Levels of organizational culture are visible regulators. Levels and elements of organizational culture

Every enterprise, organization or institution must have certain rules and norms of behavior. They help maintain the necessary order in the enterprise and ensure high efficiency of staff.

Labor discipline is a necessary condition for any collective work, regardless of the sector of the economy, the organizational and legal form of the organization and the socio-economic relations of the society in which it takes place. Without subordinating all participants in the labor process to a certain routine, without observing the labor discipline established in the organization, it is impossible to achieve the goal for which the joint labor process is organized.

The purpose of this course work is to develop measures that will allow maintaining labor discipline and staff responsibility at the required level. To achieve this goal, the following tasks were set:

a) define the concept of labor discipline;

b) consider the labor responsibilities of employees;

c) study the concept of disciplinary responsibility;

d) analyze the level of labor discipline and responsibility of employees using the example of a specific enterprise;

c) develop measures to improve the maintenance system labor discipline.

The object of the course work is Orion LLC, whose main activity is trade and procurement activities.

When writing the course work, educational literature on management and personnel management, regulations, and enterprise documentation were used.

Labor discipline is the subject of study in various sciences. Thus, labor discipline is considered by psychologists, sociologists, labor economists, etc.

According to Russian labor law, labor discipline should be understood as a set of legal norms regulating internal labor regulations, establishing the labor responsibilities of workers and administration, determining incentive measures for success in work and responsibility for culpable failure to fulfill these duties.

From the definition it follows that in a subjective sense, labor discipline should be understood primarily as the responsibilities of the parties to the employment contract - the employer and the employee.

The objective content of labor discipline is a set of rules regulating the behavior of the employee and the employer.

Laws and other regulations of the state establish the responsibilities of the employer and the most important rules employee behavior. The state sets the limits of the power of employers in relation to employees, that is, it establishes a minimum level of guarantees for the latter. It can be increased in local regulations (collective agreement, etc.) and individual employment contract.

The concept of “labor discipline” is quite broad. The legislation talks about labor discipline, labor, production, technological, service, financial and other discipline.

The term “labor discipline” is used in a broad and narrow sense. In the first case, labor discipline is synonymous with labor discipline and includes the responsibilities of the parties to the employment contract.

In the second case, in relation to an employee, labor discipline (labor discipline) has external and internal aspects.

The external aspect is the subordination of the employee to the internal work schedule. Often, submission to this order is also identified with labor discipline, that is, we are talking about labor discipline in the narrow sense of the word as a type of labor discipline.

The internal aspect of labor discipline is understood as a set of rules regulating the labor function of an employee, that is, the labor process itself. For those directly involved in production, we talk about production discipline and its component - technological discipline. For government employees this component is called service or performance discipline, for financial service employees - financial discipline, etc.

Technological discipline consists of following the rules in production. Violation of technological discipline by an employee is a production omission and provides grounds for bringing the culprit to disciplinary action, as well as full or partial deprivation of his bonus.

As for production discipline, it means order in production. In its content, production discipline includes labor discipline and goes beyond it. In addition to labor discipline, production includes ensuring the smooth and rhythmic operation of the enterprise, providing workers with raw materials, tools, materials, work without downtime, etc. Workers are responsible for observing not all production discipline, but only in part, which consists of fulfilling their labor responsibilities. The administration is responsible for ensuring production discipline in full.

Finally, labor discipline refers to the actual behavior of the employee and representatives of the employer (represented by the administration), that is, the level of their compliance with the rules governing the responsibilities of the parties to the employment agreement (contract) in the labor process.

Labor discipline is a necessary condition for any general work, any joint work. In turn, any joint work is a distinctive objective feature labor relations, it presupposes and requires the organization of the labor process, coherence and discipline of its participants.

Labor discipline is an integral part of any legal relationship. Consolidation of labor discipline as an institution of law is determined by the need to: - maintain law and order in labor relations; - instilling in workers self-discipline, the natural need for conscientious creative performance of work duties; - creating such conditions at the enterprise labor activity, in which the requirements of labor discipline would be placed above their own interests; - mobilization of the workforce to combat the emergence of mismanagement, bureaucracy and disregard for the interests of society and the state; - creating a normal moral and psychological climate in the workforce and in the relationship between employer and employee, based on respect for human labor, its honor and dignity. Labor discipline is influenced by the following factors: - working conditions; - level of organization of the production process; - material and living support for employees; - amount of remuneration;

Timely payment of labor, etc.

Labor discipline is a means and function of ensuring the most effective achievement of political, social, economic, technical and other goals of the production process.

According to Art. 193 of the Labor Code of the Russian Federation, all employees must obey the established labor regulations and perform their duties in accordance with legislative acts, as well as local documentation of enterprises. In accordance with the Labor Code of the Russian Federation, the employee is obliged:

Conscientiously fulfill his labor duties assigned to him by the employment contract;

Comply with the internal labor regulations of the organization;

Maintain labor discipline;

Comply with established labor standards;

Comply with labor protection and occupational safety requirements;

Treat the property of the employer and other employees with care;

Immediately inform the employer or immediate supervisor about the occurrence of a situation that poses a threat to the life and health of people, the safety of the employer’s property.

The duty to work conscientiously means that the worker must perform his job function skillfully, with full use of knowledge and experience, professional skill, systematically improve his skills, strive to make the greatest possible contribution to production, and constantly take care of the interests of the enterprise with which he has an employment relationship. .

The obligation to comply with the internal labor regulations of the organization contains the main meaning of labor relations - the employee’s subordination to the administrative and disciplinary authority of the employer.

Administrative and disciplinary power is a set of powers that the state vests with production managers in order to ensure their activities in managing the labor process. The function of administrative and disciplinary power at an enterprise is regulated and limited, in addition to the Labor Code, by internal labor regulations and other regulations. Administrative-disciplinary power in an enterprise has three aspects: it is normative power, administrative power and disciplinary power.

Compliance with labor discipline implies submission to legal norms regulating internal labor regulations, establishing the labor responsibilities of workers and administration, determining incentive measures for success in work and responsibility for culpable failure to fulfill these duties.

The obligation to comply with established labor standards is regulated by the regulations of the enterprise.

During their work activities, employees are obliged to strictly comply with norms, rules, instructions aimed at ensuring safe and healthy conditions labor. They must comply with safety requirements, industrial sanitation, occupational health and fire safety, use the issued protective clothing, special footwear and safety equipment.

The duty to take care of the property of the employer and other employees means that every worker must take care of the integrity and safety of any property belonging to the enterprise with which he has an employment relationship. The duty to take care of the employer's property includes the employee's duty to combat theft and waste of state and public property. Also, the general obligation to take care of the tenant’s property is specified in a number of norms labor legislation. It should be noted that regardless of the imposition of a disciplinary sanction on the guilty person, the worker has an obligation to compensate for property damage caused to the enterprise or institution.

The obligation to immediately inform the employer or immediate supervisor about the occurrence of a situation that poses a threat to the life and health of people, or the safety of the employer’s property is contained in the Model Internal Labor Regulations. The employee is obliged to report other reasons that impede the production process and pose a threat to the life, health and property of personnel: accidents, work-related injuries, etc.

All responsibilities can be divided into two groups:

Responsibilities to ensure a specific job function;

Obligations to comply general rules behavior that ensures a normal work process.

The main legislative act regulating the responsibility of employees is the Labor Code of the Russian Federation. Regulatory acts of organizations include:

Internal labor regulations;

Staffing table;

Work schedules (shifts);

Vacation schedules;

Health and safety regulations and instructions;

Collective agreements and agreements;

Charters and regulations on discipline (for certain categories of workers);

Other local regulations on labor issues.

Specific labor responsibilities of certain categories of employees are provided for by special charters, discipline regulations and job descriptions.

According to Art. 191 of the Labor Code of the Russian Federation, the employer has the right to reward employees for conscientious performance of labor duties.

Reward for conscientious work is understood as a form of recognition of the employee’s merits. Employees are encouraged for conscientious performance of work duties, increasing labor efficiency, improving the quality of labor results, other achievements in work, caring for entrusted property, long-term impeccable work, carrying out additional assignments and other cases of increased employee activity.

Incentives stimulate employee activity, who work more efficiently, and the organization receives greater profits.

Incentive measures, moral and material, are specified in Article 191 of the Labor Code of the Russian Federation. The list of incentive measures can be supplemented in the collective agreement, internal labor regulations and other local regulations governing relations in the field of labor discipline. Norms that are not specified in these legal acts or the application of which is violated have no legal significance.

According to Art. 191 of the Labor Code of the Russian Federation, the employer encourages employees who conscientiously perform their labor duties with such incentive measures as:

Declaration of gratitude;

Valuable gift;

Awarding with a diploma;

Nomination for the title of best in the profession.

Other types of employee incentives for work are determined by a collective agreement or internal labor regulations, as well as charters and discipline regulations.

For special labor services to the state and society, employees can be nominated for state awards.

The incentive must be formalized in writing by order of the employer and brought to the attention of the work team. The order specifies for what specific successes and undertakings the employee is rewarded. It is possible to combine several incentive measures at once.

The use of incentive measures is a right, not an obligation of the employer. Since the use of incentives for conscientious work is the prerogative of the employer, workers do not have the right to claim incentive measures or challenge incentive measures, considering them to be incorrect. Disputes regarding the application or non-application of incentives are not subject to consideration by labor dispute resolution bodies. Unlike previous legislation, the employer now has the right to apply incentives to the employee even during the period of disciplinary action.

Incentives for special labor merits, which are carried out by higher authorities state power and public administration are also listed in Art. 191 TK. Among these incentives, one can highlight state awards, which are the highest form of incentive. The right to award state awards belongs to the head of state - the President Russian Federation.

State awards and honorary titles are awarded by Decree of the President of the Russian Federation, which are published in the collection of legislation of the Russian Federation. In addition to state awards, the President of the Russian Federation also awards honorary titles to workers in science, culture, and specialists in various sectors of the national economy.

Currently, the following honorary titles exist: Honored Scientist of the Russian Federation, Honored School Teacher of the Russian Federation, Honored Mechanical Engineer of the Russian Federation, Honored Mechanical Engineer of the Russian Federation, Honored Technologist of the Russian Federation, Honored Metallurgist of the Russian Federation, Honored Economist of the Russian Federation, Honored Lawyer of the Russian Federation, National artist RF and so on.

In accordance with the Regulations “On specific state awards and honorary titles,” petitions for awards and honorary titles are initiated and discussed in the labor collectives of organizations, agreed upon with local executive authorities and sent to state authorities and public administration according to their affiliation.

Employees can be deprived of state awards and honorary titles only on the basis of the relevant Presidential Decree, upon the recommendation of the judicial authorities.

Thus, employee compliance with labor discipline is one of the most important factors for the successful operation of an enterprise. Compliance with labor discipline is implemented by the management of enterprises through legislative acts, as well as internal documents. For conscientious performance of labor duties, the employer has the right to reward employees with gratitude, a bonus, a valuable gift, a certificate, etc.

When imposing a disciplinary sanction, the severity of the offense committed and the circumstances under which it was committed must be taken into account.

Before applying disciplinary action, the employer must request a written explanation from the employee. If after two working days the employee does not provide the specified explanation, then a corresponding act is drawn up.

Failure by an employee to provide an explanation is not an obstacle to applying disciplinary action.

Disciplinary action is applied no later than one month from the date of discovery of the misconduct, not counting the time of illness of the employee, his stay on vacation, as well as the time required to take into account the opinion of the representative body of employees.

A disciplinary sanction cannot be applied later than six months from the date of commission of the offense, and based on the results of an audit, inspection of financial and economic activities or an audit - later than two years from the date of its commission. The specified time limits do not include the time of criminal proceedings.

For each disciplinary offense, only one disciplinary sanction can be applied.

The employer's order (instruction) to apply a disciplinary sanction is announced to the employee against signature within three working days from the date of its publication, not counting the time the employee is absent from work. If the employee refuses to familiarize himself with the specified order (instruction) against signature, then a corresponding act is drawn up.

A disciplinary sanction can be appealed by an employee to the state labor inspectorate and (or) bodies for the consideration of individual labor disputes.

Art. 194 of the Labor Code of the Russian Federation provides for the conditions for lifting a disciplinary sanction. If within a year from the date of application of the disciplinary sanction the employee is not subject to a new disciplinary sanction, then he is considered to have no disciplinary sanction.

The employer, before the expiration of a year from the date of application of the disciplinary sanction, has the right to remove it from the employee on his own initiative, at the request of the employee himself, at the request of his immediate supervisor or a representative body of employees.

Separately, the conditions for bringing to disciplinary liability the heads of the organization, structural divisions, and their deputies at the request of the representative body of employees are stipulated.

The employer is obliged to consider the application of the representative body of employees about the violation by the head of the organization, the head of the structural unit of the organization, their deputies of labor legislation and other acts containing labor law, the terms of the collective agreement, agreement and report the results of its consideration to the representative body of employees.

If the fact of violation is confirmed, the employer is obliged to apply disciplinary action to the head of the organization, the head of the structural unit of the organization, and their deputies, up to and including dismissal.

The organizational and legal form of Orion LLC is a limited liability company.

The founders of the Company are both individuals and legal entities. Legal address of the enterprise: Vladivostok, st. Svetlanskaya, 155.

The main activities of Orion LLC are:

Maintenance and repair of ship equipment;

Conducting comprehensive equipment inspections;

Wholesale of radio-electronic ship navigation, emergency and rescue equipment;

The company has seven employees. The staffing table of Orion LLC is shown in Table 1:

Table 1 – Staffing table of Orion LLC

The enterprise uses the following documents regulating labor discipline:

Staffing table;

Job descriptions of employees;

Vacation schedule.

Thus, there are no rules in the enterprise internal regulations, health and safety regulations and instructions, statutes and discipline regulations.

Orion LLC establishes the length of the working day and week, the time and duration of the lunch break, but these provisions are nowhere reflected in writing. Thus, the establishment of a working regime has no legal force and may cause violations of labor regulations.

The company also lacks occupational health and safety regulations. This is a serious violation of labor laws. In addition, this document is necessary for the enterprise, since one of the activities of Orion LLC is the maintenance and repair of ship equipment, and such work requires compliance with clear instructions.

Despite the absence of these documents, in Orion LLC it can be noted high level discipline and responsibility of employees. Violations of labor regulations almost never occur at the enterprise. Employees take their job responsibilities responsibly, treat the property of the enterprise with care, and comply with labor protection and occupational safety requirements.

In rare cases, violations of working hours occur - being late, violating the length of the lunch break. In case of such violations, management uses disciplinary measures such as verbal reprimands and reprimands, which are not recorded anywhere in writing.

For compliance with labor discipline, the management of Orion LLC encourages employees by declaring gratitude or issuing a bonus. At the same time, it should be noted that the procedure for rewarding employees is not documented and all awards are made by decision General Director. The list of grounds for bonuses, as well as the amounts of bonuses, are not enshrined in the regulations of the enterprise, which means that personnel incentives are subjective and have no legal force.

Thus, labor discipline at Orion LLC is maintained mainly due to the high discipline and responsibility of the staff. The absence of regulatory documents regulating internal regulations, instructions on occupational health and safety, and regulations on bonuses can lead to disciplinary offenses. At the same time, management will not be able to impose penalties for committing disciplinary offenses, since the rules of labor discipline are not enshrined in writing, and therefore have no legal force. Therefore, to maintain labor discipline and staff responsibility, certain measures must be taken.

Internal regulations are the main local document regulating labor discipline. The rules should indicate:

Labor functions of each employee;

Labor standards;

Working hours;

Compliance with safety regulations, technological conditions and careful attitude towards the property of the enterprise.

Penalty measures for violations of labor discipline.

The development and implementation of internal regulations will allow employees to understand responsibility for violations of labor discipline. Moreover, in accordance with labor legislation, the availability of this document is mandatory for every enterprise. The employer is obliged to post the rules in a place accessible to employees, and also familiarize them with each employee upon signature.

It is also necessary to develop occupational health and safety instructions for engineers. These employees perform complex work on repair, inspection, and installation of ship equipment, so extreme care must be taken during the work process. The implementation of the instructions will to some extent reduce the risk of injuries and accidents when performing work.

In addition to the above measures, it is advisable to document the rules for rewarding and punishing employees. Rewarding is a powerful incentive to improve employee performance, and the transparency of the bonus system will avoid subjectivity on the part of management and staff dissatisfaction with the results of the award.

Labor discipline is a set of legal norms regulating internal labor regulations, establishing the labor responsibilities of workers and administration, determining incentive measures for success in work and responsibility for culpable failure to fulfill these duties.

Compliance by employees with labor discipline is one of the most important factors for the successful operation of an enterprise. Compliance with labor discipline is implemented by the management of enterprises through legislative acts, as well as internal documents. For conscientious performance of labor duties, the employer has the right to reward employees with gratitude, a bonus, a valuable gift, a certificate, etc.

Thus, disciplinary liability extends to employees who have committed an unlawful violation of labor discipline. For committing disciplinary offenses, the employer has the right to make a reprimand, reprimand, or dismiss on appropriate grounds.

An analysis of the system for maintaining labor discipline and responsibility at Orion LLC allowed us to identify a number of shortcomings and violations. As measures aimed at increasing labor discipline, it seems appropriate:

Develop internal rules;

Implement occupational health and safety instructions;

Put in writing the rules for rewarding and disciplining employees.

The implementation of the proposed measures will eliminate existing violations of labor legislation and increase labor discipline and responsibility of employees, which will ultimately lead to increased efficiency of Orion LLC.

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One of the important conditions that ensures the productive work of an organization is performance discipline. Therefore, employees are just as interested as the management of the subject in determining the indicator of performance discipline and its further improvement.

Performing discipline - concept

This term is reflected in the interaction between an employee and his employer. Executive discipline is an indicator of the responsibility of the first for carrying out direct orders from superiors or his individual instructions. Essentially, the better an employee obeys his boss, the higher the performance discipline.

Performance discipline in an organization plays a very important role important role, since the coherence of the work of the subject’s team and the efficiency of its functioning depend on it. The importance of executive discipline is the same at both the initial and higher levels of the management hierarchy in a company.

The hierarchy itself in the company is established by a collective labor agreement or job description, issued to each employee of the company. It is enough to look at these documents to understand who should obey whom.

The term “executive discipline” can be applied both to a specific employee and to the organization as a whole. It is worth clearly understanding that the discipline of the organization depends on the discipline of the employees. At the same time, the organization is interested in the performance discipline of each employee, and each employee is personally interested in his performance discipline.

The influence of executive discipline on the efficiency of an enterprise

The structure of any organization includes separate structural divisions, sections, workshops, each of which has its own functions and tasks. At the same time, each department has employees who also have certain functions. The better they cope with their tasks, the more conscientiously they approach work and follow instructions, the higher the performance discipline, and therefore the efficiency of the entire enterprise.

This indicator can measure how effectively the performance of duties by individual employees, as well as teams, teams and workshops in general.

Executive discipline is needed to ensure that production tasks are completed promptly and at the proper level. It's about about instructions that are entrusted to individual employees and form large-scale projects that affect the success of the organization.

Initially a separate task that was performed in bad faith on lowest level organizational hierarchy may not cause any damage to the company as a whole. But their accumulation can lead to the failure of projects on which the company’s main attention was focused, and the accompanying serious problems(the emergence of sanctions against the company for disrupted projects, overdue deadlines and failure to fulfill contractual obligations, inhibition of its development, since long-term prospects will be missed due to the lack of opportunities to implement profitable projects).

Thus, control over executive discipline should become a priority task for the company’s management bodies. Only in this way is it possible to fully realize the potential of the organization and achieve its confident development.

If management takes executive discipline into its own hands and takes measures to maintain and improve it, this will allow the company to achieve its strategic goals and fulfill all planned plans on time.

Control of performance discipline

Although, at first glance, performance discipline seems to be a subjective indicator of employee enthusiasm, it can be assessed according to standard criteria, among which the following can be noted:

In order to more clearly imagine how things stand with executive discipline in the company, the coefficient of executive discipline is calculated. To determine it, you should correlate the number of tasks that an employee completed in a certain time with the number of tasks that were assigned to him at that very time.

The number of completed tasks is influenced not only by the employee’s responsibility, but also by how clear the task was set for him. It is very important that the head of the department is able to convey to the ordinary employee all the nuances of the task and explains in detail what needs to be done.

There is a special formula for setting a task called SMART. It has proven its effectiveness and is now used by many companies. According to it, the task set before the employee must:

• Contain a clear and understandable title.

It's best if it starts with a verb.

• Be specific and as understandable as possible for the subordinate;
• Be measurable and quantifiable;
• Be reachable for a specific subordinate;
• Have a clearly defined deadline.

To achieve maximum results, control of performance discipline must be carried out systematically. To organize it, it is enough to establish clear requirements for employees. These requirements should include both mandatory and desirable ones.

If the set requirements are met in good faith, the enterprise management will have the opportunity to control performance discipline at all stages of work. This will give management the opportunity to correct shortcomings that were made during its control in the past.

Performance discipline management

Performance discipline is not an arbitrary value that depends solely on personal qualities employees of the enterprise. If desired, the company's management may well influence it, thereby improving this indicator. There are several ways to do this:

Reasons for low performance discipline

In order to increase executive discipline, management can take any measures and management decisions. For example, an enterprise may even issue a special administrative document that will have a fairly strong influence on employees and their work habits.

But, at the same time, the issuance of such an order in itself does not guarantee an increase in executive discipline and a change in the attitude of employees to the performance of their labor duties.

One of the main reasons for the decrease in employee responsibility is the low performance discipline of top managers. Managers at all levels must be aware of their responsibility and set an example of a conscientious attitude to the assigned work. Only in this case will management of performance discipline be truly effective and give the desired result.

Labor discipline is mandatory for an employee. Often the final result of the work, quality and economic indicators depend on it. But this does not mean that the employer sets the rules himself. There are mandatory requirements for the parties to fulfill, which constitute the rules of labor discipline.

Labor discipline is the employee’s compliance with generally binding rules of conduct defined by the Labor Code, additional agreements, collective agreements and other regulations, and the creation by the employer of appropriate conditions.

Responsibilities of employees and labor discipline

General responsibilities of employees are determined by the Labor Code and include:

• fulfillment of assigned duties
• compliance with internal labor regulations
• compliance with labor protection requirements
• careful attitude of the employee towards the property of employees and the enterprise

In addition, each employee must qualitatively and conscientiously perform professional duties defined by the contract, regulations and job descriptions.

Labor responsibilities are specified in the employment contract and additional agreements thereto. As well as internal labor regulations, collective labor agreements, and regulations on bonuses for employees. An employee can be required to comply with labor discipline and perform assigned duties only if the employee is familiar with the relevant document against signature.

Responsibilities of employers aimed at ensuring labor discipline

The employer also has a certain range of responsibilities for ensuring labor discipline:

• creating conditions for the employee to perform job duties
• ensuring labor protection
• supply of necessary equipment and tools
• providing equal opportunities for remuneration of employees
• full and timely payment
• encouragement for conscientious performance of labor duties and punishment for their violation
• compulsory social insurance for all employees
• compensation for damage caused during the performance of duties by an employee

One of the mandatory local acts is the Internal Labor Regulations. They are approved by the employer, but the provisions of the Rules must not contradict the mandatory requirements and rules.

Encouragement as a method of ensuring labor discipline

Labor legislation defines two main methods of ensuring discipline: encouragement and punishment.

Encouragement is public recognition of an employee’s professional merits, the provision of public honor, and awards. This method can be applied both to an individual employee and to the work team as a whole.

For conscientious performance of duties, the Labor Code of the Russian Federation provides for the following types of incentives:

• bonuses
• announcement of gratitude
• awarding a certificate of honor
• rewarding with a valuable gift
• nomination for the title of best in profession

Other types of incentives may be provided for by internal regulations, collective agreements, enterprise charters and other regulations.

For special labor services to the state, an employee may be nominated to state award. An entry about employee incentives is made in the work book.

Violation of labor discipline

An employee often faces violations of his labor rights, mainly in non-state owned organizations. The most common of them are: the use of unauthorized penalties, illegal dismissals of employees, non-payment or partial payment of wages, payment to employees of amounts that do not correspond to accounting documents, failure to provide regular vacations or provision without pay, non-payment of benefits for temporary disability, and so on.

An example of such a violation is the arbitrary imposition of penalties on an employee by an employer at a time when the regulatory acts of the enterprise do not provide for such an impact.

Responsibility for violation of labor discipline

Violators are subject to disciplinary action through disciplinary action. The basis for such involvement is the employee’s misconduct.

A disciplinary offense is an unlawful intentional or unintentional failure to perform or improper performance of duties by an employee.

According to the Labor Code of the Russian Federation, these include:

• comment
• rebuke
• dismissal

Such a list is exhaustive and cannot be supplemented by internal regulations or, with the exception of a certain category of employees who are subject to discipline provisions and charters. For example, a law enforcement officer who is subject to disciplinary action may receive a warning about incomplete performance, a reduction in class rank, or lose his badge.

The application of liability measures to an employee for violation of labor discipline must be justified and carried out in accordance with established rules.

An order from the employer is issued to impose a disciplinary sanction. After conducting an internal investigation and drawing up the appropriate. Employees may appeal any disciplinary action by filing a . In case of violation of labor discipline, compliance with the rules for bringing to responsibility is very important, and the employee can use methods for the slightest violations.

Currently the main task organizational culture is to create a “team” in the organization, a common vision and directions of action for all employees. According to V. Ogloblin, “people create culture as a mechanism for reproducing social experience, helping to live in an organizational environment and maintain the unity and integrity of their enterprise when interacting with other organizations.”

Organizational culture ensures the formation of moral and ethical values ​​and guidelines for the life of the organization; strengthening connections between employees and the management of the organization, a sense of solidarity at all levels of employees; organizing work and managing human resources in such a way that the activities of the enterprise provide high mobility and social protection for those who work at this enterprise. Organizational culture creates form style, aimed at developing the quality and prosperity of the organization, wins a favorable attitude from the external environment. .

Organizational culture includes the following elements:

1. The vision (philosophy) of the organization, explaining the reason for its existence;

2. Dominant values ​​followed by the organization’s administration and most employees when making management decisions;

3. Norms and rules of behavior that the organization adheres to in relations with the environment and employees;

4. Expectations for the results of the organization as a whole (affect the interests of both individual employees and various groups);

5. Procedures and behavioral rituals that are associated with activities within the organization

Based on the analysis, we can conclude that the elements of organizational culture are presented at two levels - internal and external. Elements of the internal level are the mission of the organization, goals, philosophy of the founders of the organization, values, communications, traditions, myths, rituals, legends, heroes of the organization, corporate events. The external level is represented by symbolic components, which are visible manifestations corporate culture- symbolism, slogan, paraphernalia, clothing, material manifestation of corporate culture. Let us consider the elements of the two levels of organizational culture in more detail.

The main component of organizational culture is the mission of the organization. The mission statement is " short description goals, strategies, values ​​that are a priority for the organization.” With the help of a mission, a company expresses the main purpose for which it was created. Employees should be well aware of both the organization's mission and its goals, since these are usually the core values ​​of the organization.

The next element of organizational culture is the philosophy of the organization's founders. Traditionally, it is the founders of the company who have a decisive influence on the formation of organizational culture. Determining the goals of the organization is the most important moral issue that a leader must decide.

Another important element of organizational culture is the organization's values. Values ​​are most often represented by the properties of a specific item that can satisfy the needs of one person or group of people. Many studies conducted in the field of personnel management have shown that modern specialists want to receive more from the organization than just high wages. Employees also expect that “they will feel comfortable in the organization, cultural values which coincide with their personal value orientations» .

Stories, legends and myths are also components of the internal level of organizational culture. However, this form of transferring organizational values ​​is not the most reliable, since the main idea of ​​the event is sometimes not clearly expressed. Short stories are stories based on events that happened in reality. Myths are stories about the past, which appears as the “good old days.” Legends are retellings of real events that are carefully embellished with fictitious details. In legends, there is always a hero or heroine (managers and employees of the company who have achieved outstanding success).

An important element aimed at maintaining and strengthening the organizational values ​​of the company are rituals. Rituals are an ordered system of actions that combine the core values ​​of the organization. The main rituals present in almost every organization include recognition rituals (honoring best employees, participation in corporate events), rituals for the entry of a new employee into the organization, etc.

A significant element of organizational culture is the language of communication. Each organization has its own language of communication, which, having learned, new employees carry out its preservation and development.

The final element of the internal level of organizational culture is corporate events. These events are necessary for establishing relationships between employees, introducing them to colleagues and company management (picnics, holidays, celebrations of anniversaries and dates and events that are significant for the organization).

Next, we will consider the elements of the external level of organizational culture. Its important components are symbols and slogans. Also an important role is played by material manifestations of culture - furniture, tools, appliances, fixtures, clothing, office interiors.

There are other approaches to identifying various elements that characterize and identify organizational culture.

Some scientists, when building the structure of corporate culture, used the approach proposed at one time. I. Lokatos in the work “Methodology of Research Programs”. I. Lokatos created an approach to structuring a scientific theory, according to which the theory has a “hard” (unchangeable) core and several “protective belts”, which in turn serve both to protect against refutation of the “core” and to select hypotheses that complement it .

Prominent representatives of this approach are Jerry Johnson and his “cultural network” model, as well as the famous corporate culture researcher G. Hofstede and his “onion” diagram of culture. In both of these models, there is a “core” that reflects the essence of the organization, and “protective belts” that are obvious manifestations of organizational culture.

It is worth noting that at first glance there may be no correlation between the “core” and the “protective belt”, which often causes the researcher to misinterpret the manifestations of corporate culture.

Today, the model proposed in the early 80s of the 20th century by Tom Peters and Robert W. has become popular. This model examines the seven main factors of a company’s success, influencing which the company sets the necessary parameters for the activities of the entire organization.

The model identifies “hard” and “flexible” elements of organizational culture. “Rigid” elements, which include strategy, structure and systems, are easily changed with the help of management decisions; their “rigidity” is manifested in unconditional and clear definability.

The management of these elements takes place within the framework of classical management approaches. "Flexible" elements represented by skills, personnel, leadership style and common values, on the contrary, have a more complex nature.

Due to this nature, they are difficult to define and require non-standard and individual solutions when making management decisions aimed at them.

The main feature of approaches to the study of corporate culture by Western researchers is a pronounced emphasis on the factors of spiritual culture, that is, values, rituals, etc. Thus, E. Shane, D. Koter, D. Heskett, R. Kilman consider the organizational culture of an enterprise mainly only at the level of basic values, ideas, norms, rules, that is, more like “the spirituality of the enterprise.”

This is also expressed in special attention to the level of fundamental (basic) ideas and beliefs on the part of these authors.

In the works of Russian scientists there is a tendency towards equal attention to the material elements of corporate culture and elements of spiritual culture. In the works of O.S. Vikhansky, V.A. Spivak. working conditions and means of labor as cultural factors are no less important than basic attitudes and values.

The main reason for focusing on the spiritual elements of culture in countries with developed economies is the high level of development of the means of production, the financial system and the well-functioning process of introducing innovation.

The Russian economy continues structural transformations, related to building an effective financial system and material and technical base, which explains the interest in the material elements of corporate culture.

It seems to us that an approach in which equal attention is paid to the material and spiritual sides of corporate culture is more adequate to the state of the domestic economy and the goals of long-term development of effective business structures in Russia.

Outside observers (mostly consumers) are influenced by organizational culture through artifacts and professed values ​​and beliefs, such as advertising slogans and mottos.

However, the proclaimed values ​​are often only voiced, while the actions of the enterprise may completely contradict them. For example, Reigeg, a company that proclaims its primary mission to develop an effective and reliable health care system, was found guilty in a recent investigation of advertising its drugs and encouraging doctors to prescribe them to combat symptoms for which they were not properly approved. .

Therefore, in order to achieve the set goals, in addition to proclaiming values ​​and introducing corporate myths, it is necessary to create an appropriate management and control culture, production culture, work environment culture, etc.

The material elements of culture have as strong an impact on the efficiency of the enterprise and the image of the enterprise as the spiritual ones. In the absence of strong material labor factors, it is impossible to create a strong client base which will ensure the future successful existence of the company.

All of the above elements of organizational culture, together reflect and fill with meaning the entire concept of organizational culture.

Help in understanding this concept can be provided by a model of the relationship between the content of the organization’s culture, its manifestation, perception and interpretation of this culture by employees. (Fig. 1.2)

Thus, we can conclude that organizational culture is rich in its content, it is characterized by important elements, such as the mission of the organization, goals, philosophy of the founders of the organization, values, communications, traditions, myths, rituals, legends, heroes of the organization, corporate events, symbols, slogan, attributes, clothing. These components form the organizational culture of a modern company.

Rice. 1.2.

Based on specific cases, management needs to make a decision - whether to try to change the culture, adjust people to new conditions, or, on the contrary, support what has already been created. Culture is a fundamental phenomenon, it is created over the years and changes extremely difficultly, but it would be wrong to assume that the only possible solution to maintaining it would be to fire unnecessary people and hire exclusively people who suit the culture, and if there is a change, fire everyone and hire new ones, respectively. These two options have more effective and less radical methods of achieving the goal, and for both they are consonant. (Fig. 1.3).

Objects and subjects of attention, evaluation, control by managers. This is one of the most powerful methods of maintaining culture in an organization because, through repeated actions, the manager lets employees know what is important and what is expected of them. By changing their priorities, management also sets the behavior of employees. In the Discom company, the position of management is extremely clear; over the past two years, attention has been paid only to profit, and this guideline was conveyed to employees very clearly, which in our opinion is a mistake.

Rice. 1.3.

It is clear that the goal of any business is to maximize profits, but employees cannot be reminded every day that they are just a means to achieve this goal. If you change the reference point here a little, without changing its direction, the situation may change. People make profits if management emphasizes that it expects from its employees not profit, but their professional development, and will require impeccable knowledge of the product range, partner factories, customer base, and so on. The employee will have the impression that management is focused on professionalism, and more professional employee- a means to maximize profits.

Management's reaction to critical situations and organizational crises.

The depth and scope of the crisis may require the organization to either strengthen existing culture, or the introduction of new values ​​and norms that change it to a certain extent. Unfortunately, the recent crisis has not played in the company's favor when it comes to culture. The fact is that the company’s culture was formed in accordance with military honor, consistent with the principles “we don’t abandon our own in war,” “people are number one value,” and so on. The company was lucky to survive the year 1998 without losses, of course this happened due to many factors, but this gave confidence that the company, despite the complexity of the situation, did not fire employees. Of course, times have changed, and so has the leadership, but the habits and attitudes remain. And when new manager, succumbing to general panic, began to quickly lay off employees, thereby compromising himself, which after the crisis led to voluntary layoffs. In other words, no matter what the crisis, management must follow the initially set course, since further consequences may be even more serious.

Role modeling, teaching and training. Aspects of organizational culture are internalized by subordinates through how they are expected to perform their roles. Managers can intentionally build important cultural cues into training programs and into daily job assistance. Employees internalize organizational culture through roles performed. Therefore, here the management should show by example ideal model behavior. For example, if management wants customers to communicate in a certain way, it must show through personal communication with the client what this role should look like in the context of this organization. Also, during employee training, it is necessary to focus on aspects of organizational culture. Educational films and materials can promote cultural aspects, contain symbolism, and so on.

Criteria for determining remuneration and status. Culture in an organization can be studied through a system of rewards and privileges. The latter are usually tied to certain patterns of behavior and thus set priorities for employees and indicate values ​​that have higher value for individual managers and the organization as a whole. The system of status positions in the organization works in the same direction. Thus, the distribution of privileges (a good office, a secretary, a car, etc.) indicates roles and behaviors that are more valued by the organization. The Discom company does not pay attention to exemplary behavior and does not encourage it in any way, which is a huge mistake. In order for culture to work for an organization, its carriers must be encouraged to become examples.

Criteria for hiring, promotion and dismissal. This is one of the main ways to maintain culture in an organization. The basis from which the organization and its leadership proceed when regulating the entire personnel process becomes quickly known to its members by the movement of employees within the organization.

The criteria for personnel decisions can help or can hinder the strengthening of the existing culture in the organization.

Changing the recruitment process in a company like Discom is difficult and unnecessary. This process was initially chaotic in nature and was built more on trust in a person than on his professional qualities, because it was believed that professionalism was earned and personality was formed. Perhaps if we leave this state of affairs unchanged, then this will become the most powerful support for the culture of the organization, since “we hire a person, not a professional computer” is the distinctive cultural feature.

Organizational symbols and rituals. Most of the beliefs and values ​​that underlie an organization's culture are manifested not only through legends and sagas that become part of organizational folklore, but also through different rituals, rituals, customs and ceremonies. Rituals include typical team events that are held at a set time and on a special occasion to influence the behavior and awareness of employees of the organizational environment. Rites are a system of rituals. Even certain management decisions can become organizational rituals that employees interpret as part of the organizational culture. Such rituals act as organized and planned actions that have the main “cultural” significance. Observance of rites, rituals and ceremonies strengthens the self-determination of workers. We believe that the original symbolism cannot be changed; it can only be improved over time. Regarding rituals, we propose to return some customs that have been forgotten.

Thus, we can conclude that in order for the company to be a unified mechanism, work effectively and acquire a face that is different from others, it is necessary to make every effort. There are six main tools for influencing organizational culture, through which you can both maintain organizational culture and change it. If management’s policy is aimed at maintaining organizational culture, then through these six levers of influence it is necessary to promote and strengthen the company’s initially established cultural principles, but if management is committed to change, then the organization must be reoriented on six points.

From the above it is clear how important organizational culture is for the life of an organization. Organizational culture accumulates values, promotes personnel development, establishes rules for resolving conflicts, determines the role and place of each employee, establishes certain types of communications, creates internal and external image enterprises, and also regulates the rules and norms of behavior.

It determines the attitude of staff to work, to clients, colleagues, superiors and other things that directly affect the success of the organization. Therefore, it is natural for management to strive to use organizational culture as a factor in increasing the competitiveness of the organization. In other words, organizational culture can be a tool for personnel management. Naturally, this is only possible if the organizational culture is formed and/or supported purposefully.

Organizational culture does not exist by itself. It is always included in the cultural context of a given geographical region and society as a whole and is influenced by national culture. In turn, organizational or corporate culture influences the formation of the culture of departments, work and management groups and teams.

In Fig. 4.2 shows the relationship and mutual influence of cultures at different levels. At the same time, we note that:

National culture is the culture of a country or a minority within a country;

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

Work culture is the culture of the dominant activity of society;

Team culture is the culture of a work or management team.

In modern literature, there are quite a few definitions of the concept of organizational culture. Like many other concepts of organizational and management disciplines, the concept of organizational culture does not have a single “correct” interpretation. Each researcher strives to give his own interpretation of organizational culture. Most authors agree that the culture of an organization is a complex composition of important assumptions, without evidence, ascribed and shared by members of a group or organization.

Organizational culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values ​​that give people guidelines for their behavior and actions.

These value orientations are transmitted to individuals through the “symbolic” means of the spiritual and material intra-organizational environment. Organizational culture has a certain structure, being a set of assumptions, values, beliefs and symbols, adherence to which helps people in an organization cope with their problems. It is considered at three levels (Fig. 4.3).

Rice. 4.3. Levels of studying organizational culture

Analyzing the structure of organizational culture, there are three levels: superficial, internal and deep.

1) Understanding organizational culture begins at the surface level, including such external organizational characteristics as products or services provided by the organization, technology used, architecture of production facilities and offices, observed behavior of employees, formal language communication, slogans, etc. At this level, things and phenomena are easy to detect, but they cannot always be deciphered and interpreted in terms of organizational culture.

2) Those who try to understand organizational culture more deeply touch on its second, internal level. At this level, the values ​​and beliefs shared by members of the organization are examined in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desires of people. Researchers often limit themselves to this level because the next level poses almost insurmountable difficulties.

3) The third, deep level includes basic assumptions that are difficult for even the members of the organization to understand without special focus on this issue. These are hidden and taken-for-granted assumptions (eg, attitudes toward nature, attitudes toward people, attitudes toward work) that guide people's behavior by helping them perceive the attributes that characterize organizational culture.

So, organizational culture covers a large area of ​​phenomena in the spiritual and material life of a team, namely: the moral norms and values ​​that dominate it, the accepted code of conduct and ingrained rituals, established standards for the quality of products, even the manner of dressing and behaving, etc.

There are ten meaningful characteristics inherent in any organizational culture (culture components):

1. Identification and purpose. Awareness of yourself and your place in the organization. Culture gives people a sense of identity in relation to the group and to some extent determines their place in life. Culture also helps explain the meaning of bringing people together into a group through mission and goals (who is my group and why am I with them). Thus, in some cultures, restraint and concealment by the employee of his internal moods and problems are valued, in others openness, emotional support and external manifestation of his experiences are encouraged; in some cases creativity is expressed through cooperation, and in others through individualism.

2. Communication system and language of communication. The group is distinguished by its own systems of both verbal and non-verbal communication. Unique interaction processes are developed through the use of a special set of words, special terminology and codes. Further differentiation occurs through dialects, slang, jargon, etc. (the use of oral, written, non-verbal communication, "telephone rights" and openness of communication varies from organization to organization).

3. Dress, appearance and presentation at work. Culture manifests itself through clothing, decoration, jewelry, etc. Hair length or lack thereof, facial design, jewelry, work clothes or uniforms can characterize a tribe or a division of a company (pirates, old people, teenagers, terrorists, military, medical workers, railway workers, etc.), a variety of uniforms, business styles, standards for the use of cosmetics, perfumes, deodorants, etc., indicating the existence of many microcultures.

4. Food and how it is served. The way food is produced, prepared, presented and eaten is culturally distinct, as every visitor to a Chinese or French restaurant knows. Religious norms prohibit certain foods, such as beef or pork, or dictate how they are prepared. The method of serving may include the use of hands, chopsticks or cutlery (how food is organized for workers in the organization, including the presence or absence of canteens and buffets; participation of the organization in paying food costs; frequency and duration of meals; shared or separate meals for workers with different organizational status, etc.).

5. Awareness of time, attitude towards it and its use. Time is considered to be the storage, communication and measurement of the duration of intervals.

Cultural factors influence some people to use a more precise sense of time and others to use a relative sense of time. Some cultures associate time with sunrise or sunset, with rainfall, with drought, or with other seasonal changes. When performing special project work, only deadlines are usually specified.

At the same time, the new technological work culture often operates on a 24-hour schedule, where operations are scheduled down to the minute.

6. Relationships between people. Cultures establish human and organizational relationships to age, gender, status and degrees of kinship, wealth, power and wisdom.

Depending on whether the culture is patriarchal or matriarchal, the dominant figure of power is a man or a woman. In some cultures, the elders are in power, in others, the youth are in power. A culture may give equal opportunity to women or force females to wear veils, appear deferential, and cede many rights to dominant men.

7. Values ​​and norms. Culture influences how people perceive their needs and how they prioritize them. Cultural values ​​and norms of behavior are expressed in society openly or covertly. These acceptable standards of behavior may take the form of work ethics, principles of etiquette, codes of conduct, regulations and laws (the former are sets of ideas about what is good and what is bad; the latter are a set of assumptions and expectations about a certain type of behavior ).

8. Beliefs and attitudes. Worldview. Each cultural group has beliefs that shape the aspirations and attitudes of its members regardless of the rationality of these beliefs or objective truth.

In national cultures, this may take the form of belief in the supernatural or in God and be associated with the adoption of a religious system. Thus, culture makes it possible to provide guidance to people, forming a system of views on such fundamental issues of life as the characteristics of the human essence; the meaning of human life.

In organizational cultures, the dominant business philosophy is reflected in documents, procedures and publications. Organizational beliefs and attitudes define systems of recognition and reward - rites and rituals that range from parties and awards ceremonies to the establishment of clubs for key employees. In addition, beliefs and attitudes are included in the myths, traditions, legends about the heroes of the group and their exceptional character.

Worldview - ideas about the surrounding world, the nature of man and society, guiding the behavior of members of the organization and determining the nature of their relationships with other employees, clients, competitors, etc. Worldview is closely related to the characteristics of an individual’s socialization, his ethnic culture and religious ideas.

Significant differences in the worldviews of workers seriously complicate their cooperation. In this case, there is scope for significant intra-organizational contradictions and conflicts. At the same time, it is very important to understand that it is very difficult to radically change people’s worldviews, and significant efforts are required to achieve some mutual understanding and acceptance of the positions of people with different worldviews. An individual's worldview is difficult to express in clear verbal formulations, and not everyone is able to explain the basic principles underlying his behavior. And to understand someone’s worldview, it sometimes takes a lot of effort and time to help a person explicate the basic coordinates of his vision of the world.

Beliefs can be expressed in many ways, such as about the position and role of women in society. In some societies, women are revered; in others, they are considered equal to men; in some cultures they are subject to men. In industrial work culture, women are often discriminated against in hiring or promotion; Often women's work is paid less. In the emergence of a post-industrial work culture, competence rather than gender difference is paramount. Therefore, women must be given equal employment opportunities.

9. Development and self-realization of the employee. The way people think, learn, organize and process information is unique and often different. Some cultures use whole brain thinking, others prefer intuitive or logical development. For example, in some countries logic is highly valued, while in others intuition is highly valued. Although reasoning and learning are universal processes, forms of education and learning can be very different (mindless or deliberate performance of work; reliance on intelligence or strength; free or limited circulation of information in an organization; recognition or rejection of the rationality of people's minds and behavior; creative environment or rigid routine; recognition of a person's limitations or emphasis on his potential for growth).

10. Features and methods of work. Work ethic and motivation. Cultures differ in the way they perceive and approach work; they vary in the types of work approved, the way the work is divided, and the methods of work. Culture, through economics, determines the value and necessity of work for a particular group. In some cultures, all members participate in desirable and worthwhile activities, but their membership is not measured by the monetary value of the work; instead, the role and significance of work for unification is emphasized. Culture determines the conditions, opportunities and segmentation of professional activity (attitude towards work as a value or duty; responsibility or indifference to the results of one’s work; attitude towards one’s workplace; qualitative characteristics of work activity; worthy and bad habits At work; a fair relationship between the employee's contribution and his remuneration; planning an employee’s professional career in an organization).

These characteristics of an organization's culture collectively reflect and give meaning to the concept of organizational culture. The content of organizational culture is determined not by the simple sum of expectations and the actual state of affairs for each characteristic, but by how they are related to each other and how they form the profiles of certain cultures. A distinctive feature of a particular culture is the priority of the basic characteristics that form it, indicating which principles should prevail in the event of a conflict between its different components.

In this context, there is no need to talk about organizational culture as a homogeneous phenomenon. Any organization potentially contains many subcultures.