizational culture may determine the way in which strategic issues are developed or how new employees are hired. On the other hand, culture is not just a shell of the life of an organization, but also its meaning, an element that determines the content of economic acts. Culture itself becomes one of the strategic goals of the organization. Certain hiring procedures may be subordinated to the need to best adapt new employees to the culture that has developed in the organization.

The informality of organizational culture is determined by the fact that its functioning is practically not connected with the official, administratively established rules of organizational life. Organizational culture acts, as it were, in parallel with the formal economic mechanism of the organization. A distinctive feature of organizational culture in comparison with a formal mechanism is the predominant use of oral, verbal forms of communication, rather than written documentation and instructions, as is customary in a formal system.

The significance of informal contacts is determined by the fact that more than 90% of business decisions in modern corporations are not made in a formal setting - at meetings, meetings, etc., but at informal meetings, outside specially designated places. Organizational culture cannot be identified with any informal contacts in the organization. Organizational culture includes only those informal contacts that correspond to the values ​​accepted within the culture. The informality of organizational culture is the reason why the parameters and results of the impact of culture are almost impossible to directly measure using quantitative indicators. They can only be expressed by the qualitative term "better - worse".

The stability of organizational culture is associated with such a general property of culture as the traditional character of its norms and institutions. The formation of any organizational culture requires a long effort on the part of managers. However, once formed, the values ​​of culture and the ways of their implementation acquire the character of traditions and remain stable for several generations working in the organization. Many strong organizational cultures have inherited the values ​​introduced by leaders and founders of companies decades ago. Thus, the foundations of the modern organizational culture of IBM were laid in the first decades of the 20th century. by its founding father, T. J. Watson.

There are several main features of organizational cultures, according to which they differ from each other. A special combination of such features gives each culture its individuality, allows it to be identified in one way or another.

The main features of organizational culture are:

• reflection in the mission of the organization of its main goals;
• focus on solving instrumental (i.e. production in the broad sense) tasks of the organization or personal problems of its participants;
• degree of risk;
• measure of correlation between conformism and individualism;
• preference for group or individual forms of decision-making;
• degree of subordination to plans and regulations;
• the predominance of cooperation or rivalry among participants;
• loyalty or indifference of people towards the organization;
• orientation to autonomy, independence or subordination:
• the nature of the relationship of management to staff;
• orientation to the group or individual organization of labor and stimulation;
• orientation towards stability or change;
• source and role of power;
• means of integration;
• management styles, relationships between employees and the organization, ways of assessing employees.

The culture of an organization contains both subjective and objective elements.

The subjective elements of culture include beliefs, values, images, rituals, taboos, legends and myths associated with the history of the organization and the life of its founders, customs, accepted norms of communication, slogans.

Values ​​are understood as the properties of certain objects, processes and phenomena that are emotionally attractive to most members of the organization, which makes them models, guidelines, and a measure of behavior.

Values ​​primarily include goals, the nature of internal relationships, the orientation of people's behavior, diligence, innovation, initiative, work and professional ethics, etc.

It is believed that today it is necessary not only to rely on existing values, but also to actively form new ones. Therefore, it is important to carefully monitor everything new, useful that others have in this area, to evaluate it fairly and impartially. At the same time, old values ​​cannot be completely destroyed or suppressed. On the contrary, they must be treated with care, used as a basis for the formation of new values, including appropriate mechanisms, including joint creativity.

The data obtained by G. Hofstede on the measurement of the above variables for ten countries are shown in Table. 13.1. It should be emphasized that not all people in every country surveyed feel and act exactly according to their scores.

The considered model can be used in evaluating the work of the organization, as well as for a comparative analysis of organizations, countries, regions.

Speaking about the peculiarities of culture in different countries and in different organizations, it should be borne in mind that in Russia there are differences in regions as well. Thus, studies show that, for example, the Swedish model (basically) is more acceptable for the North-West region of Russia and, first of all, for St. Petersburg, Novgorod and Pskov, as well as for certain regions of Western Siberia, whose economic and organizational culture somewhat similar. Priority in such a culture is given to the quality of life and care for the weak, which, according to the theory of the Dutch researcher Hofstede, testifies to its “feminine” beginning. The bearers of such a culture are characterized by a high degree of individualism, they stick close to their leaders, they are overcome by a sense of insecurity, and so on. And in this they differ, in particular, from the Americans.

The latter are also individualists, but they are much further from their leaders, they need rigid structures to manage them, they are reluctant to perceive uncertainty, assertive in achieving their goals, being carriers of the “male” principle in economic culture. A certain similarity in this regard is characteristic of the economic and organizational culture of such regions of our country as the Moscow region, the center of the Urals, Transbaikalia and others that are closer to the American or German economic models. Consequently, a business model that is acceptable for the North-West region may turn out to be untenable and ineffective in the Central region. The Middle Volga region or the Caucasus, if only because of differences in the manifestation of the cultural factor.

This circumstance fully applies to individual organizations located in the respective regions. This means that each organization must develop and adopt its own code of business culture, which should reflect its characteristic attitude towards legality, product quality, finance and production obligations, distribution of business information, employees, etc.

Thus, the fundamental role of economic and organizational culture in the models of organizational systems is manifested both in the creation of an appropriate management system in them and in the formation of organizational culture. If, for example, any system has an organizational culture with a "feminine" beginning, then the management style in it should be more democratic, distinguished by collegiality in making managerial decisions. In accordance with this, it is necessary to build the organizational structure of this system, for which the most appropriate would be a linear-staff, matrix or other similar type of management structure.

In the conditions of an organizational culture with a “male” beginning, the style of management in an organization should be distinguished by authoritarianism, rigidity and one-man management in making managerial decisions, which is also reflected in the organizational structure, which should most likely be linear or linear-functional.

According to the place of organization and the degree of influence on it, several types of cultures are distinguished.

An indisputable culture is characterized by a small number of core values ​​and norms, but the requirements for orientation to them are rigorous. It does not allow spontaneous influence both from outside and from within, it is closed (closedness of culture is an unwillingness to see shortcomings, to make dirty linen in public, the desire to maintain ostentatious unity). A closed culture overwhelms staff and becomes a defining moment of motivation. But the values ​​and norms themselves, if necessary, are consciously adjusted.

A weak culture contains practically no corporate values ​​and norms. Each element of the organization has its own, and often contradictory to others. The norms and values ​​of a weak culture are easily amenable to internal and external influence and change under its influence. Such a culture separates the participants in the organization, opposes them to each other, complicates the management process and ultimately leads to its weakening.

A strong culture is open to influence both from within and from without. Openness implies openness and dialogue between all participants, organizations and outsiders. She actively assimilates all the best, no matter where it comes from, and as a result only becomes stronger.

It must be borne in mind that a strong culture, like a weak one, can be effective in one and inefficient in another.

Let's take a look at some of the most well-known types of organizational cultures.

W. Hall offers the alphabet (ABC) of corporate culture, where:

A - artifacts and etiquette (superficial level). Specific visible elements of culture, such as language, form of greeting, clothing, physical location (open or closed spaces);

B - behavior and actions (deeper level). Stable patterns and stereotypes of behavior, including methods of decision-making by individuals, organization of teamwork and attitude to problems;

C. Handy developed a typology of managerial cultures. He assigned each of the types the name of the corresponding Olympian god.

The culture of power, or Zeus. Its essential point is personal power, the source of which is the possession of resources. Organizations professing such a culture have a rigid structure, a high degree of centralization of management, few rules and procedures, suppress the initiative of employees, exercise tight control over everything. Success here is predetermined by the qualifications of the manager and the timely identification of problems, which allows you to quickly make and implement decisions. This culture is typical for young commercial structures.

Role culture, or culture of Apollo. It is a bureaucratic culture based on a system of rules and regulations. It is characterized by a clear distribution of roles, rights, duties and responsibilities between management employees. It is inflexible and makes it difficult to innovate, so it is ineffective in the face of change. The source of power here is the position, not the personal qualities of the leader. Such a management culture is inherent in large corporations and government agencies.

The culture of the task, or the culture of Athena. This culture is adapted to managing extreme conditions and constantly changing situations, so the focus here is on the speed of solving problems. It is based on cooperation, collective development of ideas and shared values. The foundation of power is knowledge, competence, professionalism and possession of information. This is a transitional type of management culture that can develop into one of the previous ones. It is characteristic of design or venture organizations.

At the same time, many practical ideas for developing an organization's culture and creating a favorable climate in it are quite simple and effective. Thus, the internal enmity that is tearing apart labor collectives is, alas, an international problem. It is associated with disputes, stress. Where the microbe of civil strife has settled, as a rule, the microclimate is not the same, the labor productivity is not the same.

What Japanese psychologists did not use to rid the teams of unnecessary passions! But all the methods used (calm classical music, wallpaper painted in cheerful colors, supplying air with pleasant aromatic additives to the working rooms) turned out to be powerless: tension in the teams was not completely eliminated. And then a simple idea was born - to put a friendly, affectionate fluffy dog ​​between the tables. Disputes as if removed by hand, people seemed to have been replaced.

Demand without supply is unthinkable in Japan. A new type of paid services was immediately formed in the country - renting pets. In addition to the dog, you can order a cat, a parrot or even a pig at rental points. The time factor does not matter: take the animal at least for a day, at least for a month, the main thing is to pay. The rental rates are quite high, though - for a dog borrowed for three days, you need to pay 300,000 yen (about $ 3,000). However, the Japanese do not at all consider that they are allegedly being robbed, realizing that it is not so easy to raise a playful, sociable dog that will willingly and without whims carry out the commands of strangers. And yes, it's hard to maintain. Therefore, before renting an animal to the work team, the company representative makes sure that the dog or cat in the new premises will be properly cared for.

At the same time, organizational culture turns into a kind of utopia, when desirable ideas are presented as reality, which in reality is completely different. It is far from always that organizational culture can be considered a fundamental factor in management, and the meaning that managers associate with the word “culture” cannot be put into it.

The reason for misconceptions about organizational culture lies on the surface. It is always flattering to consider your organization an open and customer-oriented enterprise, believing that these two positive qualities are characteristic of it. Often such ideas are unrealistic, do not reflect the actual state of affairs. Apparently, managers do not know well what their employees think, and perhaps they do not want to know.

In functional terms, organizational culture helps to solve the following tasks:

• coordination through established procedures and rules of conduct;
• motivation, implemented by explaining to employees the meaning of the work performed;
• profiling, which allows you to gain a characteristic difference from other organizations;
• attracting staff by promoting the advantages of their organization.

In principle, organizational culture is able to implement the listed and other functions, but not everyone has the appropriate potential. Many enterprises have a corporate culture that not only hinders the achievement of economic success, but also does not allow them to recognize themselves and use their capabilities in the interests of the company.

To assess the effectiveness of the management system (and hence the effectiveness of the organizational culture), the ultimate goal of which is the creation and sale of products (works, services) on the market, the resource efficiency indicator can be fully used. This is a modified indicator of resource productivity, which takes into account, along with other factors, market financial and credit relations and inflationary processes.

In addition to the main generalizing performance indicator, for a more complete assessment of organizational culture, a number of auxiliary indicators should be used, such as the level of industrial relations, the standard of management, the degree of personnel stability, etc.

As a result of studying the chapter, the student must:

know

• the essence and content of the concept of "organizational culture", its main elements, external and internal factors influencing its formation;
• types of organizational cultures, foreign and domestic experience of their practical implementation;
• essence and features of the concepts "value", "storytelling", "organizational anthropology", "motivation", "leadership", their role in organizational culture;

be able to

• define and formulate organizational values, rules, norms of behavior in accordance with the mission and strategic goals of the organization;
• select and use various types of organizational anthropology and storytelling to develop organizational culture;
• identify and develop the motivation of the individual in the process of formation, maintenance and change of organizational culture;

own

• modern methods of collecting, processing and analyzing information for the interpretation of the value base of culture;
• methods of analysis of anthropological socio-cultural characteristics of the internal and external environment of the organization;
• means and methods of storytelling for the formation of organizational culture;
• skills to substantiate the methods of motivating a person necessary for the implementation of organizational values.

Organizational culture: essence, elements, models, types

The importance of culture as one of the key organizational characteristics that affect the effectiveness of company management is steadily increasing. While in management abroad already in the 1980s. the understanding came that a huge power lurks in culture, in Russia the awareness of the significant role that organizational culture plays in the efficiency of the company's activities and competitiveness began to come later, starting from the late 1990s.

Organizational culture is a system of values, beliefs, principles, and norms of behavior accepted in the organization and shared by its employees. An important part of organizational culture is business culture, which includes business rules and regulations, business ethics, business etiquette, and business communications.

As international practice shows, companies that manage to create a strong organizational culture achieve higher productivity and efficiency in their activities. Studies by American scientists show that strengthening organizational culture without changing other equal working conditions is often accompanied by an increase in employee productivity by 15–25%. Many companies with weak and conflicting cultures end up underperforming in the market and outperforming the competition.

If, until recently, it was believed that the strongest wins in a competitive struggle, and the efforts of managers were directed towards becoming the best company, now competitive efforts are directed to become unique company. According to the resource theory, the unique competitiveness of a firm in the long-term strategic plan can be provided by the distinctive features of its resources. known four criteria proposed by D. Barney to assess the strategic resources with which you can achieve a long-term sustainable competitive advantage: they must be valuable, rare, unique, irreplaceable.

In ensuring the unique competitiveness of the company, a special role belongs to the organizational culture, which belongs to the rare and most difficult to imitate intangible strategic resources. Every organization has its own cultural characteristics that distinguish it from other organizations, because it is the result of the interaction of unique people - employees of the company. The influence of the personality of the manager, a strong leader on the formation of values, rules, traditions, and the adoption of managerial decisions gives a certain uniqueness to the company.

The organizational culture of every organization is unique. This is what distinguishes one organization from another, even if they produce the same products, work in the same industry, are similar in size, use standard technologies. No two organizations have the same culture. Organizational culture reflects the philosophy of the company, it creates a certain unique atmosphere, the impact of which on the activity is ambiguous, it is difficult to study and describe it. Even if the values, beliefs, customs adopted in one company, for example, by competitors, are understandable to members of another organization, then attempts to adopt them are associated with great difficulties and resistance from the staff.

In the context of the formation of a new or innovative economy organizational culture is considered as part of the company's intellectual capital. T. Stewart, highlighting human, consumer and organizational capital, refers organizational culture to the latter, considering it as part of organizational knowledge, along with management systems, hardware and software, patents, brands, etc. E. Brooking refers corporate culture to infrastructure capital as part of the company's intellectual capital. It forms the environment in which employees of the company work and communicate.

Organizational culture is the link that unites the employees of the corporation. The result of this interaction is a synergistic effect that contributes to the success of the company. The synergy of individual groups and the organization as a whole cannot be copied. Organizational culture is an irreplaceable intangible asset of the company.

A strong culture can be a valuable strategic resource of an organization related to the company's competitiveness only if it meets the conditions of the external environment and is able to adapt to its changes. In this way, organizational culture determines the uniqueness, originality and, ultimately, the competitiveness of each organization.

A unique culture, as a result of the joint activity of people connected by a mission, common values, rules, gained experience, organizational knowledge, is a source of new ideas, the creation of competitive products and services, which allows the company to remain competitive for a long time. Thus, organizational culture, being one of the most important strategic resources, provides a sustainable competitive advantage for the company.

Organizational culture as a philosophy of the company includes values ​​that determine the behavior of its employees, attitude to work, affect interpersonal relationships. Organizational culture can be defined as a way of carrying out joint activities within a particular organization. This means that its employees assume certain obligations for successful cooperation and internal integration, for successful adaptation of the company in the external environment. Acceptable for all rules of conduct are determined, which prescribe what corresponds to the norms existing in an organization, what is acceptable and unacceptable. Rules are being developed that determine the order of relationships between employees, the relationship of employees with clients and partners, the culture of participation in public life, etc. All this can be formalized and presented in the form of a corporate governance code, corporate conduct code, social code, company credo and other documents.

The basic elements of organizational culture (Fig. 1.1) are:

• values, norms, principles of activity, rules of conduct;
• symbols, traditions, ceremonies, rituals;
• heroes, stories, myths, legends;
• motivation;
• communications, language of communication;
• leadership, leadership style;
• design, symbols, appearance of personnel.

Rice. 1.1.

The role, essence and content of each of the above elements of organizational culture are discussed in detail in paragraphs 1.2-1.5.

American researchers Ralph Kilman, Mary Saxton and Roy Serpa identify three important characteristics of organizational culture:

• direction of influence of culture: restraining or guiding force;
• depth and uniformity: common culture and subcultures;
• impact force: strong and weak culture.

Culture can be a restraining force in the implementation of a particular management decision or, conversely, contribute to its successful implementation. If the decision does not contradict the organizational culture, it supports and facilitates its implementation, leads to success. If the decision does not comply with the accepted norms and rules, contradicts the values, it will cause open or hidden resistance of the employees of the organization.

An organization is made up of people and groups. In addition to the organizational culture common to all its employees, each group or division of the company may have its own subculture. If the groups and divisions that make up the organization have diverging values, then the corporate culture cannot be homogeneous and deep. As a result, the managerial impact on the organization as a whole will be almost impossible.

Organizational culture can be strong or weak. The strength of culture depends on strong leadership; on the extent to which employees share the core values ​​of the company; from the commitment of employees to these values. In organizations with a strong culture, employees remain loyal to the ideas and values ​​of the company even during times of crisis. In organizations with a weak culture, values ​​and norms are perceived only as recommendations and are often ignored.

The competitiveness of an organization is determined by the strength of its organizational culture. A strong culture can ensure that a company's mission, strategy, goals, and objectives are fulfilled. For example, long-term cost leadership can only be achieved if there is an organizational culture and values ​​that support the company's cost advantage. The implementation of a knowledge management strategy is impossible without a certain organizational culture aimed at the creation, dissemination, exchange and use of knowledge by company employees.

A strong organizational culture allows the company to exist as a whole, which contributes to the achievement of the organization's goals, helps it survive and develop. However, it can create additional difficulties in carrying out the necessary changes, when it is necessary to change existing habitual rules, behavioral patterns, forms of communication and interaction, motivation, etc. All this causes strong resistance to change, and organizations are forced to make a lot of efforts to reduce its level (see paragraph 6.2).

Organizational culture is influenced by internal, tick and external factors, and their change causes the need for changes in organizational culture. The features of the organizational culture of the company are largely due to the influence of such factors as the personality of the founder or leader, the mission, strategy, goals of the organization, its industry characteristics, the nature and content of work. An important role is also played by gender, age, level of competencies, qualifications, education, and the level of general development of personnel. Organizational culture depends on what stage of the life cycle the organization is in, etc. Internal factors affecting organizational culture are presented in Fig. 1.2.

Mission, goals and strategy determine the direction and scope of the organization. It cannot successfully exist in a competitive business environment if it does not have certain guidelines indicating what it aspires to and what it wants to achieve. Such landmarks are set with the help of the mission.

Mission- this is the purpose of the organization, the main purpose of its existence. As practice shows, an organization where there is a clear understanding of the reason for its existence has a greater chance of success than one where it does not exist. The mission affects the image of the organization, attracts consumers, partners, shareholders, as it informs about what the company is, what it strives for, what it is guided by in its activities, what means it is ready to use.

The mission gives the organization certainty and personality. It is the basis for developing the goals and strategy of the organization, determines its organizational structure. The mission has an impact on the formation of organizational culture, since the employees of the organization must share the main goal, be aware of and contribute to its achievement, as well as share the values ​​and principles that are often reflected in the mission. It also sets requirements for employees, allows you to select a certain type of employees to work in the organization.

Rice. 1.2.

On the basis of the mission, formulated in general terms, a strategy is developed and the goals of the organization are determined, which reflect the various specific areas of its activity with an indication of the timing of their implementation. Strategy(from Greek. strategos- the art of the general) is a comprehensive plan designed to achieve the mission and goals of the organization, developed for the long term. Target- the desired future state, the specific desired result, the achievement of which is aimed at managing the organization.

The implementation of the strategy and goals necessitates the formation of a certain type of organizational culture or its change. For example, maintaining long-term market leadership requires an organizational culture that includes customer-centric values, rules, and behaviors.

Leadership can have a particularly strong influence on organizational culture. Leader - This is a person who has the ability to lead. The influence of the leader's personality is reflected in the formation of values, rules, traditions, norms of behavior and other important components of organizational culture. Ultimately, the founder or leader of the company can make it what he imagines. Influences the organizational culture and leadership style, which is a generalized type of leader's behavior in relations with subordinates, a set of the most characteristic and sustainable methods and forms of his work with them. Different leadership styles form a special nature of relationships, connections, forms of interaction, communication style and other important communicative features of organizational culture. The methods and forms of motivation and stimulation largely depend on the leadership style (see paragraph 1.5).

The field of activity, industry specifics, the technologies used, the products and services produced, the nature and content of labor determine the features of the norms of behavior, the language of communication, the motivation of employees, their appearance and other elements of organizational culture. The organizational culture in research institutes, trading companies, agriculture, construction, tourism business will have significant differences in the selected parameters.

Gender characteristics, age, qualifications, education, the general level of development of employees also affect the norms of behavior adopted in the organization, leadership style, communication language, motivation, appearance, etc. This influence can extend both to the organizational culture as a whole and to the subculture individual divisions.

The role of organizational culture and its impact on performance largely depends on what stage of the life cycle the organization is at. In the early stages, such as childhood, adolescence, there is a process of formation of organizational culture. Gradually norms, rules are defined, values ​​are formed. Here, the role of the leader, the founder of the organization, which is the link, unites people, creates a single whole is especially great. At the stage of prosperity and maturity of the company, organizational culture becomes one of the key factors for its success. At the stage of aging, organizational culture can slow down the development of the company, become one of the reasons for its decline. These issues are discussed in detail in paragraph 6.3.

A modern organization cannot be considered without its external environment, with which it is in close and inseparable unity. Economic, social, political, national and other environmental factors affect the behavior of the organization. The changes taking place in the external environment, the increase in its complexity, dynamism and uncertainty further enhance their impact on the organization. We can distinguish two parts of the external environment that affect the organization in different ways: the macro environment and the immediate environment (business environment).

Macroenvironment is part of the external environment common to all organizations. The macro environment includes economic, political, legal, social, technological, geographical, international and other factors from which the organization is influenced.

Among the environmental factors influencing the organizational culture, economic, political, legal, sociocultural, technological and environmental factors should be singled out (Fig. 1.3).

Rice. 1.3.

Economic macro-environment factors determine the general level of economic development, market relations, competition, i.e. economic conditions in which organizations operate. Determining the financial capabilities of the company, they influence the motivation, incentive methods, remuneration, social package.

Political factors determine the goals and directions of the development of the state, its ideology, foreign and domestic state policy in various fields, as well as the ways and means by which the government intends to implement it. They influence the formation of values, principles, norms of behavior in the organization.

Legal factors regulate the activities of the organization, establish acceptable standards for its business relationships, rights, responsibilities, duties. This is reflected in the values, norms, principles, forms of interaction both in the internal and external environment of the organization.

Sociocultural factors determine the social processes occurring in society and affecting the activities of the organization. They include traditions, values, habits, ethical standards, lifestyle, people's attitude to work, etc., which is directly reflected in the organizational culture.

Technological factors determine the level of research and development, the development of which allows the organization to create new products, improve and develop technological processes. The development of technologies, the high-tech sector of the economy affects the level of competencies of employees, which cannot but affect the system of values, principles, rules, norms, i.e. on organizational culture.

Environmental factors are associated with climatic conditions, reserves of natural resources, environmental conditions. Natural disasters, climate change, the appearance of ozone holes, increased solar activity, limited natural resources, environmental pollution and other global problems have an increasingly significant impact on the organization's activities. All ego increases the social responsibility of the organization and influences the change in its values, principles, norms of behavior in the external environment.

Organizational culture exists in the context of national business culture and is strongly influenced by it. business environment, being part of the external environment, is the immediate environment of the organization. It provides the organization with the financial, labor, information resources necessary for its activities, provides transport services, provides consulting, auditing, insurance and other services. It includes numerous organizations such as banks, stock exchanges, advertising and recruitment agencies, consulting and audit firms, leasing companies, security agencies, state and municipal authorities, associations, associations and other interested persons and organizations with which the organization directly establishes relationships .

Both in the organization itself and in the external environment, there are interested groups and individuals, the so-called stakeholders, with their own goals and interests that can have a strong influence on the organization: buyers, suppliers, shareholders, creditors, authorities, leaders of political and other organizations, owners of large businesses, local society, etc.

In table. 1.1 represents the interests of various groups in the activities of a food production company.

Table 1.1

Interests of various groups in the company's activities

Due to the diversity of these interests, the management of companies faces the difficult task of trying to satisfy each of the interest groups, while taking into account the interests of the organization. Conflicting demands from various groups interested in the results of the organization often lead to the need for managers to make ethically complex decisions that may be contrary to the principles and norms of organizational culture.

Organizations pay great attention to the culture of interaction with the external environment. This is due to the company's interest in using emerging opportunities, creating and maintaining a favorable image, maintaining prestige in public opinion and authorities. Taking into account the requirements and wishes of consumers, business partners, state and local authorities, the behavior of competitors determine most of the norms of behavior and principles in the company's business culture.

Organizational culture evolves with the organization. The process of development of organizational culture includes its formation, maintenance and change. Formation of organizational culture associated with finding ways to work together and coexistence, establishing a certain type of relationship between members of the organization, as well as with the external environment. This stage includes:

• diagnostics of the existing culture;
• value formation;
• setting standards of conduct;
• formation of traditions, rituals;
• establishing a communication system;
• development of a motivation system;
• development of symbols, design.

Maintaining organizational culture at the required level requires strong leadership, it largely depends on the efforts and actions of leaders. Maintaining culture includes:

• selection of new employees according to certain criteria;
• socialization of new employees;
• development of internal documents that fix values ​​and norms of behavior (code of conduct, company credo, etc.);
• strengthening established values ​​and rules through education, training, reminder, repetition;
• motivation of employees to consolidate corporate values ​​and norms of behavior;
• strengthening traditions, creating company history, honoring veterans, etc.

Socialization is a process of adaptation of the individual to the organizational environment. This process is often accompanied by problems, difficulties, misunderstandings, opposition and even conflicts. The main reason for this behavior is the discrepancy between the expectations and ideas of a person about the organization, on the one hand, and the organization's expectations regarding the individual, on the other.

Both the organization and the person himself are interested in the process of adaptation and inclusion in the organizational environment as quickly and less painfully as possible. The main stages of the socialization process are shown in fig. 1.4.

Rice. 1.5.

Rice. 1.4.

Acquaintance with organizational culture involves familiarity with the history of the organization, its founders, people who have made a significant contribution to its work. A new employee should have an idea of ​​the mission and the main goals of the organization, what are the values, principles, rules, norms, standards of conduct. He must know what reputation the company enjoys, what its image is and what the company and its employees are doing to maintain it.

Taking office is associated with the need to introduce a new employee to the duties, functions, tasks that he must perform, introduce him to colleagues, introduce him to the workplace, working conditions, etc.

Often the socialization of workers requires training. On fig. 1.5 presents training methods that can be used in an organization to adapt employees.

To maintain the corporate culture, formal documents are developed that fix values, norms, rules of conduct, responsibility and other important aspects of organizational culture. They may have different names, differ in content, volume, etc. Most often, companies develop:

• – corporate governance code;
• – code of corporate conduct;
• - social code;
• - code of honor;
• - the creed of the company.

In the code of corporate conduct, along with the mission of the company, areas of activity, it is necessary to reflect the basic values ​​and rules of conduct, which include the relationship of employees with customers and partners. It is necessary to develop rules of conduct for company employees, requirements for their appearance and other internal regulations that reflect the company's basic values ​​in relation to customers (respect, mutually beneficial cooperation, readiness to satisfy their needs and requests in the best possible way, etc.). The motivation system should take into account the extent to which the company's employees comply with corporate standards of conduct.

The development of an organization is impossible without changing its culture. Changing organizational culture a very difficult and often painful process, as it affects relationships that have been formed over a long period, established norms of behavior. Experience shows that such a change requires strong leadership and time, and its implementation is one of the most difficult tasks in the field of organization of work in an institution. Organizational culture change includes:

• definition of new landmarks and values;
• establishment of new rules, norms of behavior, system of relationships;
• change in motivation;
• employee training.

There are a number of classifications of types or models of organizational culture. Widely known is the classification of K. Cameron and R. Quinn, who distinguish four types of culture: clan, adhocracy, bureaucratic and market.

clan culture. An organization is like a big family where people have a lot in common. Managers seek to help their employees, to assist them. Group activity, involvement and active participation in the work of each person are encouraged. People stick together thanks to common views, cohesion, mutual trust, devotion to the organization. The success of an organization is associated with the development of personnel, care for people, employee loyalty.

adhocracy culture. A dynamic, entrepreneurial organization where leaders are innovators who are willing to take risks. The organization encourages personal initiative, the freedom of action of its employees, innovation, the search for new ideas, and the willingness to take risks. In the long term, the organization focuses on finding new resources and new opportunities. The key to success is to be a leader in the production of unique and new products (services).

bureaucratic culture. A formalized and structured organization where rules and procedures matter a lot. Leaders are rational organizers and coordinators whose efforts are aimed at ensuring the stability and effective operation of the organization. The work of employees is determined by formal procedures, the performance of work is strictly controlled. Key success factors are supply security and low costs.

market culture. The organization is focused on obtaining results, so setting and achieving goals is the main thing. Leaders are business people, they are demanding, unshakable, and pursue an aggressive policy. Employees are goal-oriented and compete with each other. The organization is held together by the desire to win. Reputation and success are a common concern. Strategy is associated with competitive actions to achieve set goals. The priorities are to increase market share, outperform competitors, and lead the market.

The classification of organizational culture by areas of activity, which was developed by T. Deal and A. Kennedy, is also widely known. They defined four types of corporate culture depending on the degree of risk and the speed of obtaining results (Table 1.2).

"Cool guy"- a type of organizational culture that is typical for companies engaged in high technology, as it is associated with a very high degree of risk and the need to quickly obtain results.

"Work Hard"- organizational culture common in sales organizations, where low-risk decisions are made, aimed at getting quick results.

"Bet on your company"- a type of company culture where decision-making is associated with large investments, as, for example, in the oil industry, and therefore with a high degree of risk. It takes a long time to get results.

"Process" as a type of corporate culture is traditionally common in government, state, municipal organizations, since the main focus in decision-making is on procedures and processes. These organizations are characterized by a slow pace of results and a low degree of risk.

Table 1.2

Characteristics of organizational cultures (T. Deal, A. Kennedy)

In the last two decades, the influence of culture has increased so much that new types of organizations began to be distinguished depending on the type of their culture: entrepreneurial organization, learning organization, intellectual organization. An entrepreneurial organization is based on an entrepreneurial culture, and an intellectual and learning organization is based on a culture of knowledge.

Entrepreneurial culture. According to Peter Drucker, "entrepreneurship is more a type of behavior than a personality characteristic." It should be noted that despite more than 200 years of history, there is still no unity of views on the concepts of "entrepreneurship" and "entrepreneur". Among the existing approaches, two main ones can be distinguished. The first, traditional, links entrepreneurship with business. It is based on the fact that the word "entrepreneur" comes from the French verb intreprendre, which means to undertake, undertake, undertake, attempt. Therefore, entrepreneurship is understood as the creation of a new business, most often a small one. An entrepreneur is a person who creates his own business and manages it in the early stages of the organization's existence or at the stages of its transformation and development.

Later these views changed. A new non-traditional approach, which began to take shape in the 1980s, is broader than the traditional understanding of entrepreneurship.

Entrepreneurship has come to be seen as a way of thinking, a style of behavior, a way of acting. Entrepreneurship in such a broad sense extends not only to business, but also to other areas of activity, such as education, science, culture, healthcare, etc. Entrepreneurial can be any organization, both commercial and non-commercial - universities, public organizations, government agencies, state and municipal authorities, etc. It can be a newly created and already existing organization of any size - small, medium, large.

Over the past 20–30 years, large foreign business companies, such as IBM, Jonson & Jonson, Microsoft, etc., have gone from traditional entrepreneurship (entrepreneurship) to domestic entrepreneurship (intrapreneurship) and, finally, to the creation of entrepreneurial organizations.

The main feature of an entrepreneurial organization is the corporate culture. which determines the type of its behavior, values, rules, leadership style, motivation and other actions carried out to support entrepreneurship.

The basis of an entrepreneurial organization is the entrepreneurial process from the identification of opportunities to their implementation, which must be carried out at all levels of the hierarchy. Everything else: strategies, organizational structures, resources, decisions, etc. are constantly changing, as they serve to support the entrepreneurial process.

The characteristic features of an entrepreneurial organization are: the search for new opportunities, flexibility, adaptability, the ability to continuously change and update, focus on innovation.

The main thing that distinguishes an entrepreneurial organization – it is a search for new opportunities. Opportunities come and go, lead to other opportunities, and the process repeats. Therefore, an entrepreneurial organization must constantly respond, change and adapt, be more flexible and mobile than others in order to have time to implement them.

This is reminiscent of the self-adaptation of biological systems. The entrepreneurial process is constantly recreated, spread throughout the organization, repeating itself as if automatically. This is possible only on the condition that entrepreneurial thinking becomes the basis for managing the organization, and entrepreneurship becomes the management philosophy. This self-adaptation distinguishes an entrepreneurial organization from other types of organizations and allows it to function effectively in a rapidly changing and uncertain business environment for a long time. The organizational structure of an entrepreneurial organization should be flexible, with a small number of hierarchical levels, decentralization, and a low degree of formalization.

The management philosophy of an entrepreneurial organization is less management, more entrepreneurship. In an entrepreneurial organization, managers consider every person, no matter what position they occupy, as an entrepreneur. This means that everyone should be aware of and share the goals of the organization, have the right to independently make decisions, manage the necessary resources and information. This approach requires a fundamental change in the thinking of all employees and especially managers.

In a business organization a new type of manager is emerging – manager-entrepreneur instead of manager-administrator. The enterprising manager actively seeks opportunities and deliberately takes risks to achieve change. Entrepreneurship is required at every level if the organization as a whole is to operate as an entrepreneur. The organization is seen as a community of entrepreneurs. People working in an entrepreneurial organization should feel like members of the entrepreneurial community, feel a sense of belonging. For this, various forms of cooperation are encouraged, various kinds of intra-organizational associations are supported, for example, small groups. Their successful use in Apple, well-known on the personal computer market, prompted IBM to create its own version of small teams (autonomous labor teams).

In order not to miss opportunities, decisions should be made as soon as they are identified. This usually happens at the lower or middle levels of management. Therefore, it is here that the right to make decisions and responsibility for their implementation is transferred in business organizations. Senior leaders contribute decentralization decisions, support managers who contribute to it, give preference to people who show initiative and independence, providing them with access to resources and information.

People, not formal procedures, determine the success of an entrepreneurial organization, so decision making is often according to informal rules. Professional knowledge and personal contacts within the organization are of great importance. Decisions are often based on intuition rather than rational calculation and involve risk.

An entrepreneurial organization is characterized by an atmosphere of independence and creativity, encouragement of initiative, innovation, entrepreneurship. Among the companies that pay special attention to the formation of such a culture are Hewlett-Packard, IBM, 3M. "We are interested in the independence of the employees' judgments and their entrepreneurial spirit. This is not one of the approaches to business, but the most important, the only one," say the leaders of the ZM company.

An important role is played by the leader - the entrepreneur, who leads the organization, taking an active position. His inspirational leadership aims to develop creativity in the people working in the organization. The leader of an entrepreneurial organization must have the ability not only to see things from a new, unconventional point of view, but also to make sure that others see them from this side. He needs to be able to recognize perspective and opportunity where others see chaos and contradiction. It is important for him to find, distribute and control resources, often owned by others.

Relationships between people are built on trust and respect. Entrepreneurship is always associated with risk, and therefore with mistakes and failures. Therefore, in entrepreneurial organizations, trust and respect for people must be supported by a tolerance for failure. Failure should not threaten "membership" in the organization. The control system must also maintain a high degree of trust in employees.

The search for new opportunities, which is at the heart of the entrepreneurial organization, requires self-management. Its essence is not in the development of traditional forms of participation in management, but in the transfer of entrepreneurial powers, granting each employee the right to independently make and implement decisions within their competence. Management control is limited and focused on outcomes. Preference is given to self-discipline and self-control.

In order to identify new opportunities, it is necessary to have timely and relevant information. The development of self-management means the possibility of obtaining it and intensive exchange between all employees, access to the necessary information, effective communications between top management and other members of the organization.

To this end, Microsoft, the world leader in the development of software products, created and began to successfully use an e-mail system within the organization, through which any employee could directly contact the head of the corporation, Bill Gates.

Since decisions are often made at the level at which they are implemented, self-management involves not only the movement of information, but also the movement of resources within the organization, providing employees with them for independent use.

Culture of knowledge. The culture of knowledge is a certain corporate philosophy, which includes the basic principles and values ​​of the company, corresponding to the strategic goals, priorities, knowledge management strategy, which is guided in their activities and shared by all employees of the company. It should ensure the creation of such an atmosphere and environment for the employees of the company that contributes to the involvement in the process of systematic accumulation, wide dissemination and regular exchange of knowledge of all employees of the company. The culture of knowledge, its basic values, methods of motivation are discussed in detail in Chap. 5.

Organizational culture- these are norms and values ​​that are shared by the absolute majority of members of an organization or enterprise, as well as their external manifestations (organizational behavior).

Main functions:

• internal integration (gives an idea to all members of the structure about the form of their interaction with each other);
• external adaptation (adapts the organization to the external environment).

The process of forming an organizational culture is an attempt to constructively influence the behavior of staff. Being engaged in the formation of certain attitudes, value systems among employees within the framework of certain organizational structure it is possible to stimulate, plan and predict the desired behavior, but at the same time, the corporate culture of the organization, which has already developed, should be taken into account. Often, managers, trying to form the philosophy of their organization, declaring progressive norms and values, even investing some money in this, do not get the desired results. This is partly due to the fact that real-life values ​​and norms come into conflict with the implemented organizational norms. Therefore, they are rejected by the majority of the collective.

Elements of organizational culture

• Behavioral stereotypes (slang, common language used by members of the organization; traditions and customs observed by them; rituals performed on certain occasions).
• Group norms (models and standards that regulate the behavior of members of the organization).
• Proclaimed values ​​(well-known and declared values ​​and principles in the organization that the organization adheres to and implements. For example, “product quality”.).
• Philosophy of the organization (general ideological and even, possibly, political principles that determine the actions of the organization in relation to employees, customers, intermediaries).
• Rules of the game (rules of behavior for employees at work; restrictions and traditions necessary for assimilation by all new members of the team).
• Organizational climate (“spirit of the organization”, which is determined by the composition of the team and the characteristic way of interaction between its members, as well as with clients and other persons, quality mugs).
• Existing practical experience (techniques and methods that are used by team members to achieve specified goals; the ability to perform certain actions in certain situations that are passed down in the team from generation to generation and which do not require indispensable written fixation).

Types of organizational cultures

The most popular typology was created by K. Cameron and R. Quinn. It is based on four groups of criteria that define the core values ​​of the organization:

• discretion and flexibility;
• control and stability;
• integration and internal focus;
• differentiation and external focus.

clan organizational culture. It implies a very friendly team, where its members have a lot in common. The divisions of the organization resemble large families. The leaders of the organization are perceived by its members as educators. The organization is inseparable thanks to tradition and devotion; inside, great importance is attached to the moral climate and team cohesion. Success in operations is defined as caring for people and a good feeling for consumers. With this type of organizational culture, teamwork and agreement are encouraged.

Adhocracy organizational culture. Implies active entrepreneurial and creative work. To achieve common success, employees are willing to take risks and make personal sacrifices. The leaders of such an organization are considered innovators and risk-takers. The binding element of the organization is a commitment to innovation and experimentation. The obligation to work at the front lines is emphasized. In the long run, the organization focuses on acquiring new resources and growing. Success is the production of unique products or the provision of new services. At the same time, leadership in the market of services or products is important. The organization encourages creativity, freedom and personal initiative.

Hierarchical organizational culture. This type of organizational culture takes place in formalized and structured organizations. Procedures govern all activities of employees. Leaders are rational organizers and coordinators. The organization values ​​maintaining the main course of its activities. The unifying fact in it is official policy and formal rules.

Market organizational culture. This type is dominant in organizations that are focused on achieving results. The main task is to fulfill the intended goals. Employees of such an organization are always purposeful and constantly compete with each other. Leaders are tough competitors and tough administrators. They are always demanding and unwavering. The organization is united by the goal of always winning, for it success and reputation are the main values.

Organizational culture is the basis of the vital potential of the organization. Features of relations between people, stable norms and principles of life and activities of the organization, patterns of positive and negative behavior, and much more that relates to values ​​and norms are important for effective management. If we can say that an organization has a "soul", then this soul is the organizational culture.

People are the carriers of organizational culture. However, in organizations with a well-established organizational culture, it seems to be separated from people and becomes a factor in the organization, a part of it that has an active influence on the members of the organization, modifying their behavior in accordance with the norms and values ​​that form its basis.

Since organizational culture does not have a pronounced manifestation, its study has a certain specificity. It plays a very important role in the life of the organization and should be the subject of close attention from the management.

In modern literature, there are quite a few definitions of organizational culture. Organizational culture is often interpreted as the philosophy and ideology of management accepted by most of the organization,value orientations, beliefs, expectations, dispositions and norms underlying relationships and interactions both within and outside the organization.

Organizational culture is a set of the most important assumptions accepted by the members of the organization and expressed in the values ​​declared by the organization that give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through the "symbolic" means of the spiritual and material intraorganizational environment.

When studying the experience of leading organizations, the following can be distinguished the main features of a developed organizational culture , which form a certain set of main goals facing them:

the mission of the organization (general philosophy and policy”;

basic goals of the organization;

Code of Conduct.

These three mandatory elements of organizational culture in different organizations can be presented in different ways.

In the general organizational culture, subjective organizational culture and objective organizational culture are distinguished.

Subjective organizational culture comes from the patterns of assumptions, beliefs and expectations shared by employees, as well as from the group perception of the organizational environment with its values, norms and roles that exist outside the individual. This includes a number of elements of "symbolism", especially its "spiritual" part: heroes of the organization, myths, stories about the organization and its leaders, organizational taboos, rites and rituals, perception of the language of communication and slogans.

Subjective organizational culture serves as the basis for the formation management culture, those. leadership styles and problem solving by leaders, their behavior in general. This creates a distinction between seemingly similar organizational cultures.

Objective organizational culture usually associated with the physical environment created by the organization: the building itself and its design, location, equipment and furniture, colors and amount of space, amenities, cafeteria, reception rooms, parking lots and cars themselves. All this to some extent reflects the values ​​that this organization adheres to.

Although both aspects of organizational culture are important, however, the subjective aspect creates more opportunities for finding both similarities and differences between people and between organizations.

There are many approaches to identifying various attributes that characterize and identify a particular culture, both at the macro and micro levels. So, F. Harris and R. Moran (1991) suggest consider a specific organizational culture based on tencharacteristics :

awareness of oneself and one's place in the organization (some cultures value the concealment of their internal moods by the worker, others encourage their external manifestation; in some cases, independence and creativity is manifested through cooperation, and in others - through individualism);

communication system and language of communication (the use of oral, written, non-verbal communication varies from group to group, from organization to organization; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations);

appearance, dress and presentation of oneself at work those(a variety of uniforms and overalls, business styles, neatness, cosmetics, hairstyle, etc. confirm the presence of many microcultures);

what and how people eat, habits and traditions in this lasty(organization of meals for employees, including the presence or absence of such places in the enterprise; people bring food with them or visit the cafeteria inside or outside the organization; food subsidy; frequency and duration of meals; whether employees of different levels eat together or separately, etc.);

awareness of time, attitude to it and its use (the degree of accuracy and relativity of time among employees; compliance with the time schedule and encouragement for it; monochronic or polychronic use of time);

relationships between people (by age and gender, status and power, wisdom and intelligence, experience and knowledge, rank and protocol, religion and citizenship, etc.; the degree of formalization of relationships, support received, ways to resolve conflicts);

values (as a set of guidelines in what is Good and such poorly) and norms (as a set of assumptions and expectations regarding a certain type of behavior) - what people value in their organizational life (their position, titles or work itself, etc.) and how these values ​​are maintained;

belief in something and attitude or disposition towards something (belief in leadership, success, in one's own strength, in mutual assistance, in ethical behavior, in justice, etc.; attitude towards colleagues, clients and competitors, towards evil and violence, aggression, etc.; the influence of religion and morality );

work ethic and motivation (attitude towards work and responsibility at work; division and substitution of work; cleanliness of the workplace; quality of work; work habits; work evaluation and remuneration; man-machine relationships; individual or group work; promotion at work). The above characteristics of organizational culture, taken together, reflect and give meaning to the concept of organizational culture.

The formation of organizational culture, its content and its individual parameters are influenced by a number of factors of the external and internal environment. The internal environment of an organization is that part of the external environment that is within the organization. It has a permanent and most direct impact on the functioning of the organization. The internal environment, as it were, is completely permeated with organizational culture

At all stages of the development of an organization, the managerial culture of its leader (his personal faith, values ​​and style) can largely determine the culture of the organization.(Table 1.1).

Table 1.1

Two approaches to the formation of organizational culture by leaders

To a very large extent, the leader's influence on the formation of culture is manifested if he is a strong (pronounced managerial culture) personality.

Leadership - an important component of leadership, that is, the ability to influence people, encourage them to act to achieve the goal. Being a manager does not mean automatic leadership. In a scientific department, often the leader is an employee proposing new ideas and concepts, and the leader deals mainly with organizational issues. The task of the leader is to become not a formal, but a true leader. This increases the informal organizational qualities of the unit, the efficiency of its work. The most successful combination: the leader is both a leader and a good manager.

A manager has a number of professional requirements. . Among them:

conceptuality (he must know the activities of his unit as a whole, have the skills of strategic planning);

full awareness (he must know the capabilities of his unit, higher and lower bodies, related organizations, as well as the level of professionalism and business qualities of his employees);

analyticity (the ability to diagnose a problem and apply various methods of analysis to solve it);

perseverance and methodicalness in achieving the goal;

efficiency;

the ability to clearly state and convey their ideas;

sociability (the ability to properly build relationships within the organization and beyond);

a certain level of knowledge not only in their profession, but also in related issues.

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