Characteristics of organizational culture management. Fundamentals of organizational culture formation

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Plan

• Introduction
• Definition and characteristics
• Homogeneity of culture
• Strong and weak cultures
• Conclusion
• Bibliography

Introduction

The concept of culture has been one of the basic ones in anthropology since its inception; attention was paid to it already at the early stage of the development of organizational behavior. However, only in last years organizational culture began to be recognized as the main indicator necessary for the correct understanding and practice of organizational behavior. As one recent study noted: “Over the past decade, as the concept of culture has gained a foothold in the field of organization studies, the approach has waxed and waned in influence.” Another paper concluded: “We now understand in the 1990s that corporate culture is critical to organizational success and is difficult to change.” Although very little material has yet been accumulated on this topic, evidence is beginning to emerge, based on rigorous research, that variations cultural values can have a significant impact on the turnover of employees in the organization and, possibly, on the performance of employees.

This paper first defines organizational culture and its main characteristics, after which it examines the different types of culture. The remainder of the chapter focuses on creating, maintaining, and changing organizational culture.

organizational culture position employee

The nature of organizational culture

People are influenced by the cultural environment in which they live. For example, a person who grows up in a middle-class family internalizes its values, beliefs, and behavioral patterns. The same is true for members of the organization. People working in ZM, PepsiCo, Wal- Mart or any other company with a long-established culture, will internalize the values, beliefs and behaviors characteristic of that organization. Society has social, culture; a place where people work has a culture organizational.

Definition and characteristics

In addition to the norms accepted in society, each group of people, including organizations, develops its own cultural patterns, which are called business or organizational culture. Organizational culture does not exist on its own. It is always included in cultural context of a given geographical region and society as a whole and is influenced by national culture. In turn, organizational or corporate culture influences the formation of the culture of departments, work and management teams.

National culture -> Organizational culture ->Work culture->Team culture

The diagram shows the relationship between the mutual influence of cultures at different levels. At the same time, we note that:

national culture is the culture of a country or a minority in a country;

organizational culture - the culture of a corporation, enterprise or association;

working culture - the culture of the dominant type of activity of society;

team culture - the culture of a working or management team.

Organizational culture is a complex phenomenon that does not always lie on the surface; it is difficult to “feel” it. If we can say that an organization has a soul, then this soul is organizational culture.

K. Sholts noted that corporate culture is the implicit, invisible and informal consciousness of the organization, which controls the behavior of people and, in turn, is formed under the influence of their behavior.

According to O.S. Vikhansky and A.I. Naumov, organizational culture is a set of the most important assumptions accepted by members of the organization and expressed in the values ​​declared by the organization, which give people guidelines for their behavior. These value orientations are transmitted to individuals through symbolic means of the spiritual and material intra-organizational environment.

E. Schein believed that the forms of organizational culture respond to two main challenges that the organization faces: the aggressiveness of the external environment and internal disintegration. Accordingly, for an organization to function as a single whole, it needs to perform two main functions - adaptation and survival in the environment and internal integration.

Integration is seen as creating effective business relations among departments, groups and employees of the organization, as an increase in the participation of all employees in solving problems of the organization and searching effective ways her work.

According to E. Schein, organizational culture is a set of basic assumptions, inventions, discovered or developed by a group in order to learn to cope with the problems of external adaptation and internal integration. It is necessary for this complex to function for a long time, to confirm its validity, and therefore it must be passed on to new members of the organization as “the correct way of thinking and feeling in relation to the problems mentioned.

Organizational culture includes the following components:

1) Beliefs - the employee’s perception of what is right in the organization;

2) Values , dominant in the organization, determine what should be considered important in the organization.

Areas in which values ​​can be expressed include caring for and respecting people, caring for consumers, entrepreneurship, fair treatment of employees, etc.

T. Peters and R. Waterman, exploring the relationship between culture and organizational success, formulated a number of values ​​and beliefs of organizational culture that ensured companies' success.

This:

- Commitment to your work;

- Action-oriented;

- Facing the consumer;

- Independence and entrepreneurship;

- Connection with life and value guidance;

- Human performance;

- Freedom of action and rigidity at the same time

- Simple form, modest management staff.

3) Norms - these are unwritten rules of behavior that tell people how to behave and what is expected of them.

They are never expressed in writing and are transmitted either orally or by the attitude of others towards behavior.

Standards of conduct reflect such aspects of the organization’s activities as:

Manager-subordinate relationship, honesty and compliance with the law, behavior in conflicts of interest, obtaining and using information about other organizations, political activity within the organization, use of organization resources, etc.;

4) Behavior - the daily actions that people perform in the process of work and in connection with their work in interaction with others (rituals and ceremonies, as well as the language used in communication);

5) Psychological climate - this is a stable system of internal connections of the group, manifested in the emotional mood, public opinion and performance results.

Organizational climate is how people perceive the culture that exists in an organization or department, and what they think and feel about it. It can be assessed by studying relationships.

6. Organizational climate. This is the general feeling that is created by the physical organization of the space, the style of communication between employees and the form of behavior of employees in relation to clients and other outsiders.

Each of these characteristics is somewhat controversial and is supported to varying degrees by research results. For example, in the academic literature there are differences in the similarities and differences between the concepts of organizational culture and organizational climate." However, some characteristics have empirical support, for example, the important role of the physical organization of space. Below is an example from real practice.

Company Nike Inc. serves wonderful example companies, which managed successfully express my corporate culture at design headquarters corporations. Territory Nike World takes 74 acres pine array Beaverton V state Oregon And, Seems, emits that energy, youth And life strength, which are associated With their goods. This place serves really monument corporate values companies Nike: production quality goods And, of course beautiful health. IN seven buildings, which takes company, located sports club With running path, rooms With exercise equipment, halls For classes aerobics, courts For tennis, squash And racquetball, A Also basketball area.

None of these components alone represents the culture of an organization. However, taken together they can provide insight into organizational culture.

Thus, organizational culture is a set of values, beliefs, attitudes common to all employees of a given organization, predetermining the norms of their behavior.

They may not be clearly expressed, but in the absence of clear instructions, they determine the way people act and interact and significantly influence the progress of work and the nature of the organization.

Corporate culture is a fundamental component in achieving organizational goals, improving organizational performance and managing innovation.

The main goal of corporate culture is to ensure external adaptation and internal integration of the organization by improving personnel management.

Corporate culture can either help the organization, creating an environment conducive to increased productivity and the introduction of new things, or work against the organization, creating barriers that impede the development and implementation of corporate strategy. These barriers include resistance to new things and ineffective communications.

Homogeneity of culture

Organizations can be divided into dominant cultures and subcultures. Dominant culture expresses the basic (central) values ​​that are accepted by the majority of members of the organization. It is a macro approach to culture that expresses the distinctive characteristic of an organization.

Subcultures are developed in large organizations and reflect common problems, situations faced by employees, or experiences in resolving them. They develop geographically or in separate units, vertically or horizontally. When one manufacturing division of a conglomerate has a unique culture that is different from other divisions of the organization, then a vertical subculture exists. When a specific department of functional specialists (such as accounting or sales) has a set of generally accepted concepts, a horizontal subculture is formed. Any group in an organization can create a subculture, however for the most part subcultures are defined by a departmental (separate) structural diagram or geographic division. It will include the core values ​​of the dominant culture plus additional values ​​unique to members of that department.

Rice. 1 . Scheme priorities organizational culture

The features of the subculture of each structural unit of the organization influence each other and form the general part of the organization’s culture (Fig. 2).

Rice. 2. The influence of all components on the culture of the organization

In successful organizations there is own culture which leads them to achieve positive results. Organizational culture allows one organization to be distinguished from another, creates an atmosphere of identification for members of the organization, generates commitment to the goals of the organization; strengthens social stability; serves as a control mechanism that guides and shapes employee attitudes and behavior.

Strong and weak cultures

Some organizational cultures may be called "strong" while others may be called "weak". Strong organizational cultures are often shaped by strong leaders. However, in addition to the leadership factor, there are at least two other important factors that determine the strength of organizational culture: sharing and intensity.

Separability determines the extent to which organizational members accept the company's core values.

Intensity determines the degree of commitment of organization members to core values.

The degree of sharing depends on two main factors: awareness (orientation) and the reward system. In order for people to share the cultural values ​​of an organization, it is necessary that they are aware of (or oriented towards) them. Many organizations begin the onboarding process with orientation programs. New employees are told about the company's philosophy and its working methods. The orientation process continues in the workplace, when the manager and colleagues share these values ​​with the newcomer, both through conversation and through personal example in the daily work environment. Sharability also depends on the incentive system. When an organization has adopted a system of promotion, promotion wages, recognition and other rewards for employees who share the core values, this helps other employees to better understand them. Some companies have a reputation for being "the best for employees" because their reward systems are exemplary and help reinforce commitment to core values.

The degree of intensity is the result of the reward system. When employees realize that rewards depend on whether they perform in the “organizational way,” their desire to do so increases. Conversely, when they are not encouraged or they perceive that it is more profitable to behave in a way that is not accepted in the organization, their commitment to the core values ​​of the organization weakens. Despite the importance of moral incentives, material incentives still play a very significant role.

Different organizations gravitate towards certain priorities in organizational culture. Organizational culture may have features depending on the type of activity, form of ownership, position in the market or in society. There is an entrepreneurial organizational culture, a state organizational culture, a leader’s organizational culture, an organizational culture when working with personnel, etc.

For example, IBM, as part of its organizational culture, uses the following principles when working with personnel:

- transfer to specialists the maximum necessary set of powers (power) to perform the functions assigned to them. They bear full responsibility for their actions to implement them;

- attracting specialists to work high class with a fairly independent and independent way of thinking;

- creation on the part of the administration of a priority of trust and support of specialists over control of their activities;

- division (OSU) into cells, the functioning of each of which can be independently provided by one person;

- carrying out constant institutional (structural) changes.

One of the most important problems that any organizational system faces is that at a certain point in time it finds itself unable to cope with market changes and, accordingly, is forced to abandon outdated structural forms of organization. Every few years, the structure of the organization, procedures for approving decisions, etc. change. At the same time, the possible negative consequences of reorganizations are weakened, as a rule, as a result of changes in individual functions not simultaneously, but in different time. The practice of constant reorganization, for example at IBM, shows that the benefits associated with this system are enormous. The system allows you to reshuffle the structure of the organization, strengthening it or removing unnecessary things from it, as well as providing the opportunity for many people to expand their professional experience. The most important thing is that it is possible to get rid of the “glues” that inevitably accumulate in any organization, including solving the problem of identifying employees who have reached the level of their own incompetence, and ensuring the emergence of new initiatives;

conducting public opinion polls (usually twice a year);

formation of remuneration in two components - in the form of a fixed salary and a variable part. The variable portion represents a commission as a percentage of the volume of products sold and services rendered by IBM, as well as a bonus for achieving previously established goals;

implementation of a policy of guaranteed employment. Skillful maneuvering of human resources (through early retirement of workers, constant retraining of personnel and redistribution work force between different departments to avoid the need for dismissal);

stimulating personal initiative of employees in solving common problems and constancy of rules of behavior in the company;

trust in an individual company employee on the part of managers;

development collective methods solving problems, sharing success among employees who are interesting from the point of view of creating an organizational environment that attracts the best people in their profession to the corporation,

ensuring freedom for specialists in determining ways to achieve the company’s goals, taking into account its potential and in making appropriate decisions;

selection of new managers from among the company’s employees, rather than searching for them on the side.

creating an entrepreneurial climate through the use of project teams as the main structural unit of the company. These groups, made up of scientists, doctors and businessmen, are led by leaders responsible for setting goals and achieving them;

subsidizing background service units - in-house and external ( Sport halls, discos, etc.).

Organizations will always achieve stability and efficiency if the culture of the organization is adequate to the technology used. Regular formalized (routine) technological processes ensure stability and efficiency of the organization when the culture of the organization emphasizes centralization in decision making and restrains (limites) individual initiative. Irregular (non-routine) technologies are effective when they are imbued with an organizational culture that supports individual initiative and reduces control.

Creating and maintaining culture

Some organizational cultures may be a direct or indirect result of the activities of company founders. However, this is not always true. Sometimes founders create a weak culture, and in order for the organization to survive, it is necessary to bring in a new senior leader who will lay the foundations of a strong culture.

How organizational cultures are created

Although organizational cultures can be formed in different ways, the process usually involves the following steps in some form.

1. A certain person (founder) decides to create a new enterprise.

2. The founder brings in one (or more) key individuals and creates a core group that shares the founder's ideas. Thus, everyone in the group believes that these ideas are good, that they can be worked on, that they can take risks, and that they are worth spending time, money and energy on.

3. Basic group begins to act to create an organization, seeking the necessary funds, obtaining patents and licenses, registering a company, determining its location, renting premises, and so on.

4. At this time, others join the organization and its history begins to take shape.

Maintaining culture through socialization

Once an organizational culture is established and begins to develop, certain measures can be taken to reinforce the core values ​​and make the culture self-sustaining.

Selection new employees . The first step comes down to carefully selecting candidates for employment. Using standardized procedures and focusing on specific personality traits associated with high performance, trained interviewers interview all candidates and try to weed out those whose personality traits and belief systems do not fit the organization's culture. There is ample evidence that employees who have a realistic view of a company's culture before they are hired (called a realistic view of the job, or RJV) perform better.

Introduction V job title . The second step is taken after recruitment, when the candidate occupies the relevant position. Newly hired employees are exposed to a variety of influences that are carefully planned and designed to make newcomers think about the company's norms and values ​​and whether they can accept them. In particular, in many companies with strong cultures, there is an unwritten rule of giving new hires more work than they can handle. Sometimes these tasks are below the employee's capabilities. The goal is also to teach the newcomer to submit. Such experiences may make him feel vulnerable and create some emotional dependence on his colleagues, which will promote greater group cohesion.

Mastery necessary For work skills . After the new employee survives the first " culture shock", the next step is to acquire the skills needed for the job. This is usually achieved through the acquisition of intensive and focused on-the-job experience. For example, in Japanese firms, hired employees typically undergo training programs over several years. As they move up the career ladder, they production activity are properly assessed and given additional responsibilities based on progress made.

Measurement And reward production activities . The next stage of socialization consists of a scrupulous analysis, assessment of the results of workers’ work and appropriate remuneration for each. Performance review and reward systems must be comprehensive and consistent; In addition, attention should be focused on those aspects of the business that are most critical to competitive success and closely related to corporate values.

The most important production indicators are linked to these main factors, and employee performance is assessed in accordance with them. Promotion and bonus systems depend primarily on success achieved in these three areas. Typically, in companies with strong organizational cultures, individuals who violate accepted norms, such as those who overstep competitive boundaries or treat subordinates harshly, are punished. Usually this is a hidden punishment - moving to a new, less attractive place of work.

Commitment main values companies . The next step is to carefully cultivate commitment the most important values companies. Identifying with these values ​​helps employees come to terms with the sacrifices they make to become members of the organization. They are taught these values ​​and the belief that the company will not do anything to harm them. The organization, however, tries to justify these costs by linking them with higher human values, for example, serving society - with improving the quality of products and/or services.

Spreading different stories And folklore . The next step is to spread organizational folklore. This means telling stories that justify the organizational culture and explain why the company does things the way they do. One of the most popular forms of folklore are stories with morals, which the company wants to reinforce. For example, in the company Procter & Gamble A very popular story is about an outstanding brand manager who was fired for exaggerating the quality of a certain product. The moral of the story is that professional ethics should be more important than money.

Confession And promotion . The final step is to recognize and promote employees who do their jobs well and can be role models for those hired into the organization. By highlighting such people as winners, the company encourages other employees to follow their example. Such role models in companies with a strong organizational culture are considered the most effective and ongoing form of employee training.

Changing organizational culture

Sometimes an organization decides that its culture needs to change. For example, the external environment has undergone such serious changes that the organization either must adapt to new conditions, or it will not be able to survive. Still change old culture can be extremely difficult; there is even an opinion that it is impossible to do this. Predictable challenges are related to the skills acquired by employees, the people, the relationships, the division of roles and the organizational structures that together support and enable the functioning of traditional organizational culture.

Although there are significant obstacles and resistance to change, culture can be managed and even changed over time. Attempts to change culture can take many forms. Simple recommendations such as developing a sense of history, creating a sense of unity, developing a sense of belonging to the organization, and establishing constructive exchanges among its members can help.

Moreover, organizations that want to change their culture should not abandon their roots and blindly copy so-called “successful” or “great” companies.

Conclusion

Organizational culture is a set of core beliefs that are communicated to all new employees as the right way perceptions of what is happening, way of thinking and everyday actions. Important characteristics of organizational culture include accepted behaviors, norms, dominant values, philosophy, rules, and organizational climate.

Although all members of an organization support the organizational culture, not everyone does so to the same extent. An organization may have a dominant culture and subcultures. The dominant culture is represented by the core values ​​that are shared by the majority of members of the organization. A subculture is a set of values ​​shared by a small percentage of an organization's employees.

Some organizations have strong cultures and some have weak cultures. The strength of culture depends on sharing and intensity. Shareability refers to the degree to which members of an organization share its core values. Intensity is determined by the degree of dedication of the organization's employees to these values.

Culture is typically created by the company's founder or senior executive, who forms a core group united by a common vision for the future. This group works together to create the cultural values, norms and climate necessary to realize their vision of the future. To maintain this culture, companies typically take a number of steps, which include: carefully selecting candidates for employment; on-the-job experience that introduces newcomers to the organization's culture; mastering the skills necessary for work; close attention to the assessment of labor results and remuneration for the activities of each employee; fostering commitment to the core values ​​of the organization; reinforcing corporate history and folklore and, finally, recognizing and promoting employees who do their jobs well and can serve as an example for new personnel in the organization.

In some cases, organizations find that they must change their culture in order to successfully compete or even simply survive in their environment.

Bibliography

1. "Personnel Management" edited by T.Yu. Bazarova, Moscow 1998

2. E.A. Smirnov "Fundamentals of Organization Theory", Moscow 1998

3. "Social theories of organizations" Dictionary, Moscow 2000

4. B.Z. Milner "Organization Theory", M., 1999

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

Organizational culture has a certain structure, being a set of assumptions, values, beliefs and symbols, the adherence to which helps people in an organization cope with their problems. Thus, E. Shane 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, observed behavior, language, slogans, etc., or all that what to feel and perceive through the well-known five human senses (see, hear, taste and smell, touch). At this level, things and phenomena are easy to detect, but they cannot always be deciphered and interpreted in terms of organizational culture.

Those who try to understand organizational culture more deeply touch on its second, “subsurface” level. At this level, the values ​​and beliefs shared by 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 desires of people. Researchers often limit themselves to this level because the next level poses almost insurmountable difficulties.

The third, “deep” level includes basic assumptions that are difficult for even members of the organization to understand without special focus on this issue. These implicit and taken-for-granted assumptions guide people's behavior by helping them perceive the attributes that characterize the 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 shared patterns of assumptions, beliefs and expectations among employees, as well as from group perceptions of the organizational environment with its values, norms and roles that exist outside of the individual.

Let's consider the elements of subjective organizational culture (Fig. 1).

Rice. 1

organizational culture structure company

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

Values ​​can be both positive and negative.

Positive values:

the work can only be done perfectly;

truth is born in dispute;

consumer interests come first;

the company's success is my success;

working in a company is an opportunity for creativity and self-realization;

mutual assistance and maintaining good relationships with fellow workers;

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

Negative values:

You can’t trust your bosses, you can only trust your friends;

you are the boss - I am a fool, I am the boss - you are a fool;

keep your head down;

working well is not the most important thing in life;

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

you can't redo 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 members of an organization in order to strengthen loyalty to it (employees of many Japanese companies, for example, begin their work day by singing hymns), strengthen cohesion, create psychological comfort, teach organizational values ​​and form necessary beliefs.

Rituals support ideological ideas, concretizing them. Rituals serve as a means of visually demonstrating value orientations.

The degree of formalization of rituals varies. Regular and informal chatting over beers on Friday evenings provides an example of very little formalized ritual; The annual general meeting of a corporation is an example of a well-organized and stylistically refined 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 a culture; bad or stupid rituals waste time and irritate people. Ritualization processes include Monday morning work meetings, annual debriefing meetings, job interview patterns, recruiting, safety committees, etc. When ritual events become so rehearsed that the purpose is lost, we can speak of ritualization. the emergence of bad rituals.

The ceremony ties together a series of rituals. This is a special scheduled event held for the public. Managers hold ceremonies to show vivid examples value criteria of the company. For example, Quaker State Minit-Lube Inc. a competition was organized followed by an award ceremony for the winners. This emphasizes the importance of fast and quality customer service. The competition is that all actions related to changing the car oil in a car must be completed within eight minutes. The awards ceremony is of great interest. Competitors arrive in a luxurious white limousine and walk along a red carpet, greeted by the cheers of the crowd and the music of a jazz ensemble.

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

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

Myth gives 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 associated 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 those facts.

Legends allow you to create an internal exclusive image of a company, define its face, and recreate the history of the company’s origins and development. These stories are told to new employees and help keep the organization's core values ​​alive.

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

The boss is also a person. This theme is revealed in legends in which a member of senior management finds himself in an everyday situation together with an ordinary worker. If the boss overcomes the hierarchical distance with his behavior (for example, he is the first to start a conversation), then he is considered further normal person. Of course, the meaning of the boss’s speech is important. If the boss is unapproachable (for example, does not respond to greetings), then employees still have doubts about his human qualities.

An ordinary employee becomes a member of senior management. Legends of this type list the criteria on which promotion depends. It emphasizes how much advancement depends on performance and ability and how much on formal education and patronage.

Dismissal. Getting fired is always a dramatic event. You can tell the most exciting legends about it, focusing on the reasons and circumstances of the dismissal, which allows you to recognize the operating 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: the employee is punished for making a mistake, but, since his actions ultimately led to success, he is simultaneously encouraged.

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

Legends such as “The boss is also a man” and “A common employee becomes a member of senior management” reflect inequality in status. In a society that promotes equality, the hierarchical structure of the enterprise leads to an unpleasant encounter with inequality. Through such legends the conflict can be resolved; the boss is also a person, and his status was preceded by personal dedication.

Legends such as “Firing” and “Chief's Reaction to Mistakes” reflect individual uncertainty caused by the ability of management members to change lives as individual person, and the organization as a whole. On the one hand, a sense of security is prerequisite good work from many people. On the other hand, an organization must retain the right to violate the security of an individual if it is to survive as a whole. A happy ending means that the company takes into account the employees' need for safety and tries to satisfy it.

Legends such as “Consequences of a Disaster” reveal how prepared an enterprise is for the unexpected. Positive versions strengthen the belief that the enterprise is so strong that it can cope with any difficulties and find a way out of the current situation.

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

The stories feature company “heroes” who set an example for successful work.

Customs (traditions) are forms of social regulation of people’s activities and relationships, adopted from the past and passed on by members of an organization from generation to generation without any changes.

Slogans (appeals, mottos, slogans) briefly reflect the main objectives of the organization.

The slogan “Think” hangs in all Microsoft offices. Microsoft is interested in employees focused on intelligent ways of solving problems.

Anatoly Karachinsky, president of the IBS group of companies, believes that a successful manager must follow the motto: “No sooner said than done. And thus it is proven.”

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

Language. By learning the language, new employees demonstrate their appreciation of the culture and thereby 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 area of ​​activity of the organization. Newcomers are introduced to the jargon of the organization. Common terminology, or language, connects people within a common organizational culture.

Mentality is the way of thinking of members of an organization, determined by traditions, values, and the consciousness of members of the organization, which has a huge impact on their daily behavior and attitude towards their responsibilities.

Subjective organizational culture serves as the basis for the formation of management culture, i.e., leadership styles and problem solving by managers, and 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 volume of space, amenities, cafeterias, reception rooms, parking lots and the cars themselves. All this, to one degree or another, reflects the values ​​​​that this organization adheres to.

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

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;
• the essence and features of the concepts of “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 different types of organizational anthropology and storytelling to develop organizational culture;
• identify and develop individual motivation in the process of forming, maintaining and changing organizational culture;

own

• modern methods of collecting, processing and analyzing information to interpret the value basis of culture;
• techniques for analyzing anthropological socio-cultural characteristics of the internal and external environment of an organization;
• means and methods of storytelling for the formation of organizational culture;
• skills to substantiate methods of personal motivation necessary for the implementation of organizational values.

Organizational culture: essence, elements, models, types

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

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

As shown international practice, companies that manage to create a strong organizational culture achieve higher productivity and efficiency in their operations. Research by American scientists shows 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 inconsistent cultures end up ineffective in the marketplace and lose out to competition.

If until recently it was believed that the strongest wins in competition and the efforts of managers were directed towards becoming the best company, now competitive efforts are aimed at becoming unique company. According to the resource theory, a firm’s unique competitiveness in a long-term strategic plan can be ensured by distinctive features its resources. Known four criteria, proposed by D. Barney for assessing strategic resources with which one can achieve a long-term sustainable competitive advantage: they must be valuable, rare, unique, irreplaceable.

To ensure the company's unique competitiveness special role belongs to an organizational culture that is one of the rarest 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 interaction unique people- company employees. The influence of the personality of a manager, a strong leader in the formation of values, rules, traditions, and management 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, operate in the same industry, are similar in size, and 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 influence of which on activities is ambiguous, it is difficult to study and describe. Even if the values, beliefs, and customs adopted in one company, for example among competitors, are clear to members of another organization, attempts to adopt them are associated with great difficulties and resistance from 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, classifies organizational culture as the latter, considering it as part of organizational knowledge, along with management systems, hardware and software, patents, brands, etc. E. Brooking classifies corporate culture as infrastructural capital as part of the company's intellectual capital. It shapes the environment in which company employees work and communicate.

Organizational culture is the glue that unites the employees of a corporation. The result of such interaction is a synergistic effect that contributes to the success of the company. Synergy separate groups and the organization as a whole cannot be copied. Organizational culture is a company's irreplaceable intangible asset.

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

Unique culture as a result joint activities people connected by the mission, common values, rules, acquired 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 to the company.

Organizational culture as a company's philosophy includes values ​​that determine the behavior of its employees, attitudes towards work, and influence interpersonal relationships. Organizational culture can be defined as the way cooperative activities are carried out within a particular organization. This means that its employees take on certain obligations for successful cooperation and internal integration, for the successful adaptation of the company to the external environment. Rules of behavior acceptable to everyone are determined, which prescribe what corresponds to the norms existing in a particular organization, what is acceptable and unacceptable. Rules are being developed that determine the order of relationships between employees, the relationships 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, a code of corporate conduct, a social code, a company credo and other documents.

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

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

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 organizational culture:

• direction of cultural influence: restraining or directing force;
• depth and uniformity: unified culture and subcultures;
• impact force: strong and weak culture.

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

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 within an organization have divergent values, then the corporate culture cannot be homogeneous and deep. As a result, management influence on the organization as a whole will be practically impossible.

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

An organization's competitiveness is determined by the strength of its organizational culture. A strong culture can ensure that a company's mission, strategy, goals and objectives are met. 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 creating, distributing, sharing and using knowledge by company employees.

A strong organizational culture allows a company to exist as a single whole, which contributes to the achievement of the organization's goals, helps it survive and develop. However, it can create additional difficulties in making 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 effort to reduce its level (see paragraph 6.2).

Organizational culture is influenced by both internal, tick and external factors, and their change necessitates changes in organizational culture. The characteristics of a company's organizational culture are largely determined by the influence of factors such as the personality of the founder or manager, mission, strategy, goals of the organization, its industry characteristics, and the nature and content of work. Gender, age, level of competencies, qualifications, education, and level of general development of personnel also play an important role. Organizational culture depends on what stage of the life cycle the organization is in, etc. Internal factors influencing organizational culture are presented in Fig. 1.2.

Mission, goals and strategy determine the direction and scope of the organization's activities. It cannot exist successfully in a competitive business environment, if she does not have certain guidelines indicating what she is striving for and what she wants to achieve. Such guidelines are set using the mission.

Mission- This is the purpose of the organization, the main purpose of its existence. As practice shows, an organization that has a clear understanding of the reason for its own existence has a greater chance of success than one that does not. 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 guides its activities, and what means it is ready to use.

A mission gives an organization definition and identity. It is the basis for developing the goals and strategy of the organization and determines its organizational structure. The mission influences the formation of organizational culture, since employees of the organization must share the main goal, understand and contribute to its achievement, and also share the values ​​and principles that are often reflected in the mission. It also sets requirements for employees and allows you to select a certain type of employee to work in the organization.

Rice. 1.2.

Based on the mission, formulated in general terms, a strategy is developed and the goals of the organization are determined, which reflect various specific areas of its activities with an indication of the time frame for 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, a specific desired result towards which the management of the organization is aimed.

The implementation of 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-oriented values, rules, and behavioral norms.

Leadership can have a particularly strong impact 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 envisions. It influences the organizational culture and leadership style, which is a generalized type of behavior of a leader in relations with subordinates, a set of the most characteristic and sustainable methods and forms of his work with them. Different leadership styles shape the 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 scope of activity, industry specifics, technologies used, products and services produced, the nature and content of work determine the characteristics of norms of behavior, language of communication, motivation of workers, their appearance and other elements of organizational culture. The organizational culture in research institutes, trading companies, agriculture, construction, and tourism business will have significant differences in the selected parameters.

Gender characteristics, age, qualifications, education, general level of development of employees also influence 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 separate 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 and adolescence, the process of forming an organizational culture takes place. Gradually, norms and rules are determined and values ​​are formed. Here the role of the leader, the founder of the organization, who is the connecting link, unites people, creates a single whole, is especially great. At the stage of prosperity and maturity of a company, organizational culture becomes one of the key factors of its success. At the aging stage, organizational culture can hinder the development of a company and 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 surrounding external environment, with which it is in close and inextricable unity. Economic, social, political, national and other environmental factors influence 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 influence the organization in different ways: the macroenvironment and the immediate environment (business environment).

Macro environment is part of the external environment common to all organizations. The macro environment includes economic, political, legal, social, technological, geographical, international and other factors that influence the organization.

Among the external environmental factors that influence organizational culture, economic, political, legal, sociocultural, technological and environmental factors should be highlighted (Fig. 1.3).

Rice. 1.3.

Economic macroenvironmental factors determine the overall level of economic development, market relations, competition, i.e. economic conditions in which organizations operate. By determining the financial capabilities of the company, they influence motivation, incentive methods, remuneration, and social package.

Political factors determine the goals and directions of development of the state, its ideology, foreign and domestic government 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, and norms of behavior in the organization.

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

Sociocultural factors determine what is happening in society and influencing the activities of the organization social processes. They include traditions, values, habits, ethical standards, lifestyle, people's attitude towards 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 technology and 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 natural resources, environmental conditions. Natural disasters, climate change, emergence ozone holes, increased solar activity, limited natural resources, environmental pollution and others 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, and norms of behavior in the external environment.

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

Both within 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: customers, suppliers, shareholders, creditors, authorities, leaders of political and other organizations, owners big business, local society, etc.

In table 1.1 presents 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

Because of the diversity of these interests, corporate management 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 different groups interested in the organization's performance often lead to the need for managers to make ethically complex decisions that may contradict the principles and norms of the organizational culture.

Organizations pay great attention to the culture of interaction with the external environment. This is explained by the company’s interest in taking advantage of emerging opportunities, forming and maintaining a favorable image, and maintaining prestige in public opinion and government bodies. 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 company’s business culture.

Organizational culture evolves with the organization. The process of developing organizational culture includes its formation, maintenance and change. Formation of organizational culture associated with finding ways to work together and coexist, 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;
• formation of values;
• establishing standards of behavior;
• formation of traditions, rituals;
• establishing a communication system;
• development of a motivation system;
• development of symbolism and 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 establishing values ​​and norms of behavior (code of conduct, company credo, etc.);
• strengthening established values ​​and rules through education, training, reminders, repetition;
• motivating employees to reinforce corporate values ​​and standards of behavior;
• strengthening traditions, creating company history, honoring veterans, etc.

Socialization represents the 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 a person’s expectations and ideas 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 ensuring that the process of adaptation and inclusion in the organizational environment occurs as quickly and less painfully as possible. The main stages of the socialization process are presented in Fig. 1.4.

Rice. 1.5.

Rice. 1.4.

Getting to know organizational culture involves becoming familiar with the history of the organization, its founders, and the people who made a significant contribution to its work. A new employee must have an understanding of the mission and main goals of the organization, what the values, principles, rules, norms, and standards of behavior are. He must know what reputation the company has, 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 responsibilities, 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. In Fig. 1.5 presents training methods that can be used in an organization to adapt workers.

To maintain corporate culture, formal documents are developed that set out values, norms, rules of behavior, 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 company's credo.

In the code of corporate conduct, along with the company’s mission and areas of activity, it is necessary to reflect the basic values ​​and rules of behavior, which include the relationship of employees with clients 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 clients (respect, mutually beneficial cooperation, willingness to satisfy their needs and requests as best as possible, etc.). The motivation system should take into account the extent to which company employees comply with general corporate standards of behavior.

The development of an organization is impossible without changing its culture. Changing organizational culture a very difficult and often painful process, since it affects relationships formed over a long period and established norms of behavior. Experience has shown that such change requires strong leadership and time, and is one of the most challenging organizational challenges in an institution. Changing organizational culture includes:

• defining new guidelines and values;
• establishing new rules, norms of behavior, systems of relationships;
• change in motivation;
• employee training.

There are a number of classifications of types or models of organizational culture. The classification of K. Cameron and R. Quinn is widely known, which distinguishes 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 strive to help their employees and assist them. Group activities, involvement and active participation of each individual are encouraged. People stick together due to common views, cohesion, mutual trust, and dedication to the organization. The success of an organization is associated with personnel development, care for people, and employee loyalty.

Adhocratic culture. A dynamic, entrepreneurial organization where leaders are innovators and risk-takers. The organization encourages personal initiative, freedom of action of its employees, innovation, search for new ideas, and 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 in which rules and procedures are important. 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, and the execution of work is strictly controlled. Key success factors are ensuring reliable supply and low costs.

Market culture. The organization is focused on obtaining results, so the main thing is to set and implement goals. Leaders are business people, they are demanding, unshakable, and pursue an aggressive policy. Employees are goal-oriented and competitive. What binds the organization together is the desire to win. Reputation and success are a common concern. Strategy is concerned with competitive actions to achieve set goals. The priorities are increasing market share, staying ahead of competitors, and leading the market.

The classification of organizational culture by area of ​​activity, developed by T. Diehl and A. Kennedy, is also widely known. They determined four types of corporate culture depending on the degree of risk and the speed of obtaining results (Table 1.2).

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

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

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

"Process" as a type of corporate culture, it is traditionally common in government, state, and municipal organizations, since the main attention when making decisions is focused on procedures and processes. Such organizations are characterized slow pace obtaining results and low 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 have begun to be identified depending on the type of their culture: entrepreneurial organization, learning organization, intellectual organization. The basis of an entrepreneurial organization is an entrepreneurial culture, and the basis of an intellectual and training organization is a culture of knowledge.

Entrepreneurial culture. According to Peter Drucker, “Entrepreneurship is a behavior rather than a personal 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, connects entrepreneurship with business. It is based on the fact that the word "entrepreneur" comes from the French verb intrendre, which means to undertake, undertake, undertake, try. Therefore, entrepreneurship refers to the creation of a new business, most often a small one. An entrepreneur is a person who creates and manages his own business in the early stages of an organization’s existence or in the stages of its transformation and development.

Later these views were transformed. The new unconventional approach, which began to take shape in the 1980s, consists of a broader understanding of entrepreneurship than the traditional one.

Entrepreneurship has come to be seen as a way of thinking, a style of behavior, a way of acting. Entrepreneurship in this broad sense extends not only to business, but also to other areas of activity, such as education, science, culture, healthcare, etc. Any organization can be an entrepreneur, both commercial and non-profit - universities, public organizations, government agencies, state and municipal authorities, etc. This can be a newly created or 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 moved from traditional entrepreneurship (entrepreneurship) to internal entrepreneurship (intrapreneurship) and, finally, to the creation of entrepreneurial organizations.

The main feature of a business organization is 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. 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 for continuous change and renewal, and a focus on innovation.

The main thing that distinguishes an entrepreneurial organization – it is a search for new opportunities. Opportunities appear, disappear, lead to other opportunities, and the process repeats. Therefore, an entrepreneurial organization must constantly react, change and adapt, be more flexible and agile 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, distributed throughout the organization, and repeated as if automatically. This is only possible provided that entrepreneurial thinking becomes the basis for managing an organization, and entrepreneurship becomes a 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 a business 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 view every individual, regardless of the position he or she occupies, as an entrepreneur. This means that everyone must understand and share the goals of the organization, have the right to make decisions independently, and manage the necessary resources and information. This approach requires fundamental changes in the thinking of all workers and especially managers.

In a business organization a new type of manager is being formed – manager-entrepreneur instead of manager-administrator. An entrepreneurial manager actively seeks opportunities and takes intentional 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 viewed as a community of entrepreneurs. People working in an entrepreneurial organization should feel like members of a community of entrepreneurs and experience a sense of belonging. To achieve this, various forms of cooperation are encouraged and various types of intra-organizational associations are supported, for example small groups. Their successful use in Apple, a well-known company in the personal computer market, prompted IBM to create its own version of small teams (autonomous work teams).

To avoid missing opportunities, decisions must be made as soon as they are identified. This usually occurs at lower or middle levels of management. Therefore, it is here that in business organizations the right to make decisions and responsibility for their implementation are transferred. Senior managers facilitate 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 a business organization, so decision making is often carried out 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, and entrepreneurship. Among the companies that pay Special attention the formation of such a culture should be called Hewlett-Packard, IBM, ZM. “We are interested in the independence of judgment of employees and their entrepreneurial spirit. This is not one of the approaches to business, but the most important, the only one,” say the management of the ZM company.

An important role is played by the leader - the entrepreneur, who leads the organization, taking an active position. His inspiring 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 ensure that others see them from that 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 keep under control resources, often belonging to others.

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

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

Identifying new opportunities requires having timely and relevant information. The development of self-government means the possibility of receiving it and intensive exchange between all employees, access to the necessary information, effective communications between top management and other members of the organization.

For these purposes, Microsoft, a 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 them for employees to use independently.

Culture of knowledge. Knowledge culture is a specific corporate philosophy that includes basic principles and the company’s values, which correspond to the strategic goals, priorities, and knowledge management strategy that all employees of the company are guided by in their activities and share. It must ensure the creation for the company's employees of an atmosphere and environment that promotes the involvement of all company employees in the process of systematic accumulation, widespread dissemination and regular exchange of knowledge. The culture of knowledge, its basic values, and methods of motivation are discussed in detail in Chapter. 5.

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The essence of organizational culture: basic concepts and components. Definition of the concept of organizational culture. Functions and properties of organizational culture

In the narrow sense of the word, culture is the spiritual life of people, a set of ethical norms, rules, customs and traditions. According to the “Concise Dictionary of Sociology”, it is “a personal system of qualities of mind, character, imagination, memory, recognized as values ​​by the individual and valued in society received in the process of upbringing and education. In this sense, they talk about moral, aesthetic, political, everyday, professional, humanitarian and scientific and technical culture.

In the broad sense of the word, culture includes the results of human activity in the form of buildings, technology, legal norms, universal values ​​and social institutions. In the dictionary it is: “a social system of functionally useful forms of activity organized through norms and values, entrenched in social practice and the consciousness of society. Culture in society is represented by material objects, social institutions (institutions, traditions), and spiritual values.

Organization - (from Late Lat. organize - I give a harmonious appearance, arrange) - 1) a type of social systems, an association of people jointly implementing a certain program (goal) and acting on the basis of certain principles and rules (for example, an employment service); 2) internal order, consistency of interaction between relatively autonomous parts of the system, determined by its structure; 3) one of the general management functions, a set of processes and (or) actions leading to the formation and improvement of relationships between parts of the whole (structural elements of the system).

Organizational culture:

Organizational culture is the set of beliefs, attitudes, norms of behavior and values ​​that are common to all employees of a given organization. They may not always be clearly expressed, but in the absence of direct instructions they determine the way people act and interact and significantly influence the progress of work (Michael Armstrong);

Organizational culture is a set of core beliefs, independently formed, internalized, or developed by a particular group as it learns to solve problems of adaptation to the external environment and internal integration, which have been effective enough to be considered valuable and therefore transmitted to new members as the right image perception, thinking and attitude towards specific problems (Edgar Schein);

Organizational culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values ​​that give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through “symbolic” means of the spiritual and material intra-organizational environment (O.S. Vikhansky and A.I. Naumov);

Organizational culture is a socio-economic space, which is part of the social space of society, located within the company, within which the interaction of employees is carried out on the basis of common ideas, perceptions and values ​​that determine the characteristics of their work life and determine the originality of the philosophy, ideology and management practice of this company.

The importance of organizational culture for the successful functioning of a company is generally recognized throughout the civilized world. Without exception, successful companies have created and maintained distinct organizational cultures that are most consistent with the company's goals and values ​​and clearly differentiate one company from another. A strong culture helps the process of forming large companies.

Main characteristics of organizational culture:

Organizational culture– a set of material, spiritual, social values ​​created and being created by the company’s employees in the process of work and reflecting the uniqueness and individuality of this organization.

Depending on the stage of development of a company, values ​​can exist in various forms: in the form of assumptions (at the stage of active search for one’s culture), beliefs, attitudes and value orientations (when the culture has basically developed), norms of behavior, rules of communication and standards of work activity (when fully formed culture).

The most significant elements of culture are recognized: values, mission, company goals, codes and norms of behavior, traditions and rituals.

Values ​​and elements of culture do not require proof, are taken on faith, passed on from generation to generation, forming the corporate spirit of the company, consistent with its ideal aspirations.

Most interpretations are based on an understanding of culture in the broad sense of the word.

Corporate culture- a system of material and spiritual values, manifestations, interacting with each other, inherent in a given corporation, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of itself and the environment (A.V. Spivak).

The concept of organizational culture is more reasonable when we talk about a company, firm, or organization. After all, not every organization is a corporation. That is, the concept of “organizational culture” is broader than the concept of “corporate culture”.

OK functions:

Security function consists of creating a barrier that protects the organization from unwanted external influences. It is implemented through various prohibitions, “taboos”, and limiting norms.

Integrating function creates a sense of belonging to the organization, pride in it, and the desire of outsiders to join it. This makes it easier to solve personnel problems.

Regulatory function supports necessary rules and norms of behavior of members of the organization, their relationships, contacts with the outside world, which guarantees its stability and reduces the possibility of unwanted conflicts.

Adaptive function facilitates the mutual adaptation of people to each other and to the organization. It is implemented through general norms of behavior, rituals, ceremonies, with the help of which the education of employees is also carried out. By participating in joint activities, adhering to the same ways of behavior, etc., people more easily find contact with each other.

Orienting function culture directs the activities of the organization and its participants in the required direction.

Motivational function creates the necessary incentives for this.

Imaging function organization, i.e. its image in the eyes of others. This image is the result of people’s involuntary synthesis of individual elements of the organization’s culture into an elusive whole, which nevertheless has a huge impact on both the emotional and rational attitude towards it.

Properties OK:

Dynamism. In its movement, culture goes through the stages of origin, formation, maintenance, development and improvement, cessation (replacement). Each stage has its own “growing problems,” which is natural for dynamic systems. Different organizational cultures choose their own ways to solve them, more or less effective. This property of organizational culture is taken into account by the principle of historicity when forming culture.

Systematicity is the second most important property indicating that organizational culture is sufficiently complex system, combining individual elements into a single whole, guided by a specific mission in society and its priorities. This property of organizational culture when forming culture is taken into account by the principle of consistency.

Structuring of the constituent elements. The elements that make up organizational culture are strictly structured, hierarchically subordinated and have their own degree of urgency and priority.

OK has property of relativity, since it is not a “thing in itself”, but constantly correlates its elements, both with its own goals and with the surrounding reality, other organizational cultures, while noting its strengths and weaknesses, revising and improving certain parameters.

Heterogeneity. Within an organizational culture there can be many local cultures, reflecting the differentiation of culture by levels, departments, divisions, age groups, national groups and so on. called subcultures.

Separability– another important property of organizational culture. Any organizational culture exists and develops effectively only due to the fact that its postulates, norms and values ​​are shared by the staff. The degree of sharing determines the strength of the culture’s impact on employees. The higher the degree of sharedness, the more significant and strong the impact on the behavior of personnel in the organization is exerted by norms and values, goals, codes and other structural elements of organizational culture.

Adaptability Property organizational culture lies in its ability to remain resilient and withstand negative impacts on the one hand, and organically join positive changes without losing its effectiveness, on the other hand.

Signs of the company's organizational culture:

the culture of the organization is social, since its formation is influenced by many employees of the enterprise;

the culture of the organization regulates the behavior of team members, thereby influencing relationships between colleagues;

the culture of an organization is created by people, that is, it is the result of human actions, thoughts, desires;

the culture of the organization is consciously or unconsciously accepted by all employees;

the organization’s culture is full of traditions, as it undergoes a certain historical process of development;

the culture of the organization is knowable;

the culture of the organization is capable of change;

the culture of an organization cannot be comprehended using any one approach, since it is multifaceted and, depending on the method used, is revealed in a new way each time;

Company culture is a result and a process; it is in constant development.

Methods for studying the organizational culture of a company (study strategies):

holistic strategy - field methods of studying a situation through real immersion in it;

metaphorical strategy (language) strategy - a strategy that involves studying the documentary-language arsenal of communication and communications of employees, their heroes and anti-heroes of the company;

a quantitative strategy involves the use of surveys, questionnaires, interviews and other methods that provide a quantitative assessment of specific manifestations of culture.