Changes in the culture of the organization are taking place. Changing organizational culture

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Over time and under the influence of circumstances, culture can undergo changes. Therefore, it is important to know how to make these types of changes. Methods for changing the culture of an organization are:

Changing objects and subjects of attention on the part of the manager;

Changing your crisis or conflict management style;

Redesigning roles and changing focus in training programs;

Change of incentive criterion;

Change of emphasis in personnel policy;

Change of organizational symbols and rituals.

It should be noted that changes in behavior can lead to changes in culture, and vice versa.

There are three possible combinations of change in behavior and organizational culture. In the case of the first combination, changes in culture occur without changes in behavior.

In this case, employees can change one or more beliefs or values, but they are unable to change their corresponding behavior. Some people believe that smoking is harmful, but cannot quit smoking. IN commercial organizations people change their basic assumptions about the influence of the external environment, but they lack the appropriate knowledge, skills and abilities to change behavior.

In all these and them similar cases The main problem is that people in the organization do not have the abilities and training required to change behavior in these conditions. As practice shows, this problem can be solved rather by learning (learning from one’s mistakes) in the organization (at work) than outside the latter.

The second combination is behavioral changes without cultural changes. In this case, one or more members of the organization, and perhaps even a group or groups of workers, may be convinced that organizational change must occur, although individual workers may not want it. Depending on the status and influence of the former, changes in the organization can occur in the direction they intended. Opponents of change will formally be forced to follow the chosen course for change and even accept new symbols, but internal disagreement will prevent the translation of the new into the basic terms of organizational culture (proposals, beliefs and values).

Thus, now many commercial organizations employ people of the “old school”, conscientiously performing their work at a professional level in new conditions, but at the same time maintaining the old worldview.

the main problem in this case, it is the lack of commitment and consistency in translating one's formal behavior into terms new culture, figuratively speaking, into a habit.

People change their formal behavior either because they are afraid of losing the compensation they are receiving, or because they get satisfaction from being able to adapt to a new state of affairs, rather than because they actually deeply believe and value what they are being asked to do.

The third combination is that changes occur both in the field of behavior and in the field of culture. It's a situation of constant change in the sense that people really and truly appreciate how they do their jobs differently. Consistency arises from the fact that each side (behavior and culture) mutually reinforces and supports each other.

This, in turn, develops internal satisfaction due to the fact that people actually increasingly believe in change and value it, changing their behavior further.

When implementing changes in the culture of an organization, a number of difficulties arise.

In particular, these difficulties arise from resistance to cultural change. This becomes clearly noticeable when changes begin to affect the deep content of organizational culture (basic assumptions, beliefs and values). It is noted that carrying out radical and rapid changes in the content of organizational culture occurs with great difficulties and is more painful than carrying out slow changes. A similar relationship is found when implementing changes in organizations with strong and weak organizational cultures.

Changes in culture can either precede or follow changes in behavior. The first occurs when there is clear evidence that the new underlying assumptions are significantly superior to the existing ones. In this case, one thing is required of people - the acquisition of new knowledge, competence and skills necessary to develop appropriate patterns of behavior.

When there is no clear evidence of the benefits of new assumptions, cultural change is likely to follow behavioral change. There may also be a situation in which changes in culture may occur much later after changes in behavior, or may even never occur.

Experts recommend that managers who find themselves in a similar situation “seize the moment.” If managers cannot do this themselves, then the services of consultants should be used. In both cases, a “change agent” is required to intervene in the process of influencing the desired cultural changes. In this case, the following two approaches are possible:

Get people in the organization to accept new beliefs and values;

Inclusion and socialization of new people who fit into the culture of the organization, and the dismissal of members of the organization who deviate from its culture.

Determining whether culture has changed. When changes in behavior occur in an organization, it is not difficult to determine this, because everything seems to lie on the surface. Changes in the content of culture are required when the existing culture in the organization does not support the change in behavior to the state necessary to achieve the desired level of organizational effectiveness.

In other words, this is required with significant and dynamic adjustments to the “rules of the game,” which include the following:

Improving organizational effectiveness and morale;

A fundamental change in the organization's mission;

Increased international competition;

Significant technological changes;

Important changes in the market;

Acquisitions, mergers, joint ventures;

Rapid growth of the organization;

Transition from family business to professional management;

Entry into foreign economic activity.

Factors influencing culture change

Changes in an organization's culture are necessary when the current culture is not conducive to performance or does not meet the organization's goals. The ability to change culture is influenced by a number of factors.

As a result of the influence of these factors (together or some of them), the organization may need to adjust the behavior of employees. The situations formed by the above factors are as follows:

efficiency needs to be improved;
the organization's mission has changed;
competition in the market (local or international) has increased;
new technologies are being introduced;
the market is changing;
organizations carry out a merger or acquisition;
the organization is growing rapidly;
The organization enters the international market.

Three ways to change culture

Culture can be changed in three ways.

The culture changes, but the norms of behavior remain the same. In this situation, one or more beliefs of employees, some of the values, change, but the general standards of behavior remain the same. This is the most minor level of change.
Behavior changes, but the culture remains the same. This is possible when subcultures emerge, when a group of several employees is convinced of the need for change, but does not find support from the majority. If the subculture increases its influence, changes will occur. This level often serves as an indicator of crisis in the organization.
Both behavior and culture are changing. The most significant level of change is when people believe in the need for change and value innovation.

Methods for changing organizational culture

Before implementing culture change activities, it is necessary to prepare. To do this, first there is an awareness of the need to change the culture, then the levels at which the change will be carried out are determined (individual employees, groups of employees, departments, the organization as a whole). The level of complexity of implementing changes is also taken into account. Identify the forces that will facilitate change, as well as possible obstacles. When obstacles are found, the degree of resistance, reasons, and methods of overcoming are determined. Then a change strategy is chosen that can be adjusted as it is implemented. Only after completing all stages of preparation do they begin to implement changes and evaluate their effectiveness.

Culture change methods:

changing the focus of attention of managers (switching to new objects or norms of behavior);
changing conflict management style;
change in crisis management;
changing organizational roles and their content (applied at the stage of training new employees);
change of the incentive system and its criteria;
change of personnel policy;
change characters;
replacing rituals and ceremonies with others that are more significant.

When making changes, it is very important to reinforce them so that they remain for a long time. Also, difficulties in implementing changes are due to the fact that resistance to them is inevitable.

The depth of resistance depends on what level of culture is influenced: the deeper the layer of culture that is planned to be changed, the stronger the resistance.

Also, the larger the change in scope, the greater the resistance. Carrying out rapid and radical changes takes place with with great difficulty than with the gradual introduction of innovations into the life of the organization. Effectively leading an organization involves implementing cultural change. With a competent approach, changes receive a positive reaction from employees. Evaluating changes is difficult, but if the activities are carefully prepared from the beginning, it is easier to do it, based on predetermined parameters.

Over time and under the influence of circumstances, culture can undergo changes. Therefore, it is important to know how to make these types of changes.

Methods for changing the culture of an organization are:

Changing objects and subjects of attention on the part of the manager;

Changing your crisis or conflict management style;

Redesigning roles and changing focus in training programs;

Change of incentive criterion;

Change of emphasis in personnel policy;

Change of organizational symbols and rituals.

It should be noted that changes in behavior can lead to changes in culture, and vice versa.

There are three possible combinations of change in behavior and organizational culture. In the case of the first combination, changes in culture occur without changes in behavior.

In this case, employees can change one or more beliefs or values, but they are unable to change their corresponding behavior. Some people believe that smoking is harmful, but cannot quit smoking. In business organizations, people change their basic assumptions about the influence of the external environment, but they lack the appropriate knowledge, skills and abilities to change behavior.

In all of these and similar cases, the main problem is that the people in the organization do not have the capabilities and training required to change behavior in these conditions. As practice shows, this problem can be solved rather by learning (learning from one’s mistakes) in the organization (at work) than outside the latter.

The main problem in this case is the lack of commitment and consistency in translating one’s formal behavior into terms of the new culture, figuratively speaking, into a habit.

This, in turn, develops internal satisfaction due to the fact that people actually increasingly believe in change and value it, changing their behavior further.

When implementing changes in the culture of an organization, a number of difficulties arise.

Get people in the organization to accept new beliefs and values;

Inclusion and socialization of new people who fit into the culture of the organization, and the dismissal of members of the organization who deviate from its culture.

In other words, this is required with significant and dynamic adjustments to the “rules of the game,” which include the following:

Improving organizational effectiveness and morale;

A fundamental change in the organization's mission;

Increased international competition;

Significant technological changes;

Important changes in the market;

Acquisitions, mergers, joint ventures;

Rapid growth of the organization;

Transition from family business to professional management;

Entry into foreign economic activity.

Questions to reinforce the material

1. Name the basic principles of forming organizational culture.

2. List the stages of formation of organizational culture known to you.

3. Why is the purposeful formation and management of organizational culture practiced?

4. Name the main methods of forming OK. Describe each of them.

5. In the course of solving what main problems does the formation of the joint experience of members of the organization as a social unit take place?

6. Justify the role of the leader in shaping organizational culture.

7. Reveal the essence of the main methods of maintaining organizational culture. How do they differ from methods of forming organizational culture?

8. What basic methods of changing organizational culture do you know? Describe them.

9. What is the essence of determining the fact of a change in cult?

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL STATE BUDGET

EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"DON STATE TECHNICAL UNIVERSITY"

DISCIPLINE: Organizational Behavior

Changing organizational culture

Completed by: student gr. FM 5-1

Chebotareva A.V.

Rostov-on-Don

Introduction

1. Organizational culture of the individual

2. Preconditions for cultural change. Preparing for Change

3. Changing the culture of the organization

Conclusion

List of used literature

INTRODUCTION

Viewing organizations as communities sharing a common understanding of their purpose, meaning and place, values and behavior has given rise to the concept of organizational culture. The organization forms its own image, which is based on the specific quality of the products produced and services provided, rules of behavior and moral principles employees, reputation in the business world, etc. This is a system of generally accepted ideas and approaches in the organization to the organization of business, to forms of relationships and to achieving performance results that distinguish this organization from everyone else.

Organizational culture is a new field of knowledge that is part of the series of management sciences. It also emerged from a relatively new field of knowledge - organizational behavior, which studies general approaches, principles, laws and patterns in the organization.

By definition, organizational culture that develops over many years is the most stable cementing element of an organization. However, it is also undergoing changes. Firstly, organizational culture evolves naturally under the influence of changes occurring in the external environment. Second, organizational culture can be deliberately changed by management or another influential group of employees. This process is extremely complex and time-consuming, requiring extraordinary leadership qualities, perseverance, patience, strategic thinking from the people managing it. Change is an action during which various transformations occur in our lives. When talking about changing the culture of an organization, one should be aware that it entails a change in the behavior of each member of the organization and his unique general psychology. Typically, leadership groups imply that this will affect them personally, but in relation to themselves they only mean general phrases like: “devolve more power to subordinates,” “pay more attention to innovation,” etc. These changes are not intended by managers to be systemic changes and, of course, exclude any interference in their own unique psychology.

Very little research has been done in the area of culture change. Most of the information available comes from individual studies how individual organizations were or were not able to change organizational culture and according to consultants based on their accumulated experience. Organizational culture is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization, development prospects.

1. ORGANIZATIONAL CULTURE OF PERSONALITY

Man forms the basis of any organization, which itself is created for man. The range of organizational culture that a person brings to an organization is very wide, it is determined by the uniqueness of each person. What explains the uniqueness of the individual? Each person has a unique and unique set of genes. A gene is a unit of hereditary material responsible for the formation of any elementary trait. The totality of all the genes of an organism constitutes the human genotype. Genes are very stable and retain their properties in several generations of people. The genetic base is unique to each individual and explains some of the differences among people.

Individuals who find themselves in the cycle of various environments, subcultures and institutions can change individual gene codes temporarily, permanently or episodically. These effects are stronger for some and weaker for others. They act in direct and opposite directions. Genes are influenced by differences in organizational environment, reward systems, job design, leadership style, etc.

The peculiarities of a person’s organizational culture are that it is a function of the individual’s individuality and the environment. In addition, behavior, personality and environment mutually influence each other.

The structure of personality is analyzed in various publications in different aspects:

1) as direct, independent impermanence. Behavior is based on the highest priority personal interests that do not coincide with the priorities of the organization’s interests;

2) as an indicator of change. The indicator changes the strength or direction of the influence that an independent change has on a dependent one. The reaction of a subordinate to managerial influences in formal or informal organization serves feedback, which can enhance or weaken the nature of the influence;

3) as dependent changes. Prolonged exposure to strong organizational forces influences people to change. The personality is close to an exaggerated stereotype; so, for example, when a person long time forced to adhere to strict rules, a disposition towards them is formed;

4) as part dynamic system mutual influences. Environmental influences can subsequently significantly affect a person's behavior in a positive or negative direction. People who exercise greater self-direction and are intellectually flexible are more likely to seek and achieve high levels of self-improvement in natural development set of genes

A person’s organizational culture is influenced by habits and inclinations, needs and interests, Political Views, professional interests, moral values, temperament.

A stable, permanent character trait of a person is stubbornness. Some people are more stubborn than others. Is it possible to measure this or another personality parameter? Today there are no units of measurement yet, but it is possible to evaluate their manifestation in comparison with other people.

The most common method used to assess personal characteristics is self-report based on questionnaire questions and its expert review. The survey questions may be as follows:

If you are interrupted by something, do you return to it quickly or depending on your interest in it?

Does it irritate you when you have to put off something you started?

The most important personality trait is honesty and decency, which have a significant range of manifestations. It is believed that a person who is more honest when paying income taxes will also be more honest when taking exams, filling out job applications, and playing cards.

A person’s OK is based on the following personality traits:

Positive reactions to people in power. Power is a necessary phenomenon in organizations. To be effective, a leader must have an approach to the individual to avoid negative reactions to those in power. The individual must respect authority as a mandatory attribute of leadership;

Desire to compete. Limited resources are a common occurrence in organizations. Employees at all levels must compete with other similar employees in finding the best solution in the distribution of resources: personnel, materials, budget, equipment. Competition can manifest itself in the sale of products, negotiations, lobbying, debates;

Ability to persuade. The role of personality requires that a person often express his thoughts and speak publicly. He must be convinced of his ideas and opinions, this makes it possible to exert influence;

The desire to play the role of an informal leader. The individual must strive to stand out from others in various fields activities. A person must play roles. The more roles a person can master, the higher his level of organizational culture;

Tolerance for routine administrative work. Management positions of any rank require the individual to devote a certain amount of attention to calculations, paperwork, presentation functions, reading and responding to correspondence, and telephone calls. A person may be dissatisfied with such duties, but must accept them as a necessary duty. Manifestation negative state personality may experience frustration, i.e. persistent disorganization of human consciousness and behavior (spontaneous aggressiveness), which occurs with prolonged repression of basic human needs. The state of frustration can only be overcome with the help of psychologists.

You can form a positive set of qualities by learning this.

However, there is a set of restrictive situations that prevent the achievement of this goal. Among them:

The constancy of the interpersonal environment of a person and social groups,

The obligation to comply with certain rules of behavior,

Low sustainable level of cultural environment of people and social groups,

Features of the geographical environment.

2. PREREQUISITES FOR CULTURAL CHANGES. PREPARE FOR CHANGES

Over time and under the influence of circumstances, culture can undergo changes. Therefore, it is important to know how to make changes in such a series. Methods for changing an organization's culture are consistent with methods for maintaining culture. This:

· change of objects and subjects of attention on the part of the manager;

· changing the crisis or conflict management style;

· redesigning roles and changing focus in training programs;

· changing incentive criteria;

· change of emphasis in personnel policy;

· change of organizational symbols and rituals.

The preparatory stage of changes includes:

· awareness of the need for change (determining the need for change, often caused by external factors affecting the organization);

· determination of the levels at which change occurs: individual, group, departmental, organizational - and the likely degree of complexity with which the implementation of the change will be associated;

· identification of forces that promote and constrain organizational change;

Determination of the probable degree of resistance, possible reasons such resistance and ways to overcome it;

· choosing an appropriate change strategy within which the change can be effectively managed.

Having passed this preparatory stage, you can move on to the change process - the change program - and evaluate how successfully you managed to carry out this process.

K. Levin in the process of change identifies the main stages of its implementation:

· defrosting;

· changes;

· freezing;

· grade.

In the first stage, the main problem is to identify and overcome initial resistance and to get people to accept new image thoughts (belief system) necessary to implement change. The main problem in the second stage is implementing the change, and this requires very careful planning. The task of the penultimate stage is to ensure that the change becomes permanent. It is at the third stage that it should be formally and informally consolidated, i.e. it needs to be wholeheartedly accepted by the people concerned and become part of the organization's culture. It is in the third stage that innovation is most at risk. The last stage The program for implementing change is the evaluation phase. It is very difficult to evaluate. However, if the goals are carefully defined and the means to achieve them are clearly described, then evaluation is possible, although not easy to do.

The change for managers is extremely important. It is the main element of the activity of every leader. A manager must be able to manage change. An effective manager is one who is able to recognize when change is desirable and when it is inevitable, and who is then able to make anyone concerned feel that they will benefit from that change if they do not resist it. There is consensus that if you take an active rather than a passive approach to change, you will receive a positive rather than a negative reaction.

The changes are important element our lives, occur frequently, and their number tends to increase. Often we find ourselves caught up in the process of change at work, either as its initiators or as the unfortunate victims of other people's efforts. It is very difficult for us to come to terms with it because change may be completely unpredictable or inevitable.

There are a number of challenges to implementing culture change. In particular, these difficulties arise from resistance to cultural change. This becomes clearly noticeable when changes begin to affect the deep content of organizational culture (basic assumptions, beliefs and values). It is noted that carrying out radical and rapid changes in the content of organizational culture occurs with great difficulties and is more painful than carrying out slow changes. A similar relationship is found when implementing changes in organizations with strong and weak organizational cultures. In general, the degree of resistance to changes in the culture of an organization is proportional to the magnitude of changes in content, i.e. the degree of their radicalism and the strength of the prevailing culture in the organization.

For managers who are extremely busy solving many problems, introducing a change can result in a doubling of the workload. However, it is not at all necessary that the introduction of changes will be accompanied by a negative reaction. In an ideal situation, introducing change provides an opportunity for real creativity. There is a lot to learn from the process of change. Also, think about what could happen if you don't make these changes?

The types of changes are varied:

· · updates (revision) job descriptions, employees in terms of subordination and contacts;

· · introduction new technology and technology;

· · change in organizational structure;

· · dismissal of workers;

· · expansion of responsibilities;

· · new system wages;

· · transition to another operating mode, etc.

It should be noted that changes in behavior can lead to changes in culture, and vice versa. However, this happens inevitably or automatically. This is due to the role played in this process by the “transmission” of culture and the rationale for behavior. Depending on the situation, the relationship between changes in behavior and culture in one direction or another can be revealed over a period measured from several months to several years. Therefore, it is important for analysis to distinguish between cultural change and other organizational changes and examine them simultaneously. There are three possible combinations of behavioral and cultural changes in an organization.

In the case of the first combination, changes in culture occur without changes in behavior. In this case, employees can change one or more beliefs or values, but they are unable to change their corresponding behavior. Some people believe that smoking is harmful, but cannot quit smoking. In business organizations, people change their basic assumptions about the influence of the external environment, but they lack the appropriate knowledge, skills and abilities to change behavior.

In all of these and similar cases, the main problem is that the people in the organization do not have the capabilities and training required to change behavior in these conditions. As practice shows, this problem can be solved more quickly through learning (learning from one’s mistakes) in the organization than outside it.

The main problem in this case is the lack of commitment and consistency in translating one's formal behavior into terms of the new culture, figuratively speaking, into a habit. People change their formal behavior either because they are afraid of losing the compensation they are receiving, or they get satisfaction from being able to adapt to a new state of affairs, and not because they actually deeply believe and value what they are being asked to do.

The third combination is that changes occur in the field of behavior and in the field of culture. It's a situation of constant change in the sense that people truly and truly believe in and value how they do their jobs differently. Consistency arises from the fact that each side (behavior and culture) mutually reinforces and supports each other. This, in turn, develops internal satisfaction due to the fact that people actually increasingly value change and believe in it, changing their behavior further.

It is widely known that many creative teams in science, education and art, operating on a free commercial basis, largely achieved their success due to the above circumstances, believing in their ability to do things in a new way and achieving internal agreement with this through the adoption of a new culture.

In the same case, when there is no clear evidence of the benefits of new assumptions, cultural changes are likely to follow behavioral changes. There may also be a situation in which changes in culture may occur much later after changes in behavior, or may even never occur. Experts recommend that managers who find themselves in a similar situation “seize the moment.” If managers cannot do this themselves, then the services of consultants should be used. In both cases, a “change agent” is required to intervene in the process of influencing the desired cultural changes. In this case, the following two approaches are possible:

· · get people in the organization to accept new beliefs and values;

· · inclusion and socialization of new people in the organization and dismissal of people.

When changes in behavior occur in an organization, it is not difficult to determine this, since everything seems to lie on the surface. In the case of culture, changes occur in the minds of people and it is difficult to be sure whether changes have occurred or not. A good test of the effectiveness of culture change is the fact that after the leader of the new culture leaves the organization, people continue to behave in new ways. If the management of an organization is trying to find out whether changes have occurred in the culture, then this already indirectly indicates whether this has actually been achieved or not.

Changes in the content of culture are required when the existing culture in the organization does not support the change in behavior to the state necessary to achieve the desired level of organizational effectiveness. In other words, this is required with significant and dynamic adjustments to the “rules of the game,” which include the following:

· · increasing organizational effectiveness and morale;

· · fundamental change in the mission of the organization;

· · increased international competition;

· · significant technological changes; important changes in the market;

· · acquisitions, mergers, joint ventures;

· · rapid growth of the organization;

· · transition from family business to professional management;

· · entry into foreign economic activity.

One of the main problems of company management is stagnation. Stagnation is an additional risk for the company that arises as a result of the fear of employees and especially managers of change. The situation cannot budge and freezes. Most attempts to change organizational culture fail, but many organizational leaders try again because culture is not performance-neutral. There are cultures that contribute to the achievement of organizational goals in certain conditions, and, conversely, that hinder this. Transforming organizational cultures takes many years and even decades.

3. CHANGE THE CULTURE OF THE ORGANIZATION

The culture of the organization may be acceptable to certain period time and conditions. Changing conditions of external competition, government regulation, rapid economic changes and new technologies require changes in the culture of the organization, which hinders the increase in its efficiency. It takes a long time to create a new organizational culture because the old organizational culture becomes ingrained in the minds of people who remain committed to it. This work includes the formation of a new mission, goals of the organization and its ideology, models of effective leadership, the use of experience from previous activities, ingrained traditions and procedures, evaluation of the effectiveness of the organization, its formal structure, design of premises and buildings, etc.

The possibility of culture change is influenced by the following factors: organizational crisis, change of leadership, stages life cycle organization, its age, size, level of culture, presence of subcultures.

Organizational culture includes the management culture of the organization. It is realized in increasing emotional state workers and intensifying their activities.

Organizational crisis. It questions existing practices and opens up possibilities for the adoption of new values. Examples of a crisis can be the deterioration of the organization’s position, its financial takeover by some other organization, the loss of its main clients, or a sudden breakthrough of competitors into the organization’s market.

Change of leadership. Since top management is a major factor in shaping the culture of an organization, replacing its top leaders helps introduce new values. But new management in itself is not a guarantee that employees will accept the new values. New leaders must have a clear alternative vision of what the organization can be and have authority.

Stages of the organization's life cycle. It is easier to change the culture of an organization during periods of transition from its creation to growth and from maturity to decline. When an organization enters a growth stage, major changes in organizational culture will be necessary. The organization's culture is not yet ingrained and employees will accept changes if:

* previous success of the organization does not correspond modern conditions;

* employees are not satisfied with the general state of affairs in the organization;

* the image of the founder (founder) of the organization and his reputation are in doubt.

Another opportunity for culture change occurs when an organization enters a stage of decline. At this stage, staff reductions, cost reductions and other similar measures are usually necessary, which dramatize the mood of employees and indicate that the organization is experiencing a crisis.

Age of the organization. Regardless of the stage of an organization's life cycle, the younger it is, the less established its values will be. Culture change is more likely in a young organization.

Organization size. It is easier to change culture in a small organization, since there is closer communication between managers and employees, which increases the opportunity to spread new values.

Level of culture. The more widespread the culture is in an organization and the higher the cohesion of the team that shares shared values, the more difficult it is to change culture. A weak culture is more susceptible to change than a strong one.

The presence of subcultures. The more subcultures there are, the greater the resistance to changing the dominant culture.

Changing culture requires a specific strategy for managing the culture of an organization. It assumes:

* culture analysis, which includes an audit of the culture to assess its current state, comparison with the intended (desired) culture and an interim assessment of its elements that need to be changed;

* development of special offers and measures.

Even where conditions for change are favorable, managers should not expect the organization to quickly adapt to new cultural values. The process of changing culture in an organization can take a long time.

CONCLUSION

organizational culture management

Organizational culture is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization, development prospects. The elements of the components of organizational culture include the following personal qualities: a positive reaction to those in power, a desire to compete, the ability to persuade, the desire to play the role of an informal leader, tolerance for routine administrative work.

OK in an organization can be formed in four ways:

Long-term practical activity.

The activities of the manager or owner (own OK).

Artificial formation of organizational culture by specialists of consulting firms,

Natural selection of the best standards. rules and standards introduced by the leader and the team.

Features of organizational culture are reflected in symbolism, depending on the priority in the organizational culture of power, role, actions or personality. 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, state organizational culture, an organizational culture of a leader, an organizational culture when working with personnel, etc.

LIST OF REFERENCES USED

1. Emelyanov P.V. Organizational culture / P.V. Emelyanov, I.V. Groshev, V.M. Yuryev. - M.: UNITY-DANA, 2008.

2. Zaitsev L.G. Organizational behavior: textbook / L.G. Zaitsev, M.I. Sokolova. - M.: Economist, 2009.

3. Kibanova A.Ya. Organizational personnel management. Textbook. - M.: INFRA-M, 2008.

4. Magura M.I. Modern personnel technologies / M.I. Magura, M.B. Kurbatova. - M.: JSC “Business School” Intel - Synthesis”, 2010.

5. Malinin E.D. Organizational culture and business performance. - M.: Publishing house of psychol.-social. Institute, 2004.

6. Milner B.Z. Organization theory. Textbook. - M.: INFRA - M, 2009.

7. Polyanskaya O.V. Organizational culture as a resource for enterprise management: comparative social analysis of Russian and German experience. - M[b. i.], 2006.

8. Semenov Yu.G. Organizational culture: a textbook. - M: Logos, 2006. - 65s.

9. Collection scientific works"Communication Theory & Applied Communication". Bulletin of the Russian Communication Association, issue 1 / Under the general editorship of I.N. Rozina. - Rostov n/d: IUBiP, 2007.

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Topic 7. Mechanisms for changing organizational culture

Changes in an organization's culture can and do occur depending on the stage at which the organization is at. For example, when a culture is in a growth stage, ways of manipulating the mechanisms of implementation are simultaneously ways of changing the entire culture. These are: attention, control and reward from leaders; the roles of leaders as role models; how they allocate resources; how people are selected, promoted and fired; what is the organizational structure and the processes of its creation, etc. However, as soon as an organization accumulates a sufficient history of successful development and thereby moves to the maturity stage, such manipulations become insufficient or produce only a superficial effect. It turns out that changing deeply held beliefs requires much more effort and time.

Dynamics of changes. The fundamental concepts underlying any change in a human system can be taken from the work Kurt Lewin) and supplemented by E. Schein's research in the field of persuasion, vocational education, group dynamics and management development . Any human system aims to maintain balance and strives to maximize its independence from the environment. Survival, adaptation, growth - all this requires maintaining the integrity of the system, despite changes in the environment that constantly upset the balance. The function of cognitive structures, such as concepts, attitudes, values and ideas, is to organize a variety of environmental stimuli, to comprehend them and, thus, to give a person a feeling of stability and predictability of events. This stabilizing and meaning-forming function is performed by a set of general ideas developed in groups and organizations over time. The development of culture is thus one of the ways in which a group or organization maintains its integrity and autonomy, differentiates itself from its environment and other groups, and acquires individuality.

"Defrosting" If more or less significant changes occur in any part of the basic structure, which cannot be called minor, incremental, then the system, first of all, must experience a state of imbalance, which activates a process of adaptation aimed at something more than simply strengthening existing ideas . The emergence of such an imbalance, the removal of the system from balance, Levin called “unfreezing,” or the formation of motivation for change. In my research, I have found that unfreezing inevitably consists of three completely different processes, and in order for a system to become motivated to change, each of them must occur to some extent: (1) a sufficient amount of data contradicting the established order of things, which leads to to serious discomfort and imbalance; (2) connecting conflicting data to important goals and ideas, which causes anxiety and/or guilt; and (3) sufficient psychological safety, that is, the ability to solve a problem without loss of individuality or integrity, which allows members of the organization to agree with contradictory data rather than deny it defensively.

Discrepant data is any information that shows an organization that some of its goals are not being achieved or that some of its processes are not producing the expected results. Sales volume is declining, the number of complaints from customers is growing, returns of defective goods are becoming more frequent, managers and employees are quitting more actively than usual, employees are increasingly absent from work due to illness or other reasons, etc. Most often, this information is only symptomatic; it most likely does not tell the organization what may be causing the problem, but by pointing out the existence of a problem, it upsets the balance. This makes members of the organization feel uncomfortable.

In itself, such a contradiction does not yet cause motivation to change, because members of the organization may consider the information of little significance in achieving the main goals or implementing ideas. In other words, if employee turnover suddenly increases, leaders can say; "They only leave bad employees, we don’t need them anyway.” Or, if sales are down, the reaction might be, “It's just the result of a slight downturn in the economy.” Anxiety or guilt arises in an organization only if contradictory information is connected to important goals or ideas and it is impossible to consciously deny this connection, even if the information has a threatening connotation. However, anxiety and guilt can also be suppressed, so if the information is sufficiently contradictory, it is still not enough to motivate change if it threatens the very sense of individuality or integrity of the person or group.

In this case, it is quite common for conflicting data to exist for a long time, but due to insufficient psychological safety, the organization avoids feelings of anxiety or guilt by refuting the veracity or even denying the existence of such information. The essence of psychological safety, then, is that we can accept the need for change if it does not threaten us with a feeling of loss of integrity or individuality. If an upcoming change poses a threat to me, I will deny the findings and the need for transformation. And only if I feel that in the process of changing or learning something new I can maintain my individuality or integrity, I can think about it.

The same thing happens at the organizational level. If, in order to increase sales, an organization must implement a completely new architecture for the interconnection of process components, then Henderson and Clark called evolutionary change (Generational change) in contrast to incremental or radical changes (in the latter case it develops completely new technology), then members of the organization will not pay attention to this contradictory information or rationalize it. As the above authors note, under such conditions, the organization will learn to apply filters and pay attention only to those data that allow it to make minor, incremental changes. The individuality that is created in an organization and is the basis of its success must be preserved, even if the cost is the inability to effectively adapt to a changing environment.

Cognitive restructuring. Once the organization is unfrozen, a process of change begins in it, depending on whether learning will be carried out by trial and error based on extensive study of the environment or in the form of imitation of appropriate role models of behavior based on psychological identification with them. In any case, the essence of new learning comes down to a cognitive revision of certain basic concepts from a set of ideas. For example, when companies that guarantee lifetime employment to their workers and never lay off anyone are faced with economic pressure to cut labor costs, they cognitively redefine the concept of “layoff” to mean “relocation” or early retirement, offer generous compensation, They give the employee enough time to search for an alternative job, provide advisory assistance, outplacement, etc., in order to maintain the idea of their “honest and noble attitude towards people.” This process is more than a simple search for justification. This is a true cognitive revision of beliefs by some of the senior managers of the organization.

Most transformation processes involve behavioral change, which is necessary to form the basis for cognitive revision of ideas. Behavior can be changed forcibly, but if this is not preceded or accompanied by a cognitive revision of ideas, then when the coercive force disappears, everything will return to normal.

"Freezing". The final stage of any change process is refreezing, that is, reinforcing the new behavior or cognition through the receipt of confirmatory evidence. If such confirmation does not occur, the search and adaptation process continues. Once the organization receives supporting information from authoritative external representatives, stakeholders, or internal sources, the new positions gradually stabilize. After some time, another contradiction will arise, and the process of change is repeated.

This model describes any process of change, at whatever level it occurs: individual, group or organizational. It defines the necessary psychological conditions without which change will not occur. When it comes to organizational culture and subcultures, we must also consider some broader categories of change that apply particularly to large social systems. It must also be understood that what happens in these broader systems is the result of many separate processes, like those discussed above.

Mechanisms of change and stages of culture formation. Different stages of the evolution of an organization's culture present their own opportunities for change. This is explained by a change in the functions of culture depending on the stage of development. The table summarizes these stages and lists the corresponding mechanisms of change. These mechanisms have the property of being cumulative, i.e., at each subsequent stage, all previous mechanisms operate and new ones are added.

Table - Mechanisms of culture change

Stage of development of the organization	Mechanisms of change
Foundation and early growth, development	1. Incremental change through general and specific evolution 2. Change through intra-organizational therapy 3. Change through promoting the creation of hybrid cultures
Average age	4. Change through systematic feeding from selected subcultures 5. Planned change through the implementation of organizational development projects and the creation of parallel training systems 6. Unfreezing and change due to technological factors
Maturity and decline	7. Change through the introduction of “outside people” 8. Unfreezing through scandals and debunking myths 9. Management through transformation 10. Change through the imposition of beliefs 11. Destruction and rebirth

Foundation stage and early development . In the first stage of an organization's development, when it is created and just beginning to grow, the main impetus for the formation of culture comes from the founders and their ideas. Their cultural paradigm takes root in the organization if it manages to successfully fulfill its primary task and survive. Further, the cultural paradigm can be considered as a manifestation of the distinctive features of the competence of a given organization, the basis of the unity of its members, the “psychological glue” that prevents the organization from falling apart. The main focus at this stage is on isolation from the environment and separation from other organizations. The organization makes its culture clear, defined, and as integrative as possible, and introduces it to all new employees (and/or initially selects them on the basis of cultural compatibility).

Concerning distinctive features areas of competence, then in young companies there is a greater disposition and preference for certain business functions.

Other functions struggle to achieve comparable status and prestige, and their representatives, such as professional marketers, often hear from managers who have been with the company since its inception that “marketers never have a true understanding of the subject matter.”

The implications for change at this stage are clear. The culture is young, and the developing company is fully committed to it, since: (1) the main creators of the culture are still working in the team; (2) culture helps an organization define itself and find its way in a potentially hostile environment; and (3) many elements of culture are considered as a means of protection against anxiety, anxiety at the stage of formation and self-affirmation of the organization.

In this regard, proposals coming from outside or inside deliberately change culture is likely to be completely ignored or actively resisted. Moreover, the dominant members or coalitions in the organization will do everything to preserve and strengthen the existing culture. The only thing that can unfreeze such a situation is an external crisis of the company’s survival in the form of a sharp drop in growth rates, loss of sales or profits, a complete failure of a product on the market, or another event that cannot be ignored. In this case, the next stage (transition) may occur automatically because the crisis may discredit the founder and bring a new senior manager into the arena. If the organization is not threatened by anything like this, then neither is its culture. How does culture change during the growth stage of an organization? Several mechanisms of change can be identified here.

Incremental changes through general and specific evolution. If the organization is not under undue external pressure and if its founder or organizing family works for it for a long time, culture develops gradually, little by little assimilating all the best practices of past years. In such evolution, two development processes are distinguished: general and specific.

General evolution. The overall evolution towards the next historical stage includes diversification, complexity, increasing levels of differentiation and integration, and creative synthesis. At the same time, it is implicit, but it is assumed that the dynamics of development social systems is evolutionary in nature. All groups go through logically related stages, and so do organizations. This especially applies to the ownership structure, although there is still no clear answer to the question of which stages and what internal dynamics serve as the impetus for evolutionary development. Moreover, if as a result of a crisis a new leader appears in a company, we can say that new directions for cultural development are generally unpredictable .

The protective elements of culture are likely to persist and strengthen over time, although they may become more sophisticated and develop into an integrated and more complex structure. Basic beliefs may persist, but their form may change, leading to new behavior and ultimately affecting the beliefs themselves. Not all systems have the capacity to evolve into more complex structures, but there is ample evidence that human systems are capable of such evolution. The best example of this development is the small modifications that occur in leaders' belief systems as they cope with imbalances in changes in the composition of external and internal stakeholders (i.e. shareholders, suppliers, customers, employees, etc.).

Private evolution. Particular evolution refers to the adaptation of individual parts of an organization to their specific environments and the impact of cultural diversity on the underlying culture. It is this mechanism that explains the fact that in enterprises consisting of organizations from different industries, dissimilar “industry” cultures develop, and in subgroups - different subcultures. Thus, a high-tech company improves its research skills, while a food or cosmetics manufacturer develops its marketing skills. In each specific case, these differences reflect the most important basic ideas about the world around us and the actual history of the organization's development. In addition, as different parts of the organization exist in different environments, each part learns to adapt to its environment. As subgroups differentiate and subcultures develop, prerequisites arise for major change in mainstream culture. However, at this early stage these differences will be quite tolerable, and efforts will be made to minimize them.

Self-enabled evolution through organizational therapy. If culture is viewed as a scientifically proven defense mechanism to avoid uncertainty and anxiety, then an organization must be able to assess the strengths and weak sides their culture and modify its ideas if necessary for survival and effective functioning. Cognitive revision of ideas becomes possible with the help of therapy aimed at developing self-understanding. Members of an organization can collectively achieve understanding by working together to analyze their culture and identify individual cognitive elements. Such a revision involves either changing some of the priorities within a set of representations, or abandoning the interfering judgment by subordinating it to a higher-level representation. This understanding of culture is usually achieved by a process of internal decoding, which allows the group to choose the direction of its future development. The key role of the leader in this process is to recognize the need for such intervention and to manage the process of internal decoding. Leaders do not usually call this therapy, but from a functional point of view (for groups) it is equivalent to the kind of therapeutic help that people seek when they feel unwell.

It is not necessary to completely abandon protective elements. Sometimes it is enough to understand how they act in order to Negative consequences could have been predicted in advance. If defense mechanisms prove too costly, a compensatory behavior mechanism can be activated. The following options are possible: (1) abandon the defense mechanism, which is quite difficult due to the absence of another way to eliminate anxiety, which will inevitably appear after some time (for example, you need a strong leader who will take all the anxiety upon himself); (2) develop compensating mechanisms (for example, holding meetings less often but longer, classifying decisions and seeking consensus only on the most certain issues, or find ways to speed up the approval procedure); or (3) break the company into small units in which coordination will occur more effectively, since employees know and can agree with each other.

Guided evolution by promoting the creation of hybrid crops. The two mechanisms described above protect and preserve culture as it exists, but changes in the environment often cause an imbalance that requires real changes. How can a young and committed organization make such changes? Such organizations are characterized by a process of gradual and incremental change through the systematic promotion of workers whose personal vision the best way correspond to the new realities of the external environment. Because they are not outsiders, they agree with the cultural core of the company and are trusted. But because they have personality traits, life experiences, or subcultures that have helped them build their careers, they also have ideas that are more or less different from those accepted in the organization, and therefore can gradually lead it to new ways of thinking and acting. When such managers are appointed to key positions, they often hear from those around them: “We don’t like how she’s changing things here, but at least she’s one of ours.”

For this mechanism to really work, at least some of the company's most senior managers must understand what is missing in the organization. This suggests that they have to sort of step out of their culture, and do this through a therapeutic process. The necessary information can be gleaned from conversations with board members, consultants, or educational programs where they can meet leaders of other companies. If the need for change is recognized, management can appoint those representatives to key positions old culture, whose views most closely coincide with the proposed changes.

The transition to middle age: problems of continuity. Transfer from initial stage, when the company is dominated by its founder or family organizer, to the middle age stage, when the organization is run by the second, third and fourth generations of managers, allows for so many options that one can only talk about prototypical mechanisms and events.

The first and often the most important of these is the transfer of affairs from the founder to the second generation director. Even if it is a son, daughter or other person close to the founder, the very nature of the entrepreneur does not allow the founder to easily part with what he has created.

During the transition stage, conflicts over whether elements of the culture are liked by employees or not are replaced by conflicts over what is good and what is bad in the actions of the founders, since most of culture reflects their personal characteristics. A battle ensues between “conservatives” who like the founders’ culture and “liberals” or “radicals” who want to change it, partly because they intend to gain more strong positions. The danger with this situation is that attitudes toward the founder are projected onto the culture, and that the culture can be seriously damaged as a result of attempts to replace the founder. If organizational members forget that culture is the very set of decisions that have brought them success, comfort, and integrity, they may try to change everything they value and need.

At this stage, there is often a lack of understanding of the culture itself and its role in the organization, regardless of how it was formed. Based on this, the mechanism of continuity should be developed with the aim of strengthening those components of culture that ensure unity, special area competence and protection from anxiety. This can probably only be done by employees of the organization itself, because an outsider cannot understand all the intricacies of various aspects of culture and emotional relationships between founders and employees. Preparing for the transfer of power is usually psychologically stressful for both the founder and his potential heirs.

When senior management or the founder cannot develop normal criteria for choosing a new head of the company, cultural issues inevitably come up on the agenda. By this point, it is clear that culture, although started by the founder, has largely become an attribute and “property” of the organization. If the founder or his family still dominate the company, they may not be looking for change, but for efforts to clarify, integrate, preserve and develop the culture, especially because it is associated with the founder.

The transfer of power in an organization, when the founder or his family relinquishes control of the organization, provides an opportunity to change the direction of the culture if new manager turns out to be the hybrid we were talking about; personifies everything that the company needs to survive and at the same time is accepted by others “as he is one of them”, and therefore serves as the guardian of the old culture.

Thus, changes in culture and the role of leaders in managing this process at different stages of organization development occur through the use of various mechanisms. However, any change involves the emergence of contradictions, feelings of guilt or anxiety and the need to create psychological safety. When the right balance is established between these three factors, the system is unfrozen and motivated to change. The change takes the form of a cognitive revision of key concepts, and the resulting behavior is “frozen” in the individuals' personalities and in the norms and customs of the group.

At the foundation and early development stage cultural ideas define the identity of the group and its special sphere of competence, and, as a result, become firmly rooted in the people. If leaders notice some culturally incongruent beliefs, the only way they can change the culture is by influencing normal evolutionary processes or through therapeutic intervention. In this case, they increase the understanding of group members and thereby enable them to develop culture in a more manageable manner. The second mechanism of change available at this stage is to identify and systematically promote “hybrid” members of the organization who are carriers of the most important elements culture, but at the same time possessing some other - necessary for the organization - ideas.

The stage of transition to middle age is especially fraught with dangers of a cultural nature, since the continuity of power necessarily poses cultural issues on the agenda. It is very likely that group members will confuse two concepts: elements of culture and elements of the founder's personality. In addition, it is possible to divide into subgroups, one part of which will support the ideas of the founder, and the other will oppose them. But although cultural problems are especially acute during the transition of power, the mechanisms of change remain practically the same as at the previous stage. The exception is when the transfer of power is carried out through the sale of the company and the emergence of a completely new management team. In such a situation, the process of forming a different culture begins.

The main problem for leaders is that they themselves must be simultaneously inside the culture and outside it, i.e. to be marginalized. This is necessary in order to notice culturally inappropriate ideas and learn new ways of thinking ourselves in anticipation of unfreezing and changing our organization. This process is especially difficult for entrepreneurial founders because the early success of their organizations leads them to believe that their own vision is the only correct one.

The following ideas must be present in the learning culture:

· the world is controlled;

· people tend to proactively solve problems;

· one must approach reality and the search for truth pragmatically;

· people are good by nature and, in any case, are subject to change;

· both groupism and individualism are acceptable;

· the best time horizon is somewhere in the middle between the distant and near future, and the best time intervals are average in duration;

· accurate and relevant information should be freely distributed through a system of complete relationships;

· the organization must consist of diverse but interconnected units;

· orientation to both tasks and relationships is encouraged;

· the world is essentially a complex interweaving of interdependent forces, in which there is a multiplicity of cause-and-effect relationships and the impossibility of giving precise definition anything more probable than the linearity and simplicity of these connections.

Thus, the role of learning-oriented leadership in a turbulent world is to develop these understandings. Leaders must first accept them themselves and then learn to notice and systematically reward the corresponding behavior in others. In mature organizations, leaders should identify subcultures and sources for learning and innovation, and systematically reward those managers and employees whose beliefs lead to innovation. It remains to be determined whether or not this innovative behavior leads to success in the external environment and comfort in the internal environment. If so, then a new, innovative culture will gradually form in the organization.

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Topic 7. Mechanisms for changing organizational culture