Structure and properties of organizational culture. Place and role of the organization in management

Federal Agency for Education

Perm State Technical University

Department of Management and Marketing

Test

in organizational behavior

on the topic: Characteristics of organizational culture

Completed by a student

Faculty of Humanities

Correspondence department

Speciality:

Organisation management

Checked by teacher:

Introduction 4

Enterprise profile 5

Basic parameters of organizational culture 8

Development of organizational culture 9

The management conducts the development of the organizational culture of "Practical Magic" through the training of employees, as well as motivating their activities, mainly this is material incentives. 9

Employees acquire knowledge, skills and abilities at seminars and trainings conducted by representatives of supplier companies. At these seminars, the level of knowledge on the assortment range, the specifics of the production of goods, and quality characteristics is increased. 9

Trainings are regularly held on sales techniques, pre-sale preparation of goods, and goods display techniques. 9

The employee expects from the organization a decent salary, career growth, understanding and cooperation, as well as good conditions there. In the entire network "Practical Magic" there are such contests as: "Best Department", "Best Seller", "Halloween". The winners of these competitions receive prizes. There are also such benefits in the organization as maternity leave, paid sick leave, paid regular leave. 9

Proposals to improve the performance of staff. fourteen

The organization expects the individual to perform as: 14

Conclusion 16

List of sources used 17

Introduction

Man is the subject of culture; in his activities, deeds, thoughts, experiences, he relies on universal, spiritual and moral attitudes; culture, as ontological roots that nourish and nurture a personality, providing a person with models and means for solving personal problems.

The bearers of organizational culture are its employees. However, in organizations with a well-established organizational culture, it seems to be separated from people and become an attribute of the organization, a part of it that has an active impact on the members of the organization, modifying their behavior in accordance with the norms and values ​​that form its basis.

Organizational culture is often interpreted as the philosophy and ideology of management accepted by most of the organization, assumptions, value orientations, beliefs, expectations, dispositions and norms that underlie relationships and interactions both within the organization and outside it.

To characterize the organizational culture of the selected enterprise, it is necessary to analyze the following points:

Provide a brief description of the organization.

Describe the main parameters of the organizational culture at the enterprise and determine their impact on labor behavior.

To characterize the actions of management in the development of organizational culture.

Submit proposals aimed at improving staff performance.

Enterprise characteristics

"Practical Magic - a network of perfume supermarkets" PE Koshlyak department of the Central Department Store, is a store from trading network self-service "Practical Magic", which includes 33 departments in the city of Perm and 6 stores in other cities of the region.

The main activity of the network is the sale of household chemicals, cosmetics, perfumes. The work schedule of the department is 11 hours, which determines the shift work schedule (two shifts of 10 hours each). A self-service store is distinguished by the possibility of choice for the buyer, that is, the task of the employees of such a store is to provide goods that meet the requirements of the buyer. An organization (department) has a linear management structure, in which the head of a particular department, who directly manages all employees, has full power. If we take into account the management style, then the directive style is preferable, in which decisions are made by the leader individually. With such management, administrative methods of influence prevail, based on formal, traditional means of stimulating and motivating the work of workers: a system of bonuses, encouragement, fines, and punishments. The department has 25 employees. The structure of employees includes: sellers - consultants, sellers - cashiers, department head, shift supervisor, PC operators. The work schedule for sales assistants, sales assistants, cashiers, PC operators is sliding - 4 through 2. The work schedule of the senior department is Tuesday-Saturday, Sunday, Monday - day off; senior shift - Sunday - Thursday, Friday, Saturday - day off; shift schedule is rolling.

If we take into account the age and sex composition of employees, then the predominant sex is female, and the age ranges from 18 to 25 years. The education of the majority of workers is not higher than secondary vocational, there are those who have only a secondary education, some workers have higher education, but not related to trade, mainly - these are students of the correspondence department.

In the organization, the promotion system is presented in the form of categories, starting with 3 and ending with 1 category. Differing from each other in the amount of salary, a measure of independence in decision-making, responsibility.

There is a high degree of uncertainty in an organization. Often an employee does not even know the goals of his organization, which he strives to achieve, not to mention the mission of the organization. Although each employee is given a job description, for the observance of which they sign in a special journal. The job description of the seller presents a list of duties for the performance of work, and this list characterizes in detail the entire essence of the employee's activities. The rights of the employee and the organization are also fixed. Control over the observance of duties is carried out directly by the senior department, as well as the senior shift. If earlier the lunch break was not regulated, then recently employees have already signed for familiarization with the new job description, which clearly allocates time for lunch and rest.

The normative documents in the field of personnel management also include the provision on bonuses to employees - this is also an innovation, if earlier the salary consisted of an official salary, as well as an incentive allowance, which depend on the category of the employee, now a bonus of 12% of the amount has been added to this official salary. The accrual of the bonus depends on the quality of work of each employee. The quality and proper performance of labor duties is monitored by the senior shift, which at the end of each working week fills out an evaluation sheet for each employee, it reflects the comments on the work of the employee. If the work of an employee does not satisfy the manager, he has the right to reduce the amount of the bonus or deprive it altogether. At the same time, the employee is not informed about this in advance, but finds out only when receiving a salary. This evaluation sheet plays an important role in the appraisal of employees.

There is practically no staff stability in the organization due to high staff turnover. Due to high staff turnover, the recruitment and selection program has also changed. When hiring, only the age of the employee is taken into account, therefore, there is practically no selection, but only attraction and hiring.

Basic parameters of organizational culture

Organizational culture includes many characteristics, but the main parameters of culture are:

External attributes of the organization (style of clothes of employees, form of their behavior, etc.) i.e. what is noticeable to the buyer;

The internal environment of the organization (various training of employees, their life within the organization: relationships, foundations of employees, communications), i.e. what motivates them to work in this organization;

Development of employees, their training and motivation.

In general, organizational culture Practical Magic” can be attributed to the bureaucratic type. The organization is directed by a strong leadership, it determines the leaders and directions of activity, the desires and interests of individual employees are subordinated to the interests of the organization.

Without receiving any incentives and compensation from the organization, the employee loses motives for performing his job duties. Being in bad relations with the team, and nothing happens on both sides, the employee loses his place in it, and then his place in the organization. Not satisfying their personal needs (career growth, confidence in tomorrow etc.) a person also loses the motives for work, and moreover, he begins to look for a better job.

Development of organizational culture

The management conducts the development of the organizational culture of "Practical Magic" through the training of employees, as well as motivating their activities, mainly this is material incentives.

Employees acquire knowledge, skills and abilities at seminars and trainings conducted by representatives of supplier companies. At these seminars, the level of knowledge on the assortment range, the specifics of the production of goods, and quality characteristics is increased.

Trainings are regularly held on sales techniques, pre-sale preparation of goods, and goods display techniques.

The employee expects from the organization a decent salary, career growth, understanding and cooperation, as well as good conditions there. In the entire network "Practical Magic" there are such contests as: "Best Department", "Best Seller", "Halloween". The winners of these competitions receive prizes. There are also such benefits in the organization as maternity leave, paid sick leave, paid regular leave.

At the enterprise, material incentives occur through:

salary, promotion

bonuses (for personal achievements, for overfulfillment of the plan);

sale of goods to their employees at a discount, the provision of goods "under the salary";

double pay for work on public holidays.

The employee receives wages according to his category, so if during the certification the employee's category increases (certification takes place every six months), then his productivity increases.

In the department, the level of bonus depends on the results of activities for the past planning period. Therefore, if the department does not exceed the plan, then employees receive the usual bonus of 12% (for personal achievements). When overfulfilling the plan, employees receive another bonus to 12% "for overfulfilling the plan." Of course, it will be unprofitable for the network to pay a bonus if the plan was not overfulfilled, so employees are interested in overfulfillment, although this only happens at the expense of new employees who are not yet “morally tired” of this work. But if, nevertheless, it was not possible to exceed the plan, then employees will not receive bonuses and labor productivity will decrease. As a result, incentives stop working.

The organization under study uses a five-point rating method for assessing personnel. Certification takes place every six months, certification is announced one week before the first stage. At the first stage, senior departments provide the head of the personnel department with evaluation sheets completed for each employee. Such a sheet contains all the negative aspects of the employee’s work: being late for work, absenteeism, smoking at the wrong time, poor performance of labor duties (goods not displayed, expired goods, no price tags for goods, etc.), rudeness, aggression in communication with customers, colleagues . The head of the personnel department, using the data received, his own observations, as well as the data of "mystery" buyers, puts down points on the rating scale. The rating scale uses 5 performance indicators of an employee: appearance, discipline, attitude towards customers, colleagues, speed of work, quality of work. At the second stage, testing is carried out for knowledge of the characteristics of the assortment range, knowledge of cash discipline.

The next stage is an interview, which is conducted by a commission consisting of the manager of the head of the personnel department and the head of the development department with each employee. During the interview, the positive and negative aspects of the employee's work are revealed. The conversation is advisory in nature, career options for the employee are determined, the tasks, the achievement of which will contribute to the increase in the category of the employee.

At almost every stage of the certification process, there are weaknesses that have an undesirable impact on the results of the assessment.

First, there is a high degree of subjectivity. Even if the most experienced and impartial person evaluates employees, one should not forget that he is a person, not a machine, and he has his own preferences and his own understanding of good and bad. In this case, it is necessary to minimize subjectivism to an acceptable level, the value of which in lesser degree can influence the result. Subjectivism is also manifested in the assessment by the head of the personnel department, he mainly focuses on the information received from the evaluation sheet, his direct observations are spontaneous, as a rule, each department is bypassed once a week. In addition, an authoritarian management style implies an attitude towards employees at a level from bad to average, but there are exceptions, these are the so-called "favorites" who enjoy additional privileges and never fear for the results of certification. Becoming "good" for a leader with an authoritarian leadership style is very difficult, but some achieve this, and in different ways. The concept of a good employee in this situation does not mean that he really is, often it is only an appearance, but in fact it can be a very lazy and dependent worker.

Secondly, an insufficient amount of necessary information is used to evaluate the personnel. So the score sheet reflects only the facts of poor-quality performance of work, indiscipline. And the positive aspects, for example, the employee during the entire working week acted as a mentor to a new employee, or went to work on his day off, are not taken into account. This greatly affects the motivation of employees. Realizing that his activity is not evaluated in any way, he refuses this type of behavior in the future, believing that additional physical costs will not lead to anything good.

Thirdly, when assessing, an insufficient number of indicators are used, as a rule, about 10 indicators are basic for each position. Reducing their number reduces the time spent, but also reduces such an assessment indicator as comprehensiveness.

Fourthly, there are often situations in which, as a result of the assessment, one employee who worked for no more than three months was upgraded, and another employee who worked for a year in this organization was left at the same level. In this case, the second employee expresses dissatisfaction with this situation, which can result in both intrapersonal and interpersonal conflicts. In such a situation, the head of the personnel department just needs to explain the reasons for his decision, to determine the main points in the work that the evaluating employee is dissatisfied with. Such situations are very common, and basically determine the decrease in the efficiency of the organization as a whole.

Summing up this section, we can say that the existing methodology for assessing personnel with a high degree of subjectivity, when using the necessary information in insufficient volume, is one of the most important factors in reducing motivation and interest in the work of employees. Consequently, the labor potential of employees is not fully realized, they have pessimistic views on their career growth, which can lead the employee to make a decision to dismiss, interpersonal conflicts arise, which worsens the psychological climate of the team. The listed results affect the decrease in the efficiency of the organization as a whole, a high percentage of staff turnover, failure to achieve goals and solve problems.

Proposals to improve the performance of staff.

The organization expects the individual to perform as:

a specialist in a certain field with certain knowledge and qualifications;

a member of an organization that contributes to its successful functioning and development;

a person with certain personal and moral qualities;

a member of an organization who is able to maintain good relations with colleagues;

an employee striving to improve his performing abilities;

a person devoted to the organization and able to defend its interests;

performer of a certain work, ready to carry it out with due dedication and at the proper quality level;

a member of the organization who is able to take a certain place within the organization and is ready to take on the corresponding obligations and responsibilities;

an employee who follows the standards of conduct adopted in the organization, the routine and orders of the management.

The combination of an organization's expectations in relation to a person, as well as the degree of significance for the organization of each individual expectation, may differ from organization to organization. Moreover, within the same organization, different combinations of expectations can develop in relation to individuals. Therefore, it is impossible to offer a single universal model of an organization's expectations in relation to a person, just as it is impossible to offer a similar universal model of a person's expectations in relation to an organization.

To build an effective system of material incentives at the enterprise, it is necessary to improve several factors of material incentives:

The level of employee bonuses should not depend on the results of the enterprise's activities for the past planning period;

The employee should be stimulated only for the work that he performs.

Since people work in stores for 10 hours, and in some stores where departments are located, or these are separate points, there are no catering places, the organization could introduce the delivery of hot meals or equip kitchenettes. Of course, this will increase the material costs of the enterprise, but for such a manifestation of attention, employees would speak very well of the organization.

Today, many managers use a creative approach to stimulating staff, introduce various bonuses that are not related to wages.

Any person wants to be recognized as the best, to be noticed by the authorities, everyone strives for this. Therefore, social competitions can be introduced. The department that has achieved the maximum revenue for the quarter, of course, these will not be individual awards, but for the entire department, will receive valuable gifts. With the help of these competitions, the company will significantly increase sales, competitiveness and team spirit.

Conclusion

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

When interacting with an organization, a person is interested in various aspects of this interaction, relating to what he should sacrifice for the interests of the organization, what, when and to what extent he should do in the organization, in what conditions to function in the organization, with whom and for how long to interact what the organization will give him, etc. From this and a number of other factors depends on the satisfaction of a person with interaction with the organization, his attitude to the organization and his contribution to the activities of the organization.

culture 9 1.3. Structure organizational culture 12 1.4. Content organizational culture 14 Chapter 2. Corporate culture INVESTSBERBANK (JSC) 2.1. General characteristic enterprises ...

Organizational culture enterprises (4)

Abstract >> Management

In a broad sense, the term "managerial culture" used for characteristics organizational-technical conditions and management traditions ... what we combine in the concept of " organizational culture enterprises". 3 The informal system also has...

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, affecting the efficiency 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 played by organizational culture 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 the rules and regulations for doing business, business ethics, Business Etiquette, 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 things being equal working conditions is often accompanied by an increase in employee productivity by 15–25%. Many companies with a weak and controversial culture are ineffective in the marketplace and lose out in 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 company in the long-term strategic plan can be provided by distinctive features her 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 cultural characteristics that distinguish it from other organizations because it is the result of interaction unique people- company employees. 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.

Strong culture can be a valuable strategic resource of the organization related to the competitiveness of the company, 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 company philosophy includes values ​​that determine the behavior of its employees, attitude to work, influence 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 code. corporate governance, code of corporate conduct, 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 the fulfillment of a company's mission, strategy, goals and objectives. 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. 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 the stage at which life cycle the organization is located, etc. The internal factors influencing the 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.

Based on the mission formulated in in general terms, a strategy is developed and the goals of the organization are determined, which reflect a variety of 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 certain type 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. It 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 styles guides form special character 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, language of communication, 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 increase 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. Defining financial opportunities companies have an impact on 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 related to climatic conditions, reserves of natural resources, environmental situation. Natural disasters, climate change, ozone holes, increased solar activity, limited natural resources, pollution environment and other global issues have an increasingly significant impact on the activities of the organization. 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 represented interests various groups in a food production company.

Table 1.1

Interests of various groups in the company's activities

	Interests
Buyers	Production of high-quality, environmentally friendly products at affordable prices
Suppliers	Maintaining ties with the company for a long period, as well as settlements with it at prices that provide sufficient income
Society	Safe for the environment, nature and people production of goods at the lowest prices, increase in jobs, charity
Employees	Ensuring good working conditions, fair wages and promotion opportunities
Managers	Increase in market share, production capacity, labor productivity
Lenders	Maintaining a sustainable financial position companies and payment of debts on time
Distributors	Maintaining ties with the company for a long time and selling goods to them at prices that provide sufficient income
Shareholders	Maximum return on their investment

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's work 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, government and local authorities authorities, the behavior of competitors determine most of the norms of behavior and principles in the business culture of the company.

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 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 internal documents that reinforce 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 organizational environment passed as quickly and as painlessly 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 on a position 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 others. important aspects 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 must be reflected core values and rules of conduct, which include employee relationships 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"- the type of company culture where decision-making is associated with large investments, as, for example, in oil industry and hence 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)

Options	"Cool guy"	"Work Hard"	"We bet on our company"	"Process"
Degree of risk
The speed of getting results			slow	slow
Basic goals	High tech	Buyer	Long term investment
Qualities of employees	Riskiness, toughness	Ability to trade	Reliability, competence	Loyalty to the system
	Performing your own rituals	Sellers Contests	Business meetings	Reports, events
Strengths	The positive side of the risk, the speed of obtaining results	Mass production of goods	High quality inventions	High level of organization
Weak sides	Short term planning	Increasing quantity at the expense of quality	Slow process, low RPM	Failure to respond quickly to change
	Sphere of high technologies	Trade organizations	Mining and oil industry companies	Government, state, municipal organizations

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 own business and manages it at the first stages of the existence of the organization 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-profit - 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 internal 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 the well-known personal computer market Apple 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 in business organizations the right to make decisions and responsibility for their implementation is transferred. Leaders top level promote decentralization decisions, support managers who contribute to this, 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. Great importance at the same time they have professional knowledge and personal contacts within the organization. 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 an 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-government 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, which 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.

Dial T., Kennedy A. Corporate Cultures: The Rites and Rituals of Corporate Life. Addison-Wesley Publishing Company, 1998.

Organizational culture as a whole consists of several relatively independent parts - local subcultures that can concretize and develop a common organizational culture, can peacefully exist along with it, or can contradict it (the so-called countercultures).

Organizational culture has a specific structure, being a set of assumptions, values, beliefs, and symbols that helps people in an organization cope with their problems. So, E. Shein proposed to consider organizational culture at three levels.

Knowledge of organizational culture begins at the first, "superficial" or "symbolic" level, including such visible external facts as the technology and architecture used, the use of space and time, observable behavior, language, slogans, etc., or whatever what to feel and perceive through the known five senses of a person (see, hear, taste and smell, touch). At this level, things and phenomena are easy to detect, but they can not always be deciphered and interpreted in terms of organizational culture.

Those who try to understand organizational culture more deeply affect its second, "subsurface" level. At this level, the values ​​and beliefs shared by the members of the organization are examined in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desire of people. Researchers often limit themselves to this level, as the next level is almost insurmountable.

The third, "deep" level includes basic assumptions that are difficult to understand even for the members of the organization without special focus on this issue. These hidden and taken for granted assumptions guide people's behavior, helping them to perceive the attributes that characterize organizational culture.

According to which of these levels are studied, there is a division of organizational cultures into subjective and objective.

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.

Consider the elements of subjective organizational culture (Fig. 1).

Rice. one

organizational culture structure company

Organizational values ​​are the properties of certain material or spiritual objects, processes or phenomena that have emotional attractiveness for members of the organization. This allows them to serve as models, guidelines, a measure of behavior in general and in specific situations. Values ​​include goals, the nature of internal relationships, the orientation of people's behavior, compliance with laws and regulations, innovation, initiative, labor and professional ethics, methods of distribution of income.

Values ​​can be both positive and negative.

Positive values:

work can only be done perfectly;

truth is born in a dispute;

the interests of the consumer are above all;

the success of the company is my success;

work in the company is an opportunity for creativity and self-realization;

mutual assistance and support good relations with workmates;

not competition, but cooperation in working towards a common goal.

Negative values:

you can’t trust the authorities, you can only trust friends;

you are the boss - I'm a fool, I'm the boss - you're a fool;

don't lean out;

working well is not the most important thing in life;

buyers (clients) are random people, they only cause inconvenience;

you can't do all the work.

The next element of subjective culture is ritual. A ritual is a set of rituals (regularly repeated actions) that have a psychological impact on the members of an organization in order to strengthen loyalty to it (employees of many Japanese companies, for example, start the working day by singing hymns), strengthen cohesion, create psychological comfort, teach organizational values ​​and form the necessary convictions.

Rituals support ideological ideas, concretizing them. Rituals serve as a means of visual demonstration of value orientations.

The degree of formalization of rituals varies. The regular and informal chatter over beers on Friday nights exemplifies a very little formalized ritual; the annual general meeting of a corporation is an example of a well-organized and stylistically perfected ritual. Most official events of this kind are aimed at maintaining harmony and order; most informal rituals are aimed at maintaining relationships.

Good rituals reinforce the positive values ​​of the culture, bad or stupid rituals waste time and annoy people. Ritualization processes include Monday morning work meetings, annual debriefing meetings, job interview schemes, recruitment, safety committee activities, and so on. the occurrence of evil rituals.

The ceremony ties together a series of rituals. This is a special scheduled event held for the public. Managers arrange ceremonies in order to show vivid examples of the company's value criteria. For example, Quaker State Minit-Lube Inc. a competition followed by an awards ceremony. This highlights the importance of fast and quality customer service. The competition consists in the fact that all actions related to the replacement of automobile oil in the car must be completed within eight minutes. The award ceremony is of great interest. Competitors arrive in a luxurious white limousine, walk down the red carpet, greeted by cheers from the crowd and the music of a jazz band.

Ceremonies both strengthen the organization and create opportunities for fun and emotional release.

Myths are the explanation of past events, the cultural content of which can be very important. Myths are true and invented. This is not so important, since they do not have to be truthful. They sound true to those who want to believe them, but to others they may sound like a tall tale. In the center of the myth there is always some theme, set out in several short stories about people or events.

Myth gives a visual form to ideology.

Myths use important information. They clarify or hide paradoxes, mask contradictions, block further search for explanations, reconcile opposing forces, add drama to ordinary events, and stimulate an emotionally and rationally acceptable understanding of reality.

There are myths in connection with dangerous and harmful products (cigarettes, alcohol, weapons). Stories about how much good the companies that produce it do for society (supporting sports, funding medical research, operas, ballets, etc.) allow their employees to avoid remorse.

Legends are partly true stories about people or groups of people. Legends are partly based on facts and partly on a free and emotional interpretation of these facts.

Legends allow you to create an internal exclusive image of the company, define its face, recreate the history of the emergence and development of the company. These legends are told to new employees and keep the core values ​​of the organization alive.

R. Rüttinger makes the following division of all legends according to the main themes underlying them.

The boss is also human. This theme is revealed in the legends in which a member of the top leadership finds himself in an everyday situation along with a simple worker. If the boss overcomes the hierarchical distance by his behavior (for example, the first one starts a conversation), then he is further considered a normal person. Of course, the meaning of the boss's speech is also important. If the boss is impregnable (for example, does not respond to a greeting), then the employees still have doubts about his human qualities.

A simple employee becomes a member of senior management. These types of legends list the criteria on which promotion depends. It is emphasized how much promotion depends on the results of work and abilities, and how much on formal education and patronage.

Dismissal. A layoff is always a dramatic event. The most exciting legends can be told about him, focusing on the reasons and circumstances of the dismissal, which makes it possible to recognize the style of the enterprise.

The boss's reaction to mistakes. There are two usual endings: either the boss forgives or he doesn't. However, there is also an intermediate option: an employee is punished for a mistake, but, since his actions ultimately led to success, he is simultaneously encouraged.

Consequences of the disaster. This refers to any extraordinary circumstances, both caused by external forces (fire, war, etc.), and the mistakes of employees (failure of the sales plan, etc.). As a rule, such legends are very beautiful and heroic (for example, after the Second World War, everything had to be created anew).

Legends like "The boss is human" and "An ordinary employee becomes a member of senior management" reflect the disparity in status. In a society that promotes equality, the hierarchical structure of the enterprise leads to an unpleasant collision with inequality. Through such legends the conflict can be resolved; the boss is also a person, and his status was preceded by personal bestowal.

Legends such as "Firing" and "Chief's reaction to mistakes" reflect the individual insecurity caused by the ability of management members to change the life of both the individual and the organization as a whole. On the one hand, a sense of security is a prerequisite for the good work of many people. On the other hand, the organization must retain the right to compromise the safety of the individual if it is to survive as a whole. A happy ending means that the company takes into account the need of employees for safety and tries to satisfy it.

In the legends of the type "Consequences of the catastrophe" it turns out how prepared the enterprise is for the unexpected. Positive versions strengthen the belief that the enterprise is strong enough to cope with any difficulties and find a way out of the current situation.

Stories are important not only for the content of the implied values, but also in themselves, as carriers of the multiplier effect.

The stories tell about the "heroes" of the company, setting an example for successful work.

Customs (traditions) are forms of social regulation of the activities and relations of people, adopted from the past and transmitted by members of the organization from generation to generation without any changes.

Slogans (calls, slogans, slogans) briefly reflect the main tasks of the organization.

All Microsoft offices have the slogan "Think". Microsoft is interested in employees who are focused on intelligent ways to solve problems.

Anatoly Karachinsky, president of the IBS group of companies, believes that a successful manager must follow the motto: “It is said - done. And that's how it's been proven."

Today, its mission is often formulated in the form of a slogan.

Language. By learning the language, the newly arrived employees demonstrate their recognition of the culture and thus support and preserve it. Organizations also tend to develop unique terms to describe equipment, offices, employees, suppliers, customers, and products, i.e. everything that is directly related to the scope of the organization. Newcomers are introduced to the jargon that exists in the organization. A common terminology, or language, connects people within a single organizational culture.

Mentality - the way of thinking of the members of the organization, determined by the traditions, values, consciousness of the members of the organization, which has a huge impact on their daily behavior and attitude to their duties.

Subjective organizational culture serves as the basis for the formation of a managerial culture, i.e., leadership styles and problem solving by managers, their behavior in general.

Objective organizational culture is usually associated with the physical environment created in 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 reflects to some extent the values ​​that this organization adheres to.

Levels of organizational culture

E. Shine proposed to consider organizational culture on three main levels. This model, improved by him in 1983, is still very popular, widely cited and worth more detailed coverage.

According to Schein, the knowledge of organizational culture begins with the first, "superficial" or "symbolic" level, which includes such visible external factors as the technology and architecture used, the use of space and time, observable patterns of behavior, methods of verbal and non-verbal communication, slogans, etc. .p., or everything that can be felt and perceived through the known five senses of a person. At this level, things and phenomena are easy to detect, but they are rather difficult to interpret in terms of organizational culture without knowing its other levels.

Those who try to understand organizational culture more deeply touch its second, "subsurface" level. At this level, the values, beliefs and beliefs shared by the members of the organization are studied, in accordance with the extent to which these values ​​are reflected in symbols and language, in what way they carry the semantic explanation of the first level. The perception of values ​​and beliefs is conscious and depends on the desire of people.

The second level of corporate culture was called "organizational ideology" by Schein. He especially emphasizes here the role of the life credo of the leader of the company - the creator or transformer of its culture. Researchers often limit themselves to this level, since the next level is almost insurmountable.

The third, "deep", level includes new ("fundamental") assumptions that are difficult to realize even by the members of the organization without special focus on this issue. Among these implicit assumptions taken for granted that guide the behavior of people in an organization, Shine singled out the attitude towards being in general, the perception of time and space, general attitude to people and work.

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 propose to consider organizational culture based on the following characteristics (table 30.1).

Table 30.1. Characteristics of organizational culture according to Harris and Moran
Characteristics of organizational culture	What is meant by the given characteristic.
Understanding yourself and your place in the organization	Some cultures value the concealment of their internal moods by the employee, others encourage their external manifestation.
Communication system and language of communication	the use of oral, written, non-verbal communication varies from group to group, organization to organization
Appearance	clothing and representation at work
What and how employees eat	catering for employees, including the presence or absence of such places at the enterprise, subsidies for meals, the frequency and duration of meals
Awareness of time	the degree of accuracy and relativity of time for employees, compliance with the schedule and encouragement for this
Relationships between people	by age and gender, status and power, wisdom and intelligence, experience and knowledge
Values ​​and norms	what people value in their organizational life and how these values ​​are maintained
Faith	faith in leadership, success, own strength, justice, ethical behavior
Employee development process	Thoughtless or deliberate performance of work, relying on intelligence or strength, approaches to explaining the causes
Work ethic and motivation	attitude to work and responsibility for it, quality and evaluation of work, remuneration

The above characteristics of organizational culture, taken together, reflect and give meaning to the concept of organizational culture. Members of the organization, sharing faith and expectations, create their physical environment, develop a language of communication, perform actions that are adequately perceived by others and show feelings and emotions accepted by all. All this, being perceived by employees, helps them understand and interpret the culture of the organization, that is, give their meaning to events and actions. The behavior of individuals and groups within an organization is strongly bound by the norms derived from these shared beliefs, expectations, and actions.

OCAI Corporate Culture Tool based on theoretical model"A Framework of Competing Values". Four dominant types of corporate culture emerge from this framework. The tool was developed based on the analysis of empirical studies of 39 indicators that define a comprehensive set of organizational performance measures. As a result of these studies, two of the most important indicators have been identified and four core values ​​have been formulated, which represent opposing or competing assumptions. The tool is designed to evaluate the effectiveness of corporate culture and identify those aspects of it that it is desirable for the company to change, and considers those aspects that determine the foundation of the organization's culture.

Components of organizational culture on which the assessment is based:

1. External characteristics.

2. The general style of leadership in the organization.

3. Employee management.

4. The binding essence of the organization.

5. Strategic goals.

Formation of organizational culture

Process external adaptation and survival associated with the search for and finding the organization of its niche in the market and its adaptation to the constantly changing external environment. This is the process by which an organization achieves its goals and interacts with representatives of the external environment. In this process, issues related to the tasks being performed, methods for solving them, reactions to successes and failures, etc. are solved.

Using the developed joint experience, the members of the organization develop common approaches that help them in their activities. People should know the real mission of their organization, and not what is so beautifully declared from the high stands for shareholders. This will help them develop an understanding of their contribution to the organization's mission.

In any organization, its employees tend to participate in the following processes:

distinguish from the external environment what is important and unimportant for the organization;

· to develop ways and means of measurement of the achieved results;

find explanations for success and failure in achieving goals.

It is noted that employees need to develop acceptable ways to communicate to representatives of the external environment information about their real opportunities, advantages and successes. Some companies organize trips of their employees for these purposes both to the enterprises of customers and to the enterprises of suppliers.

It is also important that the organization knows when to fail. To do this, individual companies, when developing new projects, set boundaries at which, due to failure, the project is curtailed. It's officially in the design document, so everyone knows about it.

Process internal integration associated with the establishment and maintenance of effective work relations between members of the organization. It is the process of finding ways to work together and coexist in an organization. The process of internal integration often begins with the establishment of specifics in defining oneself, which applies both to individual groups (subcultures) and to the entire team of the organization. Often this leads to organizational differentiation. Thus, the after-sales service division of the Russian corporation ASI received its "new definition of itself", becoming an independent company.

By interacting, members of the organization group seek to describe for themselves the organizational world around them. They may come to the conclusion that it is changing or stagnant, full of opportunity or danger. Thus, people will innovate if they believe that they can bring about important changes in the world around them and that what used to be a danger can now become an opportunity for change.

The formation of organizational culture, its content and its individual parameters are influenced by a number of factors of the external and internal environment.

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). To a very large extent, the influence of the leader or founder of the company on the formation of culture is manifested if he is a strong (pronounced managerial culture) personality, and the organization is just being created.

The formation of the culture of the organization is associated with the external environment for the organization:

the business environment in general and in the industry in particular;

examples of national culture.

The adoption of a certain culture by a company may be associated with the specifics of the industry in which it operates, with the speed of technological and other changes, with the characteristics of the market, consumers, etc. It is known that companies in industries " high technology“It is inherent to have a culture that contains “innovative” values ​​and a belief “in change.” However, this trait can manifest itself differently in companies in the same industry, depending on the national culture within which a particular company operates.

There are ways to maintain organizational culture that go beyond hiring the right people and firing the wrong people. The main groups of methods are as follows:

Objects and objects of attention, evaluation, control by managers. This is one of the most powerful methods of maintaining culture in an organization, as the manager lets employees know what is important and what is expected of them through repeated actions.

Leadership response to critical situations and organizational crises. In these situations, managers and their subordinates discover organizational culture to a degree that they never imagined. The depth and scope of the crisis may require the organization to either strengthen the existing culture or introduce new values ​​and norms that change it to some extent. For example, in the event of a sharp decrease in demand for manufactured products, the organization has two alternatives: to dismiss some of the employees or to partially reduce working hours with the same number of employees. In organizations where a person is declared as the value "number one", apparently, they will accept the second option. Such an act of management will turn over time into organizational folklore, which will undoubtedly strengthen this aspect of the culture in the company.

Role modeling, education and training. Aspects of organizational culture are learned by subordinates through how they should perform their roles. Managers can deliberately build important "cultural" cues into training programs and into day-to-day assistance to subordinates at work. So, an educational film can focus on the cleanliness of the workplace. The manager himself can also demonstrate to subordinates, for example, a certain attitude towards customers or the ability to listen to others. By constantly focusing on these points, the manager helps to maintain certain aspects of the organizational culture.

Criteria for determining rewards and statuses. Culture in an organization can be learned through a system of rewards and privileges. The latter are usually tied to certain patterns of behavior and thus set priorities for employees and indicate values ​​that are more important for individual managers and the organization as a whole. The system of status positions in the organization works in the same direction. Thus, the distribution of privileges (a good office, a secretary, a car, etc.) indicates the roles and behaviors that are more valued by the organization. However, practice shows that this method is often not used in full and not systematically.

Criteria for hiring, promotion and dismissal. This is one of the main ways to maintain culture in an organization. What the organization and its management proceed from, regulating the entire personnel process, quickly becomes known to its members by the movement of employees within the organization. Personnel decision criteria can help or hinder the strengthening of an organization's existing culture. Thus, the turnover of personnel on assembly lines inherent in conveyor production has prompted many companies to move either to a group approach to work, or to the transition to "trolley" assembly as part of an integrated team.

Organizational symbols and rituals. Many of the beliefs and values ​​that underlie the culture of an organization are expressed not only through legends and sagas that become part of organizational folklore, but also through various rituals, rites, traditions and ceremonies. Rituals include standard and repetitive team events held at a set time and on a special occasion to influence the behavior and understanding of employees of the organizational environment. Rituals are a system of rituals. Even certain managerial decisions can become organizational rituals that employees interpret as part of the organizational culture. Such rituals act as organized and planned actions of great "cultural" significance. The observance of rituals, rituals and ceremonies strengthens the self-determination of workers.

Organizational culture is a set of the most stable and long-lasting characteristics of an organization. Organizational culture combines the values ​​and norms inherent in the organization, the styles of management procedures, the concept of technological social development. Organizational culture sets the limits within which confident decision-making is possible at each level of management, the possibility of rational use of the organization's resources, determines responsibility, gives the direction of development, regulates management activities, and contributes to the identification of employees with the organization. Under the influence of organizational culture, the behavior of individual employees is formed. Organizational culture has a significant impact on the effectiveness of the organization.

The main parameters of organizational culture:

• 1. Emphasis on external (customer service, customer orientation) or internal tasks. Organizations are focused on customer satisfaction, have significant advantages in market economy, differs in competitiveness;
• 2. The focus of activity on solving organizational problems or on the social aspects of the functioning of the organization;
• 3. Measures of readiness for risk and the introduction of innovations;
• 4. The degree of preference for group or individual forms of decision-making, that is, with a team or individually;
• 5. The degree of subordination of activities to pre-drawn plans;
• 6. Expressed cooperation or rivalry between individual members and groups in the organization;
• 7. The degree of simplicity or complexity of organizational procedures;
• 8. A measure of the loyalty of employees in the organization;
• 9. The degree of awareness of employees about their role in achieving the goal in the organization

Properties of organizational culture:

• 1. Collaboration forms the team's ideas about organizational values ​​and ways to follow these values;
• 2. Generality means that all knowledge, values, attitudes, customs are used by a group or work collective for satisfaction;
• 3. Hierarchy and priority, any culture represents a ranking of values, often the absolute values ​​of society are considered the main ones for the team;
• 4. Consistency, organizational culture is a complex system that combines individual elements into a single whole.

The influence of organizational culture on the activities of the organization is manifested in the following forms:

a) Identification by employees of their own goals with the goals of the organization through the adoption of its norms and values;

b) Implementation of the norms prescribing the desire to achieve the goal;

c) Formation of the organization's development strategy;

d) The unity of the process of implementing the strategy and the evolution of the organizational culture under the influence of the external environment (the structure is changing, therefore, the organizational culture is changing).

Success in the activities of a modern company is determined to a large extent by the cohesion of the staff, the reliability and familiarity of vertical and horizontal connections, trusting, harmonious and mutually beneficial relations between management and employees. “A good organization is the most profitable investment of capital” - says one of the principles of management.

The success of an enterprise results from the interaction of all employees, pursuing common goals, which must be real, understood by each employee and reflect the main character of the enterprise. An institution that will not be different from many others like it is immediately programmed for failure, failure and bankruptcy. For years we have been told about organized work, identifying it with the work of the organization, but it is not the organization that works, but the people - the personnel of the firm. It is the human factor, that is, a well-developed organizational culture and corporate spirit, and not plants, equipment and inventories that are cornerstone competitiveness, economic growth and efficiency.