The learning organization as a method for changing organizational culture. Principles for changing organizational culture

Ministry of General and Professional Education of the Russian Federation

NOU Institute of Economics, Management and Law

Naberezhnye-Chelninsky branch

Department of Management

Test

by discipline

"Management decisions"

DEVELOPING WAYS TO CHANGE THE ORGANIZATION'S CULTURE IN THE TEAM

JSC "KAMSKAYA TPK"

Performer: III year student

MO, group No. 5311

Pashenkova E.T.

Head: Platonov Yu.V.

Naberezhnye Chelny

Test assignment

Introduction 3
1. Organizational culture of the individual
1. Concept, definition of organizational culture

4
2. Types of organizational cultures, subcultures 7
3. Methods of cultural transmission

10
2. Analysis of the current organizational culture in CJSC “Kama Commercial and Industrial Company” 11
Strong and weak sides current system culture change
1. organizations in JSC "Kamskaya TPK"

14
2. Factors that reduce the effectiveness of applied methods for changing the culture of an organization 18
3. Project for developing ways to change the culture of an organization at JSC “Kama Commercial and Industrial Company” 20
Conclusion 21

Literature 22

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 the forms of relationships and to the achievement of performance results that distinguish this organization from all others.

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 an organization.

The main goal of organizational behavior is to help people perform their responsibilities in organizations more productively and derive greater satisfaction from it.

To achieve this goal, it is necessary, among other things, to form value systems of the individual, organization, relationships, etc. We are talking about norms, rules, or standards on organizational behavior. All behavior must be assessed or judged by the most socially progressive standards. This is a fairly large area of ​​application of effort for both theorists and practitioners. The relevance of studying and applying such norms, rules and standards is undeniable. As a result, a new scientific direction begins to emerge from organizational behavior - organizational culture, which will always be its integral part.

Each direction of organizational behavior has its own organizational culture, and they all form a single whole.

Organizational culture is a set of socially progressive norms, rules and standards adopted and supported in the field of organizational relations. Let us recall that organizational relations are the interaction, opposition or neutral attitude of elements of the organization inside or outside it.

My goal test work became an algorithm for developing ways to change the culture of the organization in the team of the company ZAO Kama Commercial and Industrial Company.

To achieve this goal, the following tasks were set:

1. Explore methodological basis ways to change the culture of the organization in production teams;

2. Conduct an analysis of the current system of organizational culture, as well as identify its main shortcomings;

3. Develop an Algorithm for changing the organizational culture in the company

CJSC "Kama Trade and Industrial Company".
|When collecting information for the test, I used the following |
|methods such as survey, testing. |
| |

1.1. CONCEPT, CHARACTERISTICS OF ORGANIZATIONAL CULTURE

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 management influences in a formal or informal organization serves as feedback, which can strengthen 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 of a dynamic system of 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 the natural development of a 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:

> Do you feel the need to finish reading a book as soon as you start reading it?

> 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 reaction to those in authority. 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. Workers at all levels must compete with other similar workers to find the best solution in allocating 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;
. desire to play the role of an informal leader. A person should strive to stand out among others in various fields of activity. 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 invariability of a person’s interpersonal environment and social groups,
- the obligation to comply with certain rules of conduct,
- low stable level of cultural environment of people and social groups,
- features of the geographical environment.

Characteristics of organizational culture include:
individual autonomy - the degree of responsibility, independence and opportunities to express initiative in the organization;
structure – interaction of bodies and persons, existing rules, direct management and control;
direction – the degree of formation of the goals and prospects of the organization’s activities;
integration - the extent to which parts (entities) within an organization are supported in the interests of carrying out coordinated activities;
management support - the degree to which managers provide clear communication, assistance and support to their subordinates;
support - the level of assistance provided by managers to their subordinates;
incentives – the degree of dependence of remuneration on labor results;
identification - the degree of identification of employees with the organization as a whole;
conflict management – ​​the degree of conflict resolution;
risk management – ​​the extent to which employees are encouraged to innovate and take risks.

These characteristics include both structural and behavioral dimensions. A particular organization can be analyzed and described in detail based on the parameters and properties listed above.

Summarizing what has been said, let us give a more general definition of organizational culture. 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 organization, development prospects.

1.2. TYPES OF ORGANIZATIONAL CULTURES, SUB-CULTURES

Dominant cultures and subcultures. Organizations can be divided into dominant cultures and subcultures.

The 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 develop in large organizations and reflect common problems, situations faced by employees, or experience 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.

Organizational culture

Subculture subsection A Subculture subsection. B
Branch B subculture

Rice. 1. Scheme of organizational culture priorities

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

General part OK

Special part OK Special part

OK vehicle database company OK accounting

Special part

OK department

management

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

Successful organizations have their own culture that drives 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 culture. It is necessary to distinguish between strong and weak culture. A strong culture is characterized by the organization's core values ​​that are strongly supported, clearly defined, and widely communicated. The more members of an organization who share these core values, recognize their importance, and are committed to them, the stronger the culture. Young organizations or organizations characterized by constant rotation of opinions (concepts) among their members have a weak culture. Members of such organizations do not have sufficient shared experience to form generally accepted values. However, not all mature organizations with a stable workforce are characterized by a strong culture: the core values ​​of the organization must be constantly maintained.

How does culture influence organizational performance?
Effectiveness requires that the organization's culture, strategy, environment
(external environment) and technology (internal environment) were brought into line. An organization's market-driven strategy, which is more appropriate in a dynamic environment, presupposes a culture based on individual initiative, risk-taking, high integration, a healthy tolerance for conflict, and extensive horizontal communication.
The strategy, dictated by the prospects for the development of product production, focuses on efficiency, better work in a stable environment. It is more successful when the organization's culture provides for responsible control and minimizes risk and conflict.

Thus, 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.

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 organization's culture emphasizes centralization in decision making and restrains
(limit) individual initiative. Irregular (non-routine) technologies are effective when they are imbued with an organizational culture that supports individual initiative and relaxes control.

A strong culture determines the consistency of employee behavior.
Employees clearly know what behavior they should follow.
Predictability, orderliness and consistency of activities in the organization are formed through high formalization. A strong culture achieves the same result without any documentation or distributions. Moreover, a strong culture can be more effective than any formal structural control. The stronger the culture of an organization, the less attention management needs to devote to developing formal rules and regulations to govern employee behavior. This will all be in the subconscious of the employee who accepts the culture of the organization.

An organization's culture can be viewed as a product of two components: 1) the assumptions and preferences of those who created it; 2) experience brought by their followers. Its maintenance at the required level directly depends on the selection of workers, actions senior managers and methods of socialization.

The purpose of employee selection is to identify and hire into the organization people with the knowledge and skills to successfully perform the relevant job.
The final selection of a candidate is determined by the subjective assessment of the person making the decision as to how well the candidate will meet the organization's requirements. This subjective assessment is often determined by the culture that exists in the organization.

The actions of senior leaders have a significant impact on organizational culture. Their behavior and the organizational strategy they proclaim establish certain norms, which are then perceived by the entire organization.

Signs characterizing the organizational culture of a leader are:
. springy athletic gait,
. neat appearance,
. modern style in clothing and appearance,
. friendly attitude towards every employee,
. always in a good mood
. sincere and feasible assistance to the employee in family matters,
. positive image of the leader in the external environment.

Socialization is the process of adaptation of new members to an organization, the process of perceiving its culture. Often, organizational culture can serve as a more important factor in predicting the behavior of an organization than its objective characteristics. The organization is interested in the perception of culture by each of its employees. Socialization is most obvious when a new employee joins a job, when he is informed about how things are in the organization, what its rules and traditions are. In some cases, a formal training program is offered so that employees of the organization learn about its culture.

1.3. METHODS OF CULTURE TRANSMISSION

In addition to obvious orientation and training programs, culture is communicated to employees in other ways. The most effective are information, traditions, symbols and language.

The information contains a description of events related to the formation of the organization; key decisions that determine the organization's strategy in the future; senior management. It allows you to compare the past with the present, provides an explanation of the current practical activities organizations.

Traditions. Compliance with established traditions is a means for transmitting culture, since the main values ​​of the organization are associated with traditions.

Symbols. The design and layout of the territory and buildings, furniture, management style, clothing are material symbols that are transmitted to employees. The degree of equality in the organization provided by top management, the types and types of behavior (i.e. risk-taking, conservatism, authoritarianism, participation, individualism, sociality) that are considered acceptable are also important.

Language. Many organizations and their subdivisions use language as a way of identifying members of the organization with its culture or subculture. By studying it, members of the organization demonstrate their acceptance of this culture and in this way help to preserve it. An organization's terminology acts as a common denominator that unites members of the organization based on a recognized culture or subculture.

Analysis of the current organizational culture at CJSC KTPK

The object of my research was the organizational culture of the closed joint-stock company "Kama Trade and Industrial Company", hereinafter abbreviated as CJSC "KTPK". This organization specializes in the sale of new KamAZ vehicles purchased on the secondary market.

At CJSC KTPK, as in any other organization joint activities people to achieve their goals, organizational culture takes place.

Many organizations make major changes to their organizational structure, approval processes, etc. every few years. At the same time, those organizations that do not wait for irreversible negative trends to arise, but gradually change and optimize individual functions and divisions, turning changes into a continuous process of development, gain an advantage.

CJSC KTPK, within the framework 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 high-class specialists 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 permanent 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, possible Negative consequences 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, in Kamskaya

TPK 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 an 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;
> formation of remuneration in two components - in the form of a fixed salary and a variable part. The variable part represents the commission as a percentage of the volume sold by managers

CJSC "KTPK" products (KAMAZ vehicles);
> stimulating the personal initiative of employees in solving common problems and constancy of the 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.

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, assessment of the effectiveness of the organization, its formal structure, design of premises and buildings, etc.

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

> In 2004, KTPC CJSC was experiencing a crisis of losing customers due to the improvement of the economic policy of KamAZ OJSC, on which the state of affairs at the company directly depends: KamAZ does not sell its products by offset, only by cash payment, hence - No

"test" cars - no "credit" discounts. Prices at the factory and prices in

JSC "Kamskaya TPK" are practically comparable. The buyer, previously interested in the low price, chooses and prefers the guarantees and prestige of the plant to the meager difference in price.

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.

> Managers at CJSC KTPK change approximately once a year. This is the founder's policy. Moreover, the leader is not always from the outside, more often

– a manager with a good track record within the company. With each new leader, the cultural and organizational values ​​of the enterprise change. According to employees, this does not contribute to the improvement and stability of the culture. Perhaps this happens because none of the management had the goal of improving the culture of the organization, although the authority of many of the employees was absolute.

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:

The organization's previous success does not meet modern conditions;

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

> In order to find out the opinion of employees (management department and marketing department with a total of 14 people) about the existing organizational culture in the company, I conducted a survey (table):
|Questions |Answers | |
| |Yes |no |not |not |TOTAL|
| | | |quite|concerned | |
| | | | |this | |
| | | | |question | |
|Are you satisfied with the boundaries of the organization and |9 |2 |2 |1 |14 |
| criteria for entry and exit | | | | | |
|(establishing criteria for membership in | | | | | |
| organization and its groups) | | | | | |
|Are you satisfied with the awards and |11 |2 |1 |0 |14 |
| punishments that take place in the company? | | | | | |
|Are you satisfied personal relationships |3 |5 |4 |2 |14 |
|between employees of the company (including | | | | | |
| superior-subordinate; employees of one| | | | | |
|level, etc.)? | | | | | |
|Are you satisfied with the company's ideology? |12 |1 |1 |0 |14 |
|Are you satisfied with the definition and |2 |5 |7 |0 |14 |
|distribution of statuses in the organization? | | | | | |

In general, the picture is quite favorable; employees are more satisfied with the existing OK elements in the company.

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

> The image and reputation of the founder for everyone (almost without exception) was and remains very good. It can be expressed in two words:

“The first toast to the founder” (and even without his presence).

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.

> The age of CJSC KTPK is 8 years - a relatively young organization, which allows us to assume the likelihood of a fairly “painless” change in OK.

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.

> The headcount at the beginning of 2004 was 48 people. Communication in all areas is quite close; a small number of employees allows us to solve almost all problems face-to-face.
Having considered all these factors, I came to the conclusion that it is quite possible for CJSC KTPK to change its organizational culture.

1. Strengths and weaknesses of the current system for changing the culture of the organization at CJSC KTPK

The culture of the organization of CJSC KTPK is managed by the following structural divisions:

Company management (General Director, Financial Director, Deputy Director for Human Resources)

Due to the fact that they exercise control over personnel, they are the subject of conflict management.

Their control influence is aimed at employees belonging to various social groups that are the object of conflict management.

In terms of quantitative and qualitative parameters, the personnel of CJSC KTPK meets the production tasks of the current and next year.

| Name | Payroll number | Standard number |
| |01.03.03 |as of 2004 |
| |person |% |person |% |
|Total |43 |100 |50 |100 |
| incl. | | | | |
|Production| | | | |
| workers |22 |51.1 |30 |60.0 |
|Leading | | | | |
|composition |6 |14.0 |5 |10.0 |
|Specialists |15 |34.9 |15 |30.0 |

The qualitative composition of workers has remained virtually unchanged over the past 5 years:

The average level of education is 12.5 standard classes;

The average age of workers is 36.4 conventional years;

The average length of service in the company is 6.1 conventional years.

Training and advanced training of workers completely covers the need for professional training.

At CJSC KTPK, 100% of the management personnel have higher education:

Higher technical 66.67%

Higher legal education 16.67%

Higher economics 16.67%

Quality of training of specialists of CJSC KTPK:

Higher education 86.67%

Secondary special 13.33%

These data allow us to conclude that there is a sufficient level of professional training of workers, specialists and management to solve production problems.

The personnel of CJSC KTPK, who have the necessary skills and carry out the production process, are a necessary human resource for production and management, including conflict management.

To physical resources, necessary for a person Information resources may be included for work.

Information resources are presented in methodological and regulatory materials on the organization of labor of all categories of employees of CJSC KTPK. They reflect the peculiarities of organizing the work of workers, taking into account the requirements of a scientific organization collective work, psychophysiological factors and working conditions, as well as advanced domestic and foreign experience in labor organization.

Determining and providing resources is a constant task for the management of an organization, which is solved by planning resources, allocating them, analyzing their adequacy, and introducing them into everyday practice. Analyzing the methods of administrative influence used at CJSC KTPK from the point of view of their influence on the strategy and tactics of development of the labor motivation system, I came to the following conclusions:

The organizational impact exerted on personnel contributes to a high level of regulation of QA management. I was convinced of this by the presence at this enterprise of internal regulatory documents regulating the activities of the personnel of CJSC KTPK.

A well-developed charter of a closed joint stock company

"Kama Trade and Industrial Company" (CJSC "KTPK"), approved by the annual Resolution of the general meeting of shareholders;

Collective agreement of CJSC KTPK, signed general director CJSC KTPK and the team of employees of CJSC KTPK, promoting the development of partnerships between the administration and the enterprise staff;

Internal labor regulations developed in accordance with the Civil Code and Labor Code of the Russian Federation;

Availability of a clear organizational management structure and staffing structures of the enterprise and their annual adjustment;

Availability of clear job descriptions for employees defining the employee’s functional responsibilities and standardization of work.

Economic methods of influencing personnel are used, such as motivation and labor incentives

CJSC KTPK uses effective types of administrative influences. The basis for this conclusion was the presence of:

Clear orders from the director of CJSC KTPK, indicating the status of the issue, activities, resources and those responsible;

However, in the process of analyzing the impact of administrative methods, a weak application of the system for monitoring the execution of documents at the enterprise was revealed, which leads to the ineffectiveness of some administrative influences.

In my opinion, the personnel policy at CJSC KTPK is not sufficiently developed.

Basic tools for working with personnel – socio-psychological methods - in CJSC "KTPK" are not fully used:

The data obtained by questioning and testing is partially used when hiring personnel;

The spirit of competitiveness of employees is maintained (monthly, quarterly, annual competition among managers for the title “Leader-Manager of the Month (Quarter, Year)".

Social and psychological methods such as:

Organization individual work with employees, taking into account personality type, temperament (events for certification of specialists);

Conducting trainings and seminars for managers;

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 team of CJSC KTPK, due to the specifics of its work, cannot be called cohesive; perhaps this is not facilitated by competitive methods of motivation.

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 change;

Development special offers and measures.

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

2.2. Factors that reduce the effectiveness of applied methods for changing the culture of an organization

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 consonant with the methods of maintaining culture discussed above. This:

1) change in objects and subjects of attention on the part of the manager;

2) changing the crisis or conflict management style;

3) redesigning roles and changing focus in training programs;

4) change in incentive criterion,

5) change of emphasis in personnel policy;

6) change of organizational symbols and rituals.

We can assume three possible combinations of changes in behavior and culture at JSC KTPK.

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 similar cases main problem is that people in the organization do not have the abilities and training required to change behavior in a given environment. As practice shows, this problem can be solved rather by learning within the organization (learning from your mistakes) than outside it.

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 changes must happen, although some workers may not want it. Depending on the status and influence of the supporters of change in the organization, transformations can be more or less successful. 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 (assumptions, 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 such a situation 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 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 doing their jobs differently.
The sustainability of changes in this case is ensured by the fact that both sides
(behavior and culture) mutually reinforce and support each other. This, in turn, increases internal satisfaction due to the fact that people actually increasingly believe in change and value it, changing their behavior further. Graphically, all possible combinations can be represented as follows:

As long as the changes are not associated with a reduction in the number of employees or can be carried out due to natural outflow work force, the project is a good solution. True, an important condition is always regular communication between the management and employees and their information about the progress of changes. If it is foreseeable that desired or necessary reforms will result in significant layoffs or financial obligations that are difficult to estimate, then it is best to conduct a preliminary study to determine the feasibility of the change.

At the beginning or during the implementation of changes affecting the culture of an enterprise, it is necessary to make comparisons with other enterprises that have already made similar changes. This way there will be no need to reinvent the wheel.

3. ALGORITHM FOR IMPLEMENTING THE PROJECT FOR CHANGING ORGANIZATIONAL CULTURE IN

JSC "KAMSKAYA TPK"

1. Establishment of a defined central leadership with sufficient decision-making powers, capable of acting with energy and purpose.

2. Definition and clear formulation of goals, highlighting the differences between old and new, describing changes.

3. Estimation of savings to be achieved.

4. Timely training of persons allocated to work on the change project, it is advisable to conduct training before the start of the project.

5. Allocation of the necessary human and financial resources to implement the planned changes (preferably specialists).

6. Care must be taken to ensure that changes are in the interests of the majority.

7. Ensuring that the project contains aspects that would be of interest to the entire organization.

8. Keeping the team up to date regarding the implementation of the project through sufficiently detailed information (periodic messages, visual campaigning, public relations, media).

9. Ensuring the presence of a consultation and information network with clear boundaries and the ability to resolve conflict situations (not to ignore the slightest signals).

10. Constant monitoring of bottlenecks in the project and quick response to emerging difficulties.

11. Constant correction of the progress of the project (planning, coordination, information and training).

12. Correction of the time schedule; Projects designed for a long period of time often become obsolete.

3.13. Constant monitoring of the results obtained, systematic assessment of the progress of implementing changes in the culture of the enterprise.

The project team and working groups need to be given favorable conditions so that they can work effectively and successfully. These guidelines for planning organizational culture change promote the adoption of new processes, encourage people to improve their positions, increase creativity, produce better products and achieve higher profits.

CONCLUSION

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

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

* artificial formation of organizational culture by specialists of consulting firms,

* natural selection of the best norms, 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.

BIBLIOGRAPHY

1) B.Z. Milner “Organization Theory”, M., 1999
2) E.A.Smirnov “Fundamentals of Organization Theory”, M., 2000
3) A.I.Prigozhin “Modern sociology of organizations”, M., 1995
4) A.N. Zankovsky “Organizational culture” - http://www.socioego.ru/teoriya/istoch/zanc/
5) Reiss M. “Optimal complexity of management structures” // Problems of theory and practice of management. - 1994. - No. 5
6) A.M. Smolkin “Management: foundations of organization.” Textbook. - M.:INFRA-M,

2001
7) "Management of the organization." Tutorial/ Edited by Z.P. Rumyantseva and N.A. Salomatina. - M.: Infra-M, 1995.
8) Internet resources: http://marketing.spb.ru/read/m8/index.htm http://www.romic.ru/referats/inf/ http://projects.databyte.ru/referats http:/ /www.ou.ru/prog/ou/book http://student.militarist.ru
9) Lecture notes

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Culture change

Behavior change

Third combination

Second combination

First combination

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To determine the stages of formation and change of organizational culture, let us turn to the concept of “organizational design”. It is often associated with the formation of the structure of the organization. In fact, it needs to be interpreted much more broadly. This is not only the creation of a structure, but also a culture that ensures its functioning. Based on the stages of organizational design Milner B.Z.. Organization theory: Textbook for universities. M.: INFRA-M, 2005. p. 69; let us highlight the stages of “cultural” design of an organization.

The formation and change of organizational culture are similar processes; as a result of their implementation, a unique culture, characteristic only of the organization being studied. The only difference between these processes is in the stage of the organization’s life cycle. If we create an organization, then we accordingly form the organizational culture. If we are talking about a functioning organization, then we change the organizational culture. This clarification was necessary to justify the existence of identical stages for creating and improving organizational culture, although in some aspects the content of the stages will differ. Let's consider the stages of formation and change of organizational culture: the description of the stage will include its characteristics and implementation technologies, both for the formation and improvement of organizational culture.

First stage. "Diagnostics"

When forming an organizational culture, the diagnostic stage is associated with the stages of analyzing the internal and external environment of the organization, building a tree of goals, structuring and composition when designing an organization. The essence of this stage comes down to identifying the specifics of the organization’s activities, its goals, the number of divisions, their tasks and functions. At this stage, it is necessary to formulate the basic ideas of the existence of the organization and formalize them in the form of the mission, philosophy, and ideology of the organization. In other words, at this stage it is necessary to link the goal of the organization with one of the ways to achieve it, namely with the organization of the internal life of the company, which should contribute to the achievement of the organizational goal. When forming an organizational culture, the participation of the leader himself is necessary. However, it is not forbidden to seek the help of experts, consultants, and employees of the future organization. The result of this stage is the formulation of the conditions and framework for creating an organizational culture.

When improving organizational culture, the existing organizational culture is analyzed at the diagnostic stage. Initially, you need to define evaluation criteria existing culture. They can be divided into two groups: general and individual. General criteria require answers to the following questions:

How many members of the organization share its stated values;

What events reflect the culture of the organization;

What symbols and behaviors correspond to the current state of organizational culture;

What is ignored in the organization;

What is most valued among members of the organization;

How clear are the priorities of the organizational culture to members of the organization;

To what extent do organizational culture priorities influence labor productivity?

Individual criteria are formed based on an analysis of the internal and external environment of the organization, identifying weaknesses and strengths, threats and opportunities. It is possible that at this stage both the purpose of the organization and its mission will be adjusted, and changes will be made regarding the organizational structure, functions and tasks of the divisions. The formulation of the criteria will be individual in each specific case, but they will all stem from the answers to the questions of how the organizational culture corresponds to the goals of the organization, how the current path of the organization differs from the way it followed in the past.

It is recommended to organize the diagnostic stage when changing the organizational culture in the following form.

1. Create a questionnaire that includes extended questions aimed at identifying general and individual criteria for assessing organizational culture.

2. Identify leading experts in the company in the field of promising ideas about organizational culture as a whole. Ensure that the people involved are the people who can lead the change initiatives and who are truly needed to ensure success. They will have to make an individual assessment. At the same time, it is necessary to ensure that, when answering the questionnaire, everyone gives a rating assessment of the same organizational structure: i.e. it is necessary to exclude the possibility of some persons assessing, say, a certain division, and others assessing the rating of the company as a whole. It is important to overcome ambiguity regarding the unity of purpose of the work for all respondents. These people need to be brought together to develop a coherent view of the organization's current culture.

3. Analyze ratings. At the same time, one should not “average the results” and more carefully study the views of those individuals who may imagine an organization different from others. It is especially important to discuss the reasons that lead an individual to his/her rating of the organization's culture. Discussion and consensus building is usually the most rewarding part of the work done, as it ultimately creates understanding, opens channels of communication, and increases the ability to appreciate the perspectives of others involved in the process. Because each individual makes a culture assessment individually, people have the opportunity to think deeply about their vision of the organization's culture, be willing to listen to the opinions of others, and ultimately give maximum amount information necessary to build a profile of general culture.

4. Reach consensus on the general state of organizational culture. To do this, all respondents must be brought together, and a discussion begins on each highlighted element of organizational culture and its rating. The result should be the formulation of a shared image of the organizational culture existing in the organization, its advantages and disadvantages.

If the organization is small, with up to 50 employees, then you can survey each employee, or conduct a survey of departments.

Second phase. “Creating an organizational culture project”

When forming an organizational culture, this stage involves filling each organizational element with meaning in accordance with the goals, objectives and formulated mission of the organization. IN in this case you can use the method of extrapolating the experience of successful companies, but with adjustments to the mission and goals of the organization. When creating a culture project, it is important to involve employees of the newly created organization. Collaborative creativity, firstly, it will bring the team closer together, and secondly, it will contribute to the development of values ​​and ideals that are truly viable for this team.

When improving organizational culture, this stage will be similar to the previous one, with the only difference that in questionnaires or surveys we will talk about the preferred culture, and not about the existing one.

In order to create a preferred culture, the following issues need to be discussed:

What will the organization need to most likely act successfully in the future;

What requirements must the organization satisfy in the future external environment? What trends remain to be recognized? In what areas is the firm most likely to be at the forefront;

In what ways the present state is not perfect enough;

What demands will consumers and/or competitors make in the future?

What will need to change in an organization to dominate its industry.

It is advisable to involve everyone in these discussions. No point of view should be ignored.

As a result of the survey and discussions, we get two images of the organization - the current one and the preferred one. To create a project of organizational culture, it is necessary to compare them with each other. The absence of significant differences does not mean that major changes are not needed. Small shifts can be just as important as major transformative procedures. Questions that should be answered during the comparison include the following:

What are the attributes that we wish not to change, but to emphasize;

What characteristics should dominate the new culture;

What needs to be de-emphasized or abandoned;

Broadly speaking, the goal of this stage is to create some kind of agreed upon vision of what the desired future will be, what the most important elements of the organization will be, what will and will not change, and what is valuable about the current organizational culture that should be preserved. At this stage, it is important to pay attention to each element of culture, even if it is not present in its current state.

Third stage. “Implementation of the organizational culture project”

At this stage, two main tasks are solved - socialization of personnel and overcoming resistance to change. In terms of content, this stage is identical for both the formation and improvement of organizational culture. In anticipation of the questions, we note that resistance to change is also typical for newly created organizations, because employees recruited there, in addition to experience in other companies, also have experience of existing in other organizational cultures, often very different from the one being created in the new organization.

Personnel socialization involves familiarizing employees with the basic principles of organizational culture and introducing these principles into practice. Familiarization can be carried out different ways- a general meeting of the organization’s personnel with the announcement of the main priorities of the organizational culture, the publication of a brochure containing the specified information, etc. However, in the most visual way, the organizational culture of various kinds of stories is illuminated and shown. That is, the core values, desired orientations, and behaviors that characterize a new organizational culture are usually communicated more clearly through stories about the behavior of employees who possess these qualities than in any other way. The lessons employees learn about acceptable behavior in a new culture from repeated stories quickly and clearly imprint in their minds the desired values, behaviors, and moral principles. Thus, it is advisable to select two or three cases or events that clearly demonstrate the values ​​that will be brought into the future organizational culture. Employees must associate them with the organization itself so that belonging to it is organically combined with the adoption of the illustrated values. The form of presentation of the material should be such that the moral aspect of the stories is fixed in memory. Then they will become a much more powerful means of conveying the principles of the new culture to the consciousness of employees than any number of its diagrammatic images, lists of strategic components, etc.

Once everyone has clearly understood what a change in the organization's culture does and does not involve, and it has been determined which values ​​should be reinforced, the changes should be accelerated and implemented as painlessly as possible. To do this, it is necessary to answer the following questions Semenyachenko E. Problems of the “new ball” or how to improve the corporate culture of Russian companies? // New exchange newspaper, No. 140, 2007.p. 12;:

· which secondary problems should be started or what, also secondary, should be stopped;

· the accumulation of what surpluses and reserves must be stopped, what actions that do not increase value should be abandoned, what deviations from following the professed values ​​can be tolerated;

· where to begin. What exactly should be recognized and welcomed to support change;

What resources do you need to acquire?

· what symbolic events to open the “green street” so that they sound a signal of the beginning of a new culture;

· what processes or systems need to be rebuilt;

How can new ideas be clearly communicated to members of the organization? cultural values;

· what metaphors can be used to reflect the new culture.

Organizational culture is the most important characteristic of an organization, which primarily determines the identity of the company, i.e. how it differs from others, which is why culture comes to one of the first places in management. The main task of forming and changing culture is to support the changes taking place in the company, but at the same time, the organizational culture itself becomes the most important object of change.

The company's culture is always based on the company's philosophy, which is laid down at its birth. Culture defines the core values, norms of behavior, ideas, and views that are shared by the vast majority of members of the organization. Organizational culture is manifested in the policies and rules that determine the functioning of the organization, in the behavior of its employees and management, and their perception of themselves and the environment.

A modern organization is interested in the perception and acceptance of organizational culture by all employees, in ensuring that they understand and accept its mission and goals, norms and traditions. Each new employee masters the established culture of the company, masters the social experience that has been accumulated before him, and perceives new values, which, of course, leaves an imprint on the person’s personality and individuality. But the influence is mutual: each employee contributes to the development of the organization’s organizational culture, including influencing the organization’s management practices. For successful development modern organization constant modification of management practices is necessary, while it should be borne in mind that any change is reflected in its corporate culture. Any changes in a modern organization today no longer bring the desired result if they are not accompanied by a restructuring of the organizational culture.

Organizational culture consists of many subcultures introduced by different people from other teams. Therefore, it is important for a modern company to be able to diagnose own culture from the point of view of the influence of individuals and groups, constantly answering the following questions: what kind of people attracts the organization; what values ​​and rules do they follow in their professional activities; what is their behavior and methods of communication in a team, etc.

Over time, the organization itself changes: new goals and development strategies appear, the organizational structure is modernized, new business processes and procedures appear, the situation on the market and in the external environment as a whole changes, which, of course, affects the internal environment of the organization, including and on its corporate culture.

Organizational change is the formation of a new organizational structure that is adequate to the nature of changes in the external and internal environment of the organization. Organizational changes are accompanied by a breakdown of customary and shared values, norms and patterns of action among employees, as well as traditional methods of decision-making, which become an obstacle to the organization’s adaptation to the pace and directions of market changes.

In our country, organizational changes are primarily a way of adaptation Russian business to modern challenges, allowing, based on an assessment of one’s own potential and a vision of the company’s development directions, to pool all available resources in order to achieve corporate goals and maintain the viability of the enterprise in an increasingly competitive environment.

Also, organizational change can be defined as the process of mastering a new idea, type of behavior, or as any relatively independent modification of one or more elements of the management system. Examples major changes may be the development of improved technology, the creation of a new product needed by the market, improvement of the organizational structure, training and advanced training of employees, the formation of an appropriate organizational culture with new values, traditions, and management style.

The culture of an organization is always appropriate for a certain period of the organization's life cycle and external conditions. Changing these conditions, increased competition, the emergence of new technologies, rapid economic changes and changes in legislation require the organization to adapt to new conditions. Such adaptation always entails a flow of organizational change. If an organization's culture is a limiting factor to improving its effectiveness, it also needs to change. First of all, organizational culture needs to change and develop when it is a barrier to the company achieving its strategic goals. The possibility of culture change is influenced by factors such as the stage of the organization's life cycle, its age and size, level of culture, organizational crisis, change of leadership and many other factors.

Changing organizational culture is very difficult. Innovations always cause resistance from the team and are often perceived painfully by employees. The solution is targeted development of employees and organizational structures, continuous training and the creation of a culture of change in the organization. It takes a long time to create a new organizational culture because the old organizational culture becomes ingrained in the minds and organizational behavior of the people committed to it. This work includes the formation of a new mission and goals of the organization, modernization of the organizational structure, processes and procedures, the development and establishment of new values ​​and behavior patterns, etc. Thus, changing the corporate culture of a company is a long and painstaking process that requires competent management. The introduction of new values ​​and norms, the transition to new regulations always require changes in the organizational behavior of employees. Organizational behavior cannot be changed only by orders and instructions. New standards must be accepted by employees, they must be presented in such a way that all employees reach the same understanding and realize that compliance with them will contribute to improved performance.

“It must be realized that there is nothing more difficult to implement, more doubtful from the point of view of success and more dangerous to manage, than the establishment of a new order of things. This stems from distrust human nature"who doesn't really believe in anything new until she actually experiences it."

Niccolo Machiavelli

The current stage of development of the Russian market is characterized by increased interest in managing business culture and this is explained primarily by the fact that there has been an increased understanding of the impact that the phenomenon of organizational culture has on the success and efficiency of business. What makes successful companies different? high level culture, which is formed as a result of competent management of its creation and development.

Strong organizational culture:

• promotes the adoption of effective management decisions;
• contributes to the implementation of basic management functions;
• provides employees with clear guidelines for organizational behavior;
• promotes effective communications;
• reduces control costs;
• is the most important motivating factor;
• creates a sense of belonging and increases staff loyalty;
• contributes to the stability of the organization.

The formation of the required level of organizational culture aimed at the development of the company must be purposefully managed. Organizational culture is closely linked to corporate strategy, so managing organizational culture is an important element of corporate strategy. It is necessary to constantly monitor and analyze the existing corporate culture, explore trends in its development, identify outdated values ​​and norms, carry out adequate and relevant changes in a timely manner, and formulate long-term goals that correspond to the strategic goals of the organization. It is obvious that the leaders of an organization play a decisive role in shaping and changing organizational culture. However, managers of Russian companies do not always understand the importance of managing corporate culture, often underestimate its capabilities in increasing the level of competitiveness of the company, which is necessary in a global competition, and do not make enough use of the experience of leading companies in Russia and the world in this area.

The importance of organizational culture increases in conditions of increasing dynamism of the external environment, increasing influence of suppliers and customers, increasing competition, rapid rotation of goods and changes in technology. In such conditions, the importance of marketing increases significantly, product sales become more complicated, which requires more and more effective management and, consequently, the organization's intangible assets become more significant.

Culture is a fairly stable characteristic of a company, but sooner or later it changes. The creation of new organizational forms, the introduction of new technologies, and primarily in management, in practice mean a mandatory change in organizational culture. This entails a restructuring of the entire complex of relations in the organization, modernization of values, norms of behavior, symbols, ways of doing business, etc., shared by members of the organization. And changing organizational culture is not just diversifying activities in a new situation, changing slogans or leaders. This is a fundamentally new way of life for the company, a change in the very spiritual atmosphere of the organization.

Changes in organizational culture can occur for the following two main reasons.

• 1. Natural evolution influenced by changes in the external and internal environment, when changes in corporate culture occur regardless of our desire.
• 2. Conscious change of culture by managers, owners or other influential groups, which is a complex and time-consuming process.

Changes in the content of culture are required when the existing culture in the organization does not contribute to the change in organizational behavior to the state necessary to achieve the desired level of organizational effectiveness. The most significant changes include the following:

• a fundamental change in the organization’s mission, a transition to the implementation of fundamentally new strategies;
• rapid growth of the organization;
• business restructuring;
• mergers, acquisitions, creation of joint ventures;
• entry into foreign economic activity, etc.

This can be facilitated by external factors such as:

• rapid changes in the market;
• significant changes in industry technology and technology;
• increased international competition, etc.

Thus, The main problems forcing modern companies to change their organizational culture are the following::

• increased competition;
• goals and fundamentally new strategies of the company;
• increase in the number and complexity of operations;
• introduction of new technologies;
• business process reengineering, restructuring, business reorganization;
• expansion of the company’s activities and, accordingly, the emergence of new divisions;
• change of owner and manager.

Thus, the possibility of changing culture is influenced by exogenous (external) and endogenous (internal) factors (Fig. 6.3).

It is important to consider the following conditions for successful culture change.

Issues of modernizing corporate culture are initiated by the company's top management, and top and middle level managers become the agents of change. This is the only way to change anything strategically in organizational relationships.

Rice. 6.3.

• The HR service, first of all, and other functional departments, in fact, are the administrators of this process - they develop adequate technologies in order to make this process more efficient.
• Managers must remember that, first of all, they themselves will have to change. The company's management must assess how ready it is for change.
• The ideas of a modernized organizational culture must be implemented through daily example, work, internal policy - only then will they be beneficial.
• Before engaging in the formation and modernization of culture, it is important to prepare specialists who will work with it.
• At the very beginning of changes, it is necessary to carry out information preparation - provide employees with the necessary information, identify problems, show in which direction the company will develop and in which it will not develop under any circumstances. Correctly set restrictions and information openness will greatly facilitate the perception of change and reduce the resistance of the team.

When making cultural changes, it is advisable to adhere to the following general sequence.

• 1. First, the underlying cultural issues that threaten the firm's survival are addressed.
• 2. Then changes that are in demand by the staff are introduced.
• 3. And only then, through persuasion, sometimes direct pressure, agreements, an unpopular block of changes is introduced.

At each stage, control and adjustment must be ensured.

Changes in organizational culture occur under the influence of many factors related both to the characteristics of the organizational behavior of managers, leadership and the responsibilities they perform, and to such important characteristics of the organization as the organizational management structure, business processes and procedures, communication systems, design and decoration of office premises , history and myths and much more. In addition to these factors, changes in organizational culture are also influenced by business environment in general and industries in particular, samples national culture, the personality of the leader or founder of the company, his personal impact.

Analysis of the influencing factors presented in Fig. 6.4 allows us to conclude that changing organizational culture is a complex task and is implemented over a long period of time.

Rice. 6.4.

Let's analyze the factors contributing to changes in corporate culture and the problems of implementing changes.

Factors driving change

• Customer orientation, constant analysis of consumer
• High competition, unstable external environment.
• Analysis of competitors, including their achievements.
• Innovativeness, openness to new ideas.
• Involvement of external consultants and experts.
• Recruitment and selection of personnel on an objective basis.
• Development of both our own training and development programs for employees, and training of employees and management in other organizations.

• Asaul M. A., Erofeev P. 10., Erofeev M. P. Organizational culture: problems of formation and management. St. Petersburg: Humanistics, 2006. P. 130.
• Asaul M. A., Erofeev P. Yu.. Erofeev M. P. Organizational culture: problems of formation and management. P. 135.

The development of organizational culture involves its formation, maintenance and change. The formation of culture occurs in conditions where the organization decides two important issues: external adaptation and internal integration. The formation of culture in an organization is influenced by the culture of the society/people within which the organization operates. Organizational culture is supported by what attention is paid to, how the activities of members of the organization are assessed and controlled, ways of responding to critical situations - role modeling and staff training, motivation criteria, as well as criteria in personnel work. Compliance with rituals, ceremonies and traditions also helps maintain organizational culture. Changing the culture of an organization is, to a certain extent, the exact opposite of maintaining it. Changes in behavior can lead to changes in an organization's culture and vice versa. There are three possible combinations of changes in behavior and culture in an organization: 1) changing culture without changing behavior; 2) behavior change without culture change; 3) behavior and culture change.
Formation of culture. The process of forming a culture is in a certain sense identical to the process of creating the group itself, since the “essence” of the group, the way of thinking, views, feelings and values ​​characteristic of its members, resulting from collective experience and collective learning, are expressed in the system of ideas accepted by the group, which I call culture of this group. Culture does not exist outside the group, and if a certain set of people does not have a certain set of collective ideas or a minimum level of culture, then we, accordingly, cannot talk about it as a group. Thus, group development and culture formation are internally interrelated processes, and both of these processes are considered to be a consequence of certain actions of leaders and the collective experience of the group.
???Accordingly, we need to understand how the individual intentions of the founders, leaders or co-founders of a new group or organization, their own vision of the situation, their ideas and values, turn into a group-accepted and collectively approved set of provisions that are transmitted to new members as the basis of “correct understanding” situations." Among other things, we need to understand the “parameters and limits” that leaders consider as they create and manage groups.
An organization's culture can be viewed as a product of two components: 1) the assumptions and preferences of those who created it; 2) experience brought by their followers. Its maintenance at the required level directly depends on the selection of employees, the actions of senior managers and socialization methods.
The purpose of employee selection is to identify and hire into the organization people with the knowledge and skills to successfully perform the relevant job. The final selection of a candidate is determined by the subjective assessment of the person making the decision as to how well the candidate will meet the organization's requirements. This subjective assessment is often determined by the culture that exists in the organization.
The actions of senior leaders have a significant impact on organizational culture. Their behavior and the organizational strategy they proclaim establish certain norms, which are then perceived by the entire organization. Signs characterizing the organizational culture of a leader are:
springy athletic gait, neat appearance,
modern style of clothing and appearance, a friendly attitude towards each employee, a constantly good mood, sincere and feasible assistance to the employee in family matters, a positive image of the manager in the external environment.
Socialization is the process of adaptation of new members to an organization, the process of perceiving its culture. Often, organizational culture can serve as a more important factor in predicting the behavior of an organization than its objective characteristics. The organization is interested in the perception of culture by each of its employees. Socialization is most obvious when a new employee joins a job, when he is informed about how things are in the organization, what its rules and traditions are. In some cases, a formal training program is offered so that employees of the organization learn about its culture.
In addition to obvious orientation and training programs, culture is communicated to employees in other ways. The most effective are information, traditions, symbols and language.
The information contains a description of events related to the formation of the organization; key decisions that determine the organization's strategy in the future; senior management. It allows the past to be compared with the present and provides an explanation for the current practical activities of the organization.
Traditions. Compliance with established traditions is a means for transmitting culture, since the main values ​​of the organization are associated with traditions.
Symbols. The design and layout of the territory and buildings, furniture, management style, clothing are material symbols that are transmitted to employees.
The degree of equality in the organization provided by top management, the types and types of behavior (i.e. risk-taking, conservatism, authoritarianism, participation, individualism, sociality) that are considered acceptable are also important.
Language. Many organizations and their subdivisions use language as a way of identifying members of the organization with its culture or subculture. By studying it, members of the organization demonstrate their acceptance of this culture and in this way help to preserve it. An organization's terminology acts as a common denominator that unites members of the organization based on a recognized culture or subculture.
Methods of maintaining organizational culture. If organizational culture can be formed, then there must be methods for maintaining and strengthening it. Essentially, we should talk about what management philosophy and practice should be, and what management should pay attention to in order to maintain the desired organizational culture.
Leader behavior. Of course, a leader should start with himself. It has long been proven that people best learn new behavior patterns through imitation. The manager must become this role model, setting an example of the kind of attitude and behavior that is expected to be reinforced and developed in subordinates.
Statements, appeals, declarations of leadership. We must not forget that in order to consolidate desirable work values ​​and patterns of behavior, it is of great importance to appeal not only to reason, but also to emotions, to the best feelings of employees: “We must become the first!”, “The highest quality is the key to our victory over competitors” , “Our organization employs the best specialists!”, “This year will be a turning point for our company.”
Management's reaction to employee behavior in critical situations. The attitude towards people and their mistakes cultivated in the organization is especially pronounced in critical situations.
Training. Training and advanced training of personnel is intended not only to impart the necessary knowledge to employees and develop their professional skills. Training is the most important tool promoting and consolidating the desired attitude towards the business, towards the organization and explaining what behavior the organization expects from its employees, what behavior will be encouraged, reinforced, welcomed.
Criteria underlying appointments and promotions. If management, when making appointments and promoting employees, adheres to criteria that run counter to the cultivated, developed organizational culture, then one should not be surprised if it meets with less and less support from the staff.
Incentive system. The principles of constructing an incentive system and its main focus should support exactly that behavior, exactly that attitude to business, those norms of behavior and work results in which the content and main focus of the organizational culture cultivated and supported by management finds the most complete expression.
Selection criteria for the organization. What kind of employees do we want to see in the organization: professionals who have the necessary knowledge and experience, or is it of no less importance to us that the new employee’s ability to accept the values ​​and norms of behavior that have already developed in the organization and form the core of its organizational culture?
Maintaining organizational culture in the process of implementing basic management functions. This has already been said, but I would like to emphasize once again that the formation and maintenance of organizational culture is not only a system of “educational” measures, but at the same time a reflection of the philosophy and practice of management.
Organizational rituals, traditions, rules and procedures. Everyone understands that organizational culture is consolidated and transmitted in rituals, traditions and orders operating in the organization. But Special attention Here we should pay attention to the danger of even one-time deviations from the established order.
Widespread introduction of corporate symbols. The experience of the best organizations shows that the widespread introduction of corporate symbols (in the packaging of finished products, in advertising materials, in the design of the enterprise, work clothes, souvenirs) has a positive effect on the attitude of staff towards the company, increases the commitment of employees to their organization and the sense of pride in their organization.
Changes in the organization's culture

Methods for forming the maintenance and development of organizational culture

Changing organizational culture

Methods for changing the culture of an organization:

· 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.

awareness of the need for change
· 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 likely degree of resistance, possible reasons for such resistance and ways to overcome it;
· choosing an appropriate change strategy within which the change can be effectively managed.