Organizational culture is. Management and organizational culture

1.1 Concept and essence organizational culture

Organizational culture is a set of values, opinions, standards of behavior, sentiments, symbols, attitudes and ways of doing business shared by members of an organization that determine the individuality of the company. The main elements of organizational culture are: a set of traditions designed to strengthen the internal structure of the organization, the human factor, and employee loyalty to the company.

Firm culture is not synonymous with climate. Culture itself generates climate, values, style, relationships in a given organization. Its concept includes certain constantly recurring characteristics of people’s behavior, for example: rituals, forms of respect, behavior, norms of self-regulation of production groups; philosophy that determines the organization's policy towards employees and clients; internal “rules of the game” 1.

Russian firms and enterprises, even at the level of competent management, are not yet clearly aware of the fact that ideas about values ​​are dynamic, that “classical” generally accepted ideas such as discipline, obedience, hierarchy, power are being replaced by others: participation, self-determination, collective, personality revelation, creativity— and this requires new social technologies, gentle but significant cultural changes. The company that develops and evolves the fastest is the one whose team has a well-developed corporate culture.

The second general category included by the authors in the definition of organizational culture is the values ​​(or value orientations) that an individual may adhere to. Values ​​guide a person in what behavior should be considered “correct” or “should”, and what behavior should be considered unacceptable or incorrect. Accepted value helps the individual understand how he should act in a particular situation.

The third attribute of the concept of organizational culture is “symbolism,” with the help of which value orientations are “inherited” by members of the organization. Many companies have special, publicly available documents that detail the organization's value orientations. Meanwhile, the content and meaning of the latter are revealed to workers in full and, most importantly, in an accessible form through “walking” stories, legends and myths. They are told, retold, and interpreted by members of the organizational group. Sometimes, as a result, they have an incomparably greater impact on individuals than the values ​​​​described in the company's advertising materials.

Many “key” issues related to organizational culture are not new in themselves. This is evidenced by a lot of publications, and only some of them have a purely scientific aspect. In addition, there are empirical studies, practical guides for analyzing approaches to organizational culture, reporting on “cultural transformation” projects, and articulating patterns of behavior that are, to varying degrees, understandable. Over the past one and a half to two decades, a variety of disparate ideas, models and theories have been brought together and summarized by the rather capacious and universal concept of “organizational culture” 1 .

Most scientists call the main elements of organizational culture: the human factor, employee loyalty to the company, a set of traditions, the task of which is to strengthen the internal structure of the organization.

Organizational culture can be defined as a set of shared opinions, standards of behavior, sentiments, symbols, attitudes and ways of doing business that determine the individuality of the company.

When considering the problems of organizational culture, researchers inevitably need a certain “unifying” theoretical scheme that would fit the main approaches to the study of the phenomenon of organizational culture. Moreover, such a scheme should in no case undermine the integrity of each position or push towards their assimilation.

One of the most popular typologies of organizational culture is S. Handi’s classification:

Power culture.


Role culture.


Task culture.


Personality culture.


For a more complete picture of the area under study, we present a classification consisting of four types of organizational culture, proposed by K. Cameron and R. Quinn.

Clan culture (the types of leaders characteristic of it are “accomplice” - a consultant person and a “mentor” - a teacher person). Enterprises of this type of organizational culture include Japanese organizations (zaibatsu).


Adhocratic (from the Latin “ad hoc” - “on occasion”, i.e. special, intended for a given purpose) culture. The leader in this type of culture is an innovator-experimenter, constantly working to improve the products produced or services offered. Typical examples of organizations of this type of culture are Apple, Google, Microsoft, i.e. representatives of innovative business areas.


Hierarchical culture. A leader in such a culture is a coordinator who maintains the structure, distributes resources and responsibility, and an instructor who manages information support for employees, combining the qualities of a highly qualified specialist and teacher. The hierarchical type of organizational culture includes enterprises of natural monopolies, banking, and heavy industry.


Market culture. The connecting factors are the competitiveness of the production process, the desire members of the organization win, reputation and success. Leaders here are a “fighter” (an aggressive, decisive, purposeful leader) and a “director” (focused on solving problems and making management decisions, using persistent and reasonable arguments in favor of getting things done, encouraging productivity).


1.2 Goals and functions of the organizational culture of a modern organization


Organizational culture implements the following basic social functions 1:


identification: gives employees an organizational identity, determines the intragroup perception of the company, being an important source of stability and continuity in the organization, creates in employees a feeling of reliability of the organization itself and their position in it, contributes to the formation of a sense of social security;


cognitive: knowledge of the basics of the organizational culture of your company helps new employees correctly interpret events occurring in the organization, identifying everything that is most important and significant in them;


– stimulating: activates self-awareness and high responsibility of the employee performing the tasks assigned to him; recognition and encouragement of such people within the framework of the norms of organizational culture standardizes their role models (role models).


The importance of organizational culture for the development of any organization is determined by a number of functions performed by this culture during the period of its existence. So G.V. Yashchenko considers the following functions of organizational culture 1:


giving employees an organizational identity, defining an intragroup image of the company, organizational culture as an important source of stability and continuity in the organization. This creates in employees a feeling of reliability of the organization itself and their position in it, and contributes to the formation of a sense of social security. This function can be described as identification;


knowledge of the basics of the organizational culture of your company helps new employees to correctly interpret events occurring in the organization, identifying the most important and significant points in them, - cognitive function of organizational culture;


intra-organizational culture, like nothing else, stimulates self-awareness and high responsibility of the employee performing the tasks assigned to him. By recognizing and rewarding such people, the organizational culture identifies them as role models; Thus, the third function of organizational culture is stimulating .


Thus, organizational culture can be defined as a set of opinions, standards of behavior, sentiments, symbols, attitudes and ways of doing business shared by members of an organization that determine the individuality of the company. In turn, the main elements of organizational culture are: a set of traditions designed to strengthen the internal structure of the organization, the human factor, and employee loyalty to the company. The main functions of organizational culture are: giving employees an organizational identity, defining an intragroup idea of ​​the company, is a source of stability and continuity in the organization, the cognitive function of organizational culture, stimulates self-awareness and high responsibility of the employee performing the tasks assigned to him.


1.3. Basic elements of the organization's organizational culture


An organization's culture represents two organizational level. At the top level are visible, external factors such as clothing, symbols, organizational ceremonies, work environment, and cultural elements that have an external visible representation. At a deeper level, there are values ​​and norms that define and regulate the behavior of employees in the organization. The values ​​of the second level are closely related to visual patterns (slogans, ceremonies, business clothing style, etc.), they naturally follow from them and indicate their internal philosophy. These values ​​are supported and developed by the organization’s employees; every employee of the company must share them or at least show their loyalty to the accepted corporate values. 1


From the perspective of managers, social scientists and management and organizational culture consultants, corporate values ​​and norms include:


the purpose of the organization, its “face” (leadership in its industry; high level of technology; highest quality; dedication to the spirit of the profession; innovation, etc.);


seniority and authority (the powers inherent in a position or person; respect for seniority and authority; seniority as a criterion of authority, etc.);


the importance of various leadership positions and functions (the importance of leadership positions, the roles and powers of departments and services, in general - the hierarchy of the organization);


treatment of people (concern for people and their needs; impartial treatment and favoritism; privileges; respect for individual rights; training and development opportunities; careers; fairness in pay; motivating people);


selection criteria for leadership and supervisory positions (seniority or performance; priorities in internal selection; influence of informal relationships and groups, etc.);


work organization and discipline (flexibility in changing roles; voluntary or forced discipline; use of new forms of work organization, etc.);


dissemination and exchange of information (ease of information exchange; employee awareness);


decision-making processes (who makes the decision, with whom consultations are held; individual or collective decision-making; the need for consent, the possibility of compromise, etc.);


the nature of contacts (preference for the form of contact: personal or written contacts; the degree of rigidity in the use of established channels of official communication; the importance of formal aspects; the possibility of contacts with senior management; the use of meetings; who is invited and to which meetings; norms of conduct during meetings);


the nature of socialization (existing barriers; special conditions of communication; who communicates with whom during and after work);


ways to resolve conflicts (preference for using official or informal ways; participation of top management in resolving conflict situations, desire to avoid conflict and compromise);


assessment of work effectiveness (what it is: real or formal; hidden or open; by whom it is carried out; how the results are used).


1.4 Company credo, ideology and mission of the organization


A modern highly qualified employee wants to receive more from the organization than just a salary. The emergence and impact of a number of social factors led to the formation of a significant layer of modern work force, whose expectations are very different from those that prevailed among previous generation workers. Modern employees not only expect to be financially successful, but also prefer to feel psychologically comfortable in an organization whose cultural values ​​correspond to their personal value orientations.


The value system is reflected in the formulation of the organization's credo. The company's credo includes the purpose of its activities, basic principles, style, and certain obligations towards clients, shareholders, business partners, personnel, and society. Clearly presented, articulated and recorded in the company's documents, these principles and commitments help unite employees around common, clearly defined goals and values. 1


Business credo of the organization— it is a concentrated expression of its philosophy and policies, proclaimed and implemented by senior management and shared by the company's employees.


Full identification of an employee with the company means that he not only understands the ideals of the company, clearly follows the rules and norms of behavior in the organization, but also internally fully accepts corporate values. In this case, the cultural values ​​of the organization become the individual values ​​of the employee, occupying a strong place in the motivational structure of his behavior. 1


The core values ​​of modern companies are perceived through visible embodiment in the form of symbols, stories, heroes, mottos and ceremonies. The culture of any company can be explained using these factors.


Developed corporate cultures develop quite diverse mythologies. The mythology of enterprises exists in the form of anecdotes, metaphorical stories that constantly circulate in the enterprise. They are usually associated with the founder of the enterprise and are designed to convey the company’s values ​​to employees in a visual, lively, figurative form.


A prominent place in the mythology of the enterprise is given to “heroes”. These “heroes” provide possible models of behavior; they determine the type and norm of achievement.


Visible manifestations of organizational culture are rituals. Ritual— it is a repeating sequence of activities that expresses the core values ​​of any organization. Rituals serve as a means to clearly demonstrate the company’s value orientations; they are designed to remind employees of the standards of behavior and norms of relationships in the team that the company expects from them. 2


Thus, the fundamental element of organizational culture is the values ​​of the organization. It is the values ​​shared and declared by the founders and most authoritative members of the organization that often become the key link on which the cohesion of employees depends, the unity of views and actions is formed, and, consequently, the achievement of the organization’s goals is ensured. 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. Organizational culture (sometimes called organizational culture) consists of the ideas, attitudes, and core values ​​that are shared by the members of an organization. It is generally accepted that values ​​are the core that determines the corporate culture as a whole. Values ​​determine behavioral styles, communication styles with colleagues and clients, level of motivation, activity, and more.


1.5. Mechanism for the formation, implementation and maintenance of organizational culture


The conditions for the emergence and functioning of organizational culture are determined by the chosen management strategy of communicative interaction at enterprises. In turn, they are based on the interactions of leaders and managers at different levels in the process of performing their functional responsibilities. Management strategies significantly influence the formation of organizational culture and are differentiated into “shared vision of the future”, “motivation based on the social mission of the enterprise”, “definition of achievable goals”, “independent management and positive self-perception” 1.


The basis of organizational culture are the values ​​of the organization, which give rise to mottos, slogans, symbols, rituals of social action, organization of events, production of myths, legends and heroes. The study revealed that the previous rigid hierarchical “mechanistic” structure of companies is being replaced by a new management culture based on a system of corporate values. The mechanistic approach to managing an organization is being replaced by corporate regulation on an ideological and cultural basis.


The socio-psychological content of the formation of intra-organizational organizational culture is integration, differentiation and adaptation. Integration is carried out in the procedures of communication, establishment of division boundaries, power and status, reward and punishment. Differentiation occurs in identifying the uniqueness and specialization of the control object on a particular task assigned to it by the control object. Adaptation provides an organization with stability in a constantly changing environment and gives it flexibility to quickly respond to changes.


The most important factor in an effective organizational culture is employee engagement.— involvement in achieving results. To ensure and maintain engagement, the organizational culture must have autonomy and voluntariness, an element of tension, fair comparison and prompt communication of results. The mission of the organization, being a verbalized embodiment of the goals, objectives and ideas of the company, is determined by its social purpose. The main difficulties in the formation and implementation of the organization's mission are the discrepancy between external goals and internal ones, excessive formalization and idealization of the tasks set for the company by its management, as well as the disproportion of the company's scale, its potential and the formulated mission of the company.


Motivation and demotivation of employees, as drivers of behavior, are one of the most important parameters in measuring the effectiveness of organizational culture. Intrinsic motivation involves the fulfillment of a need leading to personal satisfaction, while extrinsic motivation—
receiving remuneration that is not personally necessary. It was revealed that in the case of the development of intracorporate relations, demotivation is inevitable; Therefore, the social task of the company’s management is to identify demotivation and apply countermeasures to minimize its negative consequences. 1


The effectiveness of making management decisions related to the transformation of the intra-organizational climate, as well as the effectiveness of their subsequent implementation in the process of enterprise management, directly depends on how clear, complete and reliable information the subject of management has. Thus, the importance of analyzing data obtained during the study of the socio-psychological environment of an organization implies dividing the analysis of subjective indicators of organizational culture into relative, differentiated and complex stages. Based on the data obtained as a result of all three stages, the ground is created for strategic and operational changes in the organizational culture of the enterprise.


The conditions for the emergence and functioning of organizational culture are determined by the chosen strategy of communicative interaction at enterprises. In turn, they are based on the interactions of executives, managers at different levels and ordinary employees in the process of performing their functional duties. Before considering the essence and characteristic features of modern communication strategies at foreign enterprises, it is necessary to pay attention to the differences inherent in the main functional purpose of the above categories of workers.


Foreign researchers have identified the following strategies for the above interactions in the formation of organizational culture:

Shared visions.


A vision is a highly future-oriented idea, a valid tool for concentrating the attention, motivation, and will of employees at certain points in production activities.


There are 3 stages of vision:


Developing a Vision – Through Exploration information sources and above all - contacts with people who are also leaders, managers, etc. think future-oriented.


Determination is the ability to find the most commensurate among all alternative visions of the future.


Search for agreement - search for followers; constant awareness of the organization about the new direction; establishing an appropriate time frame for the phased implementation of the vision.


2. Meaningful communication.


Some employees manage to realize their ideas about values. At the same time, the growth of needs can be reduced as a result of targeted actions, based on the use of motivation theories that give an idea of ​​the range of needs that employees of a given enterprise may have. It is important to note here that real work content and an atmosphere conducive to genuine self-expression have now come to the fore. Whether this will be true in the future remains to be seen. The fact is that complaints may increase in the future, as a result of which the difficulties of aligning the culture of employees with the culture of the enterprise will increase. In this case, employees face three most critical questions that require resolution: 1) about the enterprise’s contribution to the social process; 2) about the goals and values ​​of the enterprise; 3) about obstacles to achieving goals.


3. Clear position of the enterprise.


As the basis of communicative interaction in organizations, it proclaims the need to form achievable goals in them. Depending on the timing, several appropriate strategies can be used to determine the location of the enterprise:


1) Reactive strategy. It is based on the expectation of a significant change in external conditions until a favorable situation arises, and only then the time comes to act.


2) Active internal strategy. It involves conscious preparation for the future, implying prevention from outside influence by conducting entrepreneurial activities within.


3) Active external strategy. Similar to the previous one, but the promotions are focused on the external environment.


4) A strategy aimed at integrating internal and external processes - by conducting various intra-organizational seminars, objectivity of data on both the internal and external environment is achieved.


4. Through self-management to positive self-perception.


This strategy is based on the decisive role of the leader in shaping the culture of the organization. We can also say that there is a transfer to the whole organization of psychopathological criteria inherent in individuals, which determine the parametric state and development of the organization’s culture. In this regard, a corresponding classification of organizations has been developed, according to which it is necessary to distinguish between:


a) paranoid organizations (managers transfer their mistrust and fear of the possibility of being persecuted in the broad sense of the word to the organization they lead);


b) coercive organizations (increased importance of hierarchy, strict adherence to management instructions, clear and global planning of actions are the basis of this type of culture);


c) dramatic organizations (the predominance of the form of the production process over the content, forecasting the development of the situation is practically absent, there is difficulty in developing strategies due to the constant replacement of one market niche by another);


d) depressed organizations (the survival factors of such organizations are primarily the stability of the situation, the conditions of a supported and regulated market, without significant competition);


e) schizoid organizations (leaders of such organizations limit themselves in communication with subordinates, integrating functions in relation to employees are not taken into account, organizations exist in a kind of “vacuum”).


Having gone through all the stages, from inception, characterized by a certain novelty of attributes and opposition to previous forms, through stabilization, culture goes beyond the framework of the organizational culture itself and becomes an interorganizational culture, and then business culture as a whole. In conditions of a lack of resources of one company to implement projects, management has to move to the level of interorganizational culture, i.e. promptly adjust the system of values, norms, forms of communication, etc. All this contributes to the development of the trend of transition from competition to partnership.


IN modern conditions The former rigid hierarchical “mechanistic” structure of companies is being replaced by a new management culture based on a system of corporate values. Previously, during periods of “quiet market existence,” organizational culture was formed under the influence of two factors: the hierarchical structure inherited by organizations and the modern myth of the organizational “mechanism.” Treating business as a “mechanism” and employees as interchangeable “cogs”— it is a legacy of the industrial age. The creation of communities, rather than systems of “mechanisms,” made it possible for companies operating in the industry innovative technologies, achieve success quickly. Let us note that today, when forming an organizational culture, a strict hierarchy is not welcome, although it is not advisable to completely deny its importance. Vertical management is necessary where there is no creativity in the work, where work is standardized and requires discipline. 1


An important area of ​​managing organizational culture is the personnel system. Employees of recruiting agencies have extensive information about the specifics of approaches to personnel selection, the system of requirements for professional and personal qualities of personnel. They note that at present, along with professional skills, employers’ requirements for the psychological, image, and behavioral characteristics of an applicant are dictated by the specifics of the company’s organizational culture, its value orientations, ethical restrictions, and the characteristics of the national mentality. However personnel policy must be “spiritualized”, “revitalized” by the organizational culture, and become part of the emotional world of all company employees. Only when both employees and managers clearly understand the non-randomness and usefulness of this or that provision of personnel policy, only then can we say that personnel policy has become part of the organizational culture.


Thus, the strength of an organizational culture is determined by at least two important factors: the extent to which organizational members accept the company's core values ​​and the extent to which they are committed to those values. It is obvious that even successful foreign companies with a strong organizational culture also need to constantly maintain and develop their cultural values. Becoming a member of the organization, each of its employees gradually learns its rules and norms of behavior, as well as ideals, which can later become the value and life guidelines of the individual. Undoubtedly, the organizational culture of an organization, within which socialization and personality formation continues, bears enormous responsibility for the future fate of its members.


1.6. The role of the manager in the mechanism of formation of organizational culture


Executives (managers) are persons who manage all aspects of the activities of an association, organization, enterprise, structural unit to achieve established goals (making a profit, producing goods, providing services, increasing production efficiency, entering new markets, etc.) 1 .


There are groups of managers - linear and functional. Linear workers include heads of associations and enterprises, heads of workshops, districts, sections, and foremen. Functional managers (heads of departments and services) perform one or more management functions assigned to them.


The main tasks of managers are preparing and making decisions and their implementation.


In their work, line and functional managers are assisted by qualified specialists who have special knowledge and perform specific work. Support workers provide technical and information services to the management apparatus.


The main responsibility of a manager is to achieve the goals of the enterprise.


At an enterprise there are groups of people who have different statuses and pursue personal goals: owners (shareholders) are interested in receiving profits and dividends; executives (managers) who are not owners - personal income (including unofficial income); employees of the enterprise - fair wages and social protection.


Connecting the goals of the enterprise and the personal goals of various groups of people in the enterprise is one of the most important and difficult tasks of a manager. In the sphere of activity of managers, three main areas of activity can be distinguished: production and economic, socio-psychological and management itself.


The manager must ensure normal production activities, development, economic sustainability of the enterprise. In the socio-psychological sphere, the tasks of a manager are to develop the labor and social activity of the team, the individual, and to coordinate social relations a team. When solving organizational and managerial issues, the manager acts as the organizer of the management system. Only an integrated approach to solving production, economic, social, management and organizational problems can ensure the sustainable existence and development of an enterprise. 1


Compared to other types of work in an organization, managerial work has a number of specific features:


– it is mental work consisting of three types of activities: organizational, administrative and educational, analytical and constructive, information and technical;


– participates in the creation of material goods and the provision of services indirectly, through the labor of other workers;


– the subject of work is information;


– means of labor - organizational and computer technology;


– the result of labor is a management decision.


To perform their functions, managers must have specialized knowledge and have the ability to use it in daily work on enterprise management.


The requirements for their professional competence can be divided into two groups. The first consists of knowledge and skills to perform professional work in management. These include:


– ability to justify and make decisions in situations characterized by high dynamism and uncertainty;


– awareness of the development of the industry in which the enterprise operates: the state of research, technology, competition, dynamics of demand for products;


– acquaintance with management experience in other organizations and industries;


– the ability to manage resources, forecast and plan the operation of an enterprise, knowledge of ways to improve management efficiency;


– ability to use modern information technology, means of communication and communications. 1


The second group of requirements is related to the ability of managers to work with people and manage themselves. Managers must have personal qualities that enhance trust and respect from others. This group includes:


– high sense of duty and dedication;


– honesty in relationships with people and trust in partners;


– the ability to clearly express one’s thoughts and persuade;


– respectful attitude towards people, regardless of their position in the organizational hierarchy;


– the ability to quickly restore one’s physical and mental strength and critically evaluate one’s own activities.


The head of an enterprise in his activities relies on the management apparatus (team), with the help of which he carries out all management functions. At the same time, he bears full personal responsibility for the timeliness and correctness of decisions made and their implementation.


Each leader has (chooses) a certain leadership style - this is a set of unique management techniques, the manner of daily behavior of the leader in relation to subordinates. Leadership style develops ways to influence subordinates. The leadership style is determined by the nature of the tasks facing the team, the level of its development, and the personality of the leader. A leadership style that works well in one environment may not be appropriate in another. There are generally four leadership styles:


– autocratic (directive, strong-willed, authoritarian) – excessive centralization of power, commitment only to unity of command;


– democratic (collectivist, partnership) – respect for subordinates, minimal participation of the manager in decision-making, the desire to gain authority by providing subordinates with benefits and concessions, shifting responsibility for failures in work to others;


– liberal-anarchist (permissive, neutral) – on the one hand, super-democratic, on the other – a minimum of control, as a result of which decisions made are not fulfilled, work results are low, the psychological climate in the team is unfavorable, conflictual;


– situational – the level of development of subordinates and the team as a whole is flexibly taken into account; the effectiveness of leadership is mediated by the degree of control the leader has over the situation in which he operates. 1


No leadership style exists in its pure form.


Different styles can be used in different combinations depending on the circumstances. The real style of a particular leader is always some combination of many styles, but, of course, with a predominance of one of them. It should be said that choosing the optimal style in the range of “authoritarianism - democracy” is not an easy task. In each specific case, a good leader will be the one who can take advantage of the situation that has arisen. To do this, you need to know the abilities of subordinates, the ability to perform the task at hand, your abilities and powers. In the process of completing a task, the situation may change, which will require a different way of influencing subordinates, i.e. changes in leadership style.


A manager must be a leader. Leadership is the ability to activate people in an organization, the ability to set an example to follow and influence people to achieve the organization's goals. Thus, leadership is an art. An effective leader is one who is able to adjust his leadership style when necessary, i.e. focus on real production and environmental conditions. A leader inspires people and instills enthusiasm in them, conveying their vision of the future and helping them adapt to the new and go through a difficult stage of change in the organization. Leaders are able to achieve more in an organization by selecting a team of people who understand and share their views, possess and know how to use their emotions and intuition.


A leader can be anyone in an organization, not just those who manage it. Leadership can also be demonstrated at the lowest levels of the hierarchy; leaders can be a foreman, a foreman, or a worker, who, with their attitude to work and to people, serve as a role model.


Organizational culture can be formed, and there are methods to maintain and strengthen it. In essence, we should talk about what the philosophy and practice of management should be and what management should pay attention to in order to maintain the desired organizational culture, that is, an organizational culture that will support the developed development strategy of the company. A number of methods can be distinguished here.


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 an example, a role model, showing an example of such an attitude to business, such behavior, which is expected to be consolidated 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 best feelings employees: “We must be 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 response to employee behavior in critical situations. The attitude towards people and their mistakes cultivated in the organization is especially pronounced in critical situations. This is well illustrated by the example of an employee whose mistake cost the company millions of dollars. Having been invited to management, he wrote a letter of resignation in advance. Imagine his amazement when he was offered a new responsible direction of work. “Your training cost us too much for us to waste such employees,” he heard from the company president.


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.


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. Inconsistency and discrepancies between words and deeds are unacceptable here, since even a single violation of the established principles of incentives will immediately cause a sharp drop in confidence in the policies pursued by management.


Selection criteria for the organization. What kind of employees do we want to see in the organization: professionals who have necessary knowledge and experience, or is the ability of a new employee to accept the values ​​and norms of behavior that have already developed in the organization and form the core of its organizational culture of no less importance for us?


Maintaining organizational culture in the process of implementing basic management functions. Organizational culture is significantly influenced by what personnel behavior is supported and what is suppressed by current management practices. How much management welcomes manifestations of independence and initiative on the part of subordinates.


Organizational traditions and practices. It is known that organizational culture is consolidated and transmitted in the traditions and orders operating in the organization. At the same time, even one-time deviations from the established (or declared) order can affect the organizational culture. For example, if suddenly for some reason the management once or twice failed to conduct a monthly summing up of work with congratulations and rewards for the best employees, then this not only violates the established rules, but also shows the unwillingness of the management to share the declared values, which, naturally, reduces the enthusiasm and desire of staff to “give all their best” at work.


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, Vehicle, 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.


2 Formation of the organizational culture of the cafe-club “Joni”


Management concepts are forced to abandon the “homo economicus” model and take into account the personality of employees in all its diversity. A person’s search for the subjective meaning of activity is the most important here - personal understanding of possible behavior options. The first steps in forming the “organizational culture” of a company should be associated with clarifying and consolidating the highest values.


To diagnose and study the organizational culture of this department, a technique based on the typology of Kim Cameron and Robert Quinn was used as the main methodology. These authors identify two main parameters: flexibility - stability, internal focus - external focus, which form four quadrants, each of which corresponds to its own ideas about effectiveness, values, leadership styles and forms its own culture.


Thus, four cultures are distinguished: hierarchical, market, clan and adhocratic. The questionnaire for assessing organizational culture presented four parameters, among which it was necessary to distribute 100% depending on the degree of manifestation of a particular characteristic. Based on the data obtained, organizational culture profiles were drawn for managers and their subordinates.


"Now":


1) Market 21%;


Hierarchical 22%;


Adhocracy 31%;


Clan 26%.


According to the parameter of employees' perceptions of organizational culture "preferably":


Market 29%;


Clan 27%;


Hierarchical 21%;


Adhocracy 23%.


A graph of these relationships according to employees’ ideas about types of cultures is presented in Graph 1.





We see that in terms of the “now” parameter the adhocratic type of culture predominates. They prefer adhocracy to a greater degree and cla new type less.


Now let's turn to the results of the survey of bosses.


Now option


Market 43%;


Adhocracy 23%;


Clan 19%;


Hierarchical 16%.


Preferred option


Market 40%;


Clan 23%;


Hierarchical 20%;


Adhocracy 17%.


A graph of these relationships according to the manager’s understanding of the types of cultures is presented in Graph 2.





Now let's turn to the results of the survey of bosses and employees.


Now option


Market 32%;


Adhocracy 23%;


Clan 25%;


Hierarchical 21%.


Preferred option


Market 34%;


Clan 25%;


Hierarchical 21%;


Adhocracy 20%.


A graph of these relationships according to the manager’s understanding of the types of cultures is presented in Graph 3.





Managers are not satisfied with the current state of affairs, and they would like to radically change them. As you can see in the graph, market culture is dominant, but in the future, they would like to change it to adhocracy.


In terms of the “now” parameter, the opinions of employees and managers regarding the leading type of organizational culture differ quite clearly. And employees defined it as adhocracy 31%, and managers as market 43%. Clear differences appear when comparing the remaining two types of organizational culture, because employees have equal positions in importance - hierarchical (22%) and market (21%), and managers - market (43%), at a time when hierarchical 16%. There are differences in determining the place of other types of organizational culture.


Regarding the “preferred” parameter, the opinions of employees and managers also differ greatly. Managers want the organization to have a clan type of organizational culture. I think that managers lack warm, friendly relationships in the team. Employees have different preferences in this regard. They want their market and clan types to be expressed approximately equally, but still with a predominance of the market type. Employees want the team to be united and goal-oriented, while maintaining a friendly atmosphere.


We will assess the psychological atmosphere in the team using the method of A.F. Fidler.


The table shows the calculation of the average scores for the study, including all employees.


Table 1 – Results of calculation of average values


Employee
Vice president
Directors
Bartender
Bartender
Waiter
Waiter
Cook
Average value	2,71	2,43	4,00	4,14	3,14	3,43	2,71	3,57	3,29	3,00

We will introduce rounding of points upward. On the “friendliness-hostility” scale, the work atmosphere in the team should be characterized as friendly, there is harmony in the team, the employee is not fully productive, there is some coldness, there is some inconsistency, although there is mutual support, there are elements of hostility. It is very bad that the team is characterized by indifference, boredom and failure.


Now let’s analyze the research questionnaires using Fiedler’s method for managers.


Table 2 – Results of calculating average values ​​(managers)


Employee
Vice president
Directors
Average value

Table 3 – Results of calculation of average values


Employee
Bartender
Bartender
Waiter
Waiter
Cook
Average value

As we see, managers and employees assess the psychological team in the organization differently. Thus, managers consider the team to be more friendly; in terms of “agreement,” the opinions of managers and employees almost coincided and differed greatly in terms of satisfaction. Employees consider the team more unsatisfactory. Managers consider the psychological team to be colder. At the same time, if managers do not find the presence of indifference, boredom, and futility in the team, but employees, on the contrary, believe that there is indifference, boredom, and futility in their work team.


Let's analyze the questionnaires using Solomanidina's method (Appendix 1).


For employees, maximum points for


– hierarchical culture 2,8,9,11,19,34,36,42(8)


– by clan culture 5,12, 15,20,25,26,27,31,32,35,40,43,44,45 (13)


– market culture 4, 7,13,16,18,21,28,30,34,41 (10)


– adhocratic culture 3,10,16,17,22,24,30,37,38,41,43(12)


For managers, maximum points for


– hierarchical culture 1,2,8,9,11,19,23,29,34,36,33,42(12)


– by clan culture 5,12,14,15,20,25,26,27,31,32,35,40,43,44,45(15)


– market culture 4,6,7,13,16,18,21,28,30,34,41 (11)


– adhocratic culture 3,10,16,17,22,24,30,37,38,41,43(11)


For the entire team, maximum points for


– hierarchical culture 2.8, 9,19,34,42 (6)


– by clan culture 5,12,25,26,31,32,35,1,43,45(10)


– market culture 4,7,13,16,18,21,1,30,34,41(10)


– adhocratic culture 10,16,17,22,24,30,37,38,41,43(10)


As we see, the collective as a whole gravitates towards clan, market and adhocratic culture, and avoids hierarchical culture. The work team as a whole gravitates towards clan and adhocratic cultures, while managers gravitate towards clan culture.


3. Improving the organizational culture of the enterprise


1. The manager needs to analyze the core values
   department, emphasize adhocratic values.
   

   Provide an opportunity to realize creative potential,
   for example, involve in the development of slogans and mottos.
   

   3. Develop systems of incentives and rewards for innovation
   attitude to business at all levels of the organizational structure.
   

   4. Improve the planning system, deal with how
   short-term and long-term planning.
   

   5. The system must be maintained and monitored by management
   communications in the organization.
   

   6. Must be monitored and, if necessary, promptly
   resolve conflicts, including horizontal conflicts between specialists.
   

   In conclusion, it should be noted that only 23% of Russian companies have special departments involved in the formation and implementation of intra-organizational values. A wide field of improvement opens up for other companies. They have yet to realize the importance of corporate culture, which is increasingly called the intangible basis for the development and success of any organization. Modern definition corporate culture implies the system of values ​​of the organization, embodied in different sides its activities (microclimate, atmosphere, leadership and business style, norms and regulations, production traditions, etc.). Regardless of the presence of special departments corporate culture in one form or another exists in almost any company from the moment of its formation.
   

   Creating a strong organization with a strong personality and shared values ​​is possible only as a result of the consistent formation and implementation of a coherent system of views. And you need to start with the personal internal culture of the staff.
   

   The main stage of developing a corporate culture is the most difficult, primarily because the culture will go beyond the boundaries of the organization. It will be felt and appreciated by clients, business partners, and investors. In this case, incivility can be very costly for the company. At this stage, culture comes from above. To form it, top management has the right to create a special working group, which should include the director, HR manager, heads of departments, and possibly ordinary employees. Together they describe and implement the company’s value system, the principles of its work, analyze the current environment in the company, and develop standards of behavior. Let us emphasize that in practice main role The HR manager is almost always responsible for shaping corporate culture. Often it is he who is the leader of the entire process - from developing ideas to receiving feedback from ordinary staff.
   

   Among the most important elements of organizational culture are: approval or adjustment of a certain management style;
   

developing staff responsibility for their work with clients;


development and implementation of regulations, norms, procedures (internal regulations, standards for quality customer service, information materials for the adaptation of new employees), solving other technical issues.


But it is not enough to form a corporate culture and leave it to its own devices, hoping for the autonomous existence of this system. Pace modern business can quickly dispel such illusions. Main characteristics corporate culture—its variability. As practice shows, the need to reform corporate culture arises when there is a quantitative change in personnel, in any direction. The processes of mergers and acquisitions of companies, the consolidation of assets within a single holding, and staff reductions are constantly taking place in the modern economy. Each of them involves dramatic changes in organizational culture. The appearance of new people in a company who carry a different corporate culture leads to a clash of civilizations and, as a consequence, to serious complications. A new model of corporate culture, adapted to possible changes, can solve the problem. Unfortunately, often the main method of a new cultural policy is the dismissal of personnel different levels. Changing an organization and its culture is achievable through replacing people - this is one of the technologies of a market economy. However, there are also less radical ways associated with selective changes in business strategy and methods, improvement of technology, or retraining of old employees.


In conclusion, let us recall that organizational culture as a whole is built from the potential of each employee. Companies that attach due importance to it use human resources much more effectively. The person is the main reference point and the basic unit of effectiveness of a properly formed culture. His capabilities and business qualities rise to heights thanks to the corporate culture. This is its main purpose and guarantee of overall success.


List of used literature

1. Ansoff I. Strategic management. – M.:Delo, 2008.- 250 p.
   

   Blake R., Mouton D. Scientific methods of management. – Kyiv: Potential, 2000. – 240 p.
   

2. Valuev S.A. Ignatiev A.V. Organizational management. – M.: Delo, 2007. – 540 p.
   Classification of organizations by industry, by the type of tasks they solve, features of organizations in market conditions in Russia Ways to improve the culture of production management

   2013-10-31

TITLE

Introduction

Modern management views organizational culture as a powerful strategic tool that allows all departments and employees to be oriented toward common goals. There are several definitions of organizational (corporate) culture.

The values ​​and norms learned and applied by members of the organization that determine its behavior;

The atmosphere or social climate in the organization;

The dominant system of values ​​and behavioral styles in the organization.

Based on these definitions, organizational culture refers mainly to the values ​​and norms shared by the majority of members of the organization, as well as their external manifestations (organizational behavior). Most often, organizational (or corporate, which somewhat narrows this concept) culture is defined as a set of values, customs, traditions, norms, beliefs and assumptions embodied in various aspects of the organization’s activities, and which make this or that organization unique.

Organizational culture is a deliberately heterogeneous phenomenon, since in any culture the basic characteristics that form it predominate, indicating which principles should prevail if a conflict arises within the culture. This makes it possible to have value systems different from the dominant culture.

Like any phenomenon and process, organizational culture has a number of elements that form its basis. The elements of organizational culture are also very heterogeneous and do not lend themselves to any specific rigid planning. This is a certain set of common values ​​of the organization, reflecting its internal state.

The object of study of the abstract is the elements of the organizational culture of the company.

The relevance of this topic is quite urgent, since in the modern activities of a company, organizational culture is beginning to play an increasingly significant role. It seems to show the “true face” of the company, expresses its values ​​and principles.

The purpose of this work is to formulate and characterize the elements of the company’s organizational culture. There are a large number of classifications of elements of organizational culture. This paper presents and characterizes the main ones.

1. The concept of organizational culture and its properties.

Organizational culture is a system of collectively shared values, symbols, beliefs, and patterns of behavior among members of an organization that give a common meaning to their actions 1 .

Organizational culture combines the values ​​and norms of the organization, management style and procedures, and concepts of technological and social development. Organizational culture sets the limits within which confident decision-making is possible at each level of management, the possibility of using the resources of the organization as a whole, responsibility, gives directions for development, regulates management activities, and promotes the identification of members with the organization. The behavior of its individual members is influenced by organizational culture.

The performance results of any organization are related to its organizational culture, which in one case promotes survival, in another - the achievement of the highest results, in the third - leads to bankruptcy.

The main parameters of organizational culture include:

1. Emphasis on external (customer service, etc.) or internal tasks of the organization. Organizations focused on customer needs, subordinating all their activities to them, have significant advantages in market economy, this increases the competitiveness of the company.

2. The focus of activity on solving organizational problems or on the social aspects of its functioning. One of the options social orientation- the organization’s sustained attention to everyday and personal problems of employees.

3. A measure of risk readiness for introducing innovation. A measure of activity orientation toward innovation processes or stabilization.

4. A measure of encouraging conformity (changing or evaluating an individual's opinion in the direction of greater agreement with the group) or individualism of members of the organization. Orientation of incentives towards group or individual achievements.

5. The degree of preference for group or individual forms of decision-making. A measure of centralization - decentralization of decision making.

6. The degree of subordination of activities to pre-made plans.

7. The intensity of cooperation or competition between individual members and between groups in the organization.

8. The degree of simplicity or complexity of organizational procedures.

9. A measure of members' loyalty to the organization.

10. The degree to which members are aware of what their role is in achieving the organization's goals. Devotion of members to “their” organization.

Organizational culture has a number of specific properties. The main properties of an organization’s culture include 2:

1. Teamwork shapes employees' understanding of organizational values ​​and how to live those values.

2. Community. This means that not only all knowledge, values, attitudes, customs, but also much more is used by the group to satisfy the deep needs of its members.

3. The basic elements of the organization’s culture do not require proof, they are self-evident.

4. Hierarchy and priority. Any culture involves ranking values. Absolute values ​​are often put at the forefront, the priority of which is unconditional.

5. Systematicity. Organizational culture is a complex system that combines individual elements into a single whole.

6. The “strength” of the impact of organizational culture is determined by:

Homogeneity of the organization's members. Commonality of age, interests, views, etc.;

Stability and duration of joint membership;

Short-term membership in an organization and constant changes in its composition do not contribute to the development of cultural characteristics;

The nature of the shared experience, the intensity of interaction. If members of an organization have worked together to overcome real difficulties, then the impact of organizational culture is greater.

Organizational culture has a significant impact on the life of a business organization.

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

Employees’ identification of their own goals with the goals of the organization and with the organization as a whole through the acceptance of its norms and values;

Implementation of norms prescribing the desire to achieve goals;

Formation of an organization development strategy;

The unity of the process of strategy implementation and the evolution of organizational culture under the influence of environmental requirements.

2. Elements of organizational culture.

Organizational culture has constituent elements, and it is possible to identify factors that influence it 3:

1. National culture;

2. Professional culture;

3. Mission of the organization;

4. Ideology of society;

5. Politics;

7. Laws;

8. Traditions, customs, rituals of the organization.

Organizational culture as an element and variable of the internal environment of an organization has its own structure, and, accordingly, elements:

1. values, social attitudes;
2. Moral principles, business ethics;
3. Employee motivation;
4. Labor organization and control;
5. Leadership style;
6. Conflict resolution;
7. Making decisions; communications.

Organizational culture is based on its values, which have long-term significance; they are not reduced to quantitative indicators, they are characterized to a greater extent qualitatively and set the meaning of the activities of members of the organization. Their significance is most acutely manifested at critical moments, when the moral factor plays a special role.
Values ​​are shared beliefs, belief in what is good and awareness of what is bad. In particular, emotionally charged holding of the most significant events, for example, official ceremonies, honoring employees, picnics, shareholder meetings, as well as the creation of company songs, can serve as a tool for introducing values ​​into consciousness and changing them. All this contributes to the expression of values ​​in figurative form, which determines the psychological effect of the impact. As a rule, the founders of enterprises are most often the creators and exponents of values.

The values ​​of organizational culture, the bearers of which are primarily leaders, are ultimately transferred into the language of specific management decisions. They are implemented in codes of honor, rules of staff conduct, etc.

Recently, there have been significant shifts in the scale of employee values. Some of them, such as duty, discipline, obedience, lose their great importance. But the values ​​associated with the individual’s self-expression increase. Therefore, in management practice, methods of motivating staff and management style should take into account creative activity, freedom of action and responsibility, expanded contacts with management and colleagues, and advanced training as criteria for effectiveness.

In this regard, it is possible to determine the traditional values ​​of the organization, these include:

1. Discipline;

2. Obedience;

3. Hierarchy;

4. Sufficiency;

5. Power;

6. Achievement;

7. Reliability.

The modern values ​​of the organization are distinguished by:

1. Self-realization;

2. Participation;

3. Collective initiative;

4. Creativity;

5. Decentralization;

6. Independence;

7. Flexibility.

In management practice, organizational culture can be expressed through:

Purpose of the organization (mission, goals, objectives, priorities);

The speed of updating certain aspects of activity (for example, technology) and diversification;

Jointly shared views and values, norms and beliefs;

Management style;

Criteria for achieving goals and evaluating results;

Means of internal integration in a team (language, myths and rituals, methods of selecting and including new members in the organization, method of distribution of power, style of relationships, system of reward and punishment).

In modern management, two levels of organizational culture can be defined: “strong” (high) and “weak” (low). Signs of a “strong” (high) organizational culture are: the priority of solving social problems in the organization; willingness to take reasonable risks and innovations; group forms of decision making; focus on collective incentives; high level of self-government, self-planning, self-organization, self-control, self-esteem.
With this level of culture in the organization, managers exercise influence without resorting to rigid administrative procedures. At the same time, conflicts are possible in such a culture: free criticism is often transferred to individuals, to management, and sometimes crosses the line of what is acceptable.

“Weak” (low) organizational culture is associated with regulation, a large number of instructions and orders. In such a culture there are no clear ideas about values, beliefs about how success can be achieved, or long-term goals. It should, however, be emphasized that the concepts of “strong” and “weak” organizational culture are relative. In relation to a specific enterprise, everything depends on how the premises that make up its content are consistent with the realities of the external environment.

In our country, traditionally, an enterprise of high culture was considered to be one that “fit” into certain exemplary norms and canons. Organizational culture was considered as a set of knowledge and skills for rationalizing production in accordance with a certain pre-calculated way. In this view, naturally, the collective was an “appendage” to the machine, to certain production functions 5 .

Description of work

Organizational culture is a system of collectively shared values, symbols, beliefs, and patterns of behavior among members of an organization that give overall meaning to their actions.
Organizational culture combines the values ​​and norms of the organization, management style and procedures, and concepts of technological and social development. Organizational culture sets the limits within which confident decision-making is possible at each level of management, the possibility of using the resources of the organization as a whole, responsibility, gives directions for development, regulates management activities, and promotes the identification of members with the organization. The behavior of its individual members is influenced by organizational culture.

8.1. Concept, elements and functions of organizational culture

8.2. Principles of forming, maintaining and changing organizational culture

8.3. Typology of organizational cultures

Key terms and concepts : organizational culture, hierarchy, level of organizational culture, subculture, dominant culture, element of organizational culture, subjective and objective elements of organizational culture, type of organizational culture.

In modern business practice, the problem of organizational (corporate) culture, especially in large organizations, is extremely relevant. Numerous studies prove that successful enterprises are characterized by a high level of corporate culture. It is not without reason that the main values ​​and mission of world-famous companies such as Procter and Gamble, Sony, Motorola and others remain unchanged, while their strategy and business tactics are constantly adapting to the changing external environment. One of the most famous management theorists, Charles Barnard, first spoke about organizational culture as a factor in the success of an organization back in 1938. And the emergence of the concept of “corporate culture” is associated with the Ford company. The founder, Henry Ford, was the first to begin shaking hands with workers and greeting them on holidays, caring for a favorable atmosphere and the dedication of workers.

Concept, elements and functions of organizational culture

An organization is a rather complex organism, the basis of whose life potential is organizational culture. We can say that organizational culture is the “soul” of an organization.

IN scientific literature There are different interpretations of the concept “organizational culture”, which in general do not contradict, but only complement each other.

IN in a general sense, organizational culture refers to the most important assumptions of organization members, which are reflected in the values ​​that determine the guidelines for people’s behavior and actions.

Organizational (corporate) culture - this is a set of methods and rules that have developed throughout the history of the organization for its adaptation to the requirements of the external environment and the formation of internal relations between groups of employees.

Organizational culture concentrates the policy and ideology of the organization's life, its system of priorities, criteria for motivation and distribution of power, characteristics of social values ​​and norms of behavior. Elements of organizational culture are a guideline for the management of an organization to make management decisions, establish control over the behavior and relationships of employees in the process of analyzing production, economic and social situations.

The general goal of organizational culture is to create a healthy psychological climate in organizations to unite workers into a single team professing certain ethical, moral and cultural values.

Research by scientists shows that high-performing companies are characterized by a developed organizational culture. As a rule, most highly profitable companies have specialized divisions that are directly responsible for the implementation of moral values ​​in the organization and develop special programs cultural work among the staff and creating a favorable, friendly atmosphere.

Experts highlight two important features of organizational culture: multi-level (its elements form certain hierarchical levels) and versatility, multi-aspect (the culture of an organization consists of the cultures of its individual divisions or groups of employees).

Typically, the elements of organizational culture include:

Organizational values, which are guidelines for the behavior of organization members;

Mission (the main purpose of existence, purpose of the organization) and slogans;

The philosophy of the organization (a system of key values ​​that reflect its self-perception)

Rituals and rituals are standard events aimed at emphasizing the significance of certain events, targeted psychological influence on employees in order to unite them, forming their loyalty to the company, the necessary beliefs and values;

Customs and traditions;

Norms and style of behavior of employees with each other and with subjects of the external environment;

Stories, stories, legends, myths about the most important events and people of the organization;

Symbolism - emblems, trademarks, uniforms and other attributes of the appearance of personnel, room design and the like.

For example, elements of the corporate culture of the McDonald's company are symbols (the letter M and the cartoon character McDuck), the design of the premises (using yellow and red colors), assigning a personal number to each employee, always smiling and addressing the client with the words: “Free cash register”.

Organizational culture as a multidimensional formation is hierarchical. There are three levels of organizational culture.

First level, or surface, including its visible external elements, that is, everything that can be felt and perceived with the help of human senses: architecture and interior design, company symbols, behavior, speech of employees, philosophy and slogans, and the like. At this level, elements of corporate culture are easy to identify, but they cannot always be interpreted correctly.

Second level, intermediate or subsurface is formed by the system of values ​​and beliefs of the organization's employees. their perception is conscious and depends on the desires of people.

Third level or deep, including the basic assumptions that determine people's behavior: attitude towards nature, other people, work and leisure, understanding of the reality of time and space, attitude towards other people, towards work. Without special focus, these assumptions are difficult for even organizational members to grasp.

Researchers of organizational culture are often limited to its surface and subsurface levels, since elements of the deep are quite difficult to identify and characterize.

Any organizational culture can be described by certain parameters. The main ones are: attitude to change; risk appetite; the degree of centralization "in decision making; the distance between management and subordinates; the degree of formalization and regulation; the ratio of collectivism and individualism; the nature of the relationship between employees and the organization (focus on independence, independence or conformism, loyalty); leadership style; source of fall; principles of performance evaluation and rewards.

Stefan Robin identifies the key characteristics of organizational culture:

Individual autonomy - the level of responsibility, independence, and the ability for employees to show initiative;

Structuring of activities - the level of regulation of the labor process (the presence of all kinds of rules, instructions, regulations), the level of direct control over the labor behavior of employees;

Direction - the level of formation of the goals and prospects of the organization’s activities;

Integration - level of support for coordination of activities;

Management support and support - the level of provision by managers of clear communication links, the level of assistance and support from managers of subordinates, and the nature of their relationships;

Incentive - the level of dependence of remuneration on labor results;

Identification - the level of identification of employees with the organization as a whole, the degree of participation in achieving organizational goals;

Conflict - the level of conflict in the organization, ways to resolve them, tolerance for different views and points of view;

Riskiness - the level of stimulation of employees for perseverance, initiative, innovation, and risk-taking in solving organizational problems.

Each organization can be described using these characteristics.

The properties of organizational culture are : universality, informality, sustainability.

Universality organizational culture is that it covers all types of activities in the organization. For example, organizational culture determines a certain way of developing strategic problems or procedures for hiring new employees.

Informality organizational culture means that its functioning is practically not connected with official rules of conduct established by order. Organizational culture operates, as it were, in parallel with the formal mechanism of the structure’s activities. The difference between organizational culture and the formal mechanism is the predominant use of oral, speech forms of communication, rather than written documentation and instructions, as is customary in a formal system.

The importance of organizational culture is determined by the fact that more than 90% of business decisions in modern organizations are made not in a formal setting (at meetings, meetings), but in informal meetings.

Sustainability organizational culture is associated with such a general property of culture as the traditional nature of its norms and institutions. The formation of any organizational culture requires long-term efforts on the part of managers. However, once formed, cultural values ​​and methods of their implementation acquire the character of traditions and remain stable for several generations of the organization’s employees. Many strong organizational cultures inherit values ​​introduced by company leaders and founders many decades ago. Thus, the foundations of IBM's modern organizational culture were laid in the first decades of the 20th century. T. J. Watson.

An organization's culture includes both subjective and objective elements.

TO subjective elements of culture include beliefs, values, images, rituals, taboos, legends and myths associated with the history of the organization and the life of its founders, customs, accepted norms of communication, slogans.

Under values the properties of certain objects, processes and phenomena are understood that are emotionally attractive to the majority of members of the organization, which makes them models, guidelines, and a measure of behavior. Values ​​include, first of all, goals, the nature of internal relationships, orientation of people's behavior, diligence, innovation, initiative, work and professional ethics.

Core values, when combined into a system, form philosophy of the organization. Philosophy reflects the organization’s perception of itself and its purpose, the main directions of activity, creates the basis for developing approaches to management, streamlines the activities of personnel on the basis of general principles, facilitates the development of administration requirements, and forms general universal rules of behavior.

Ritual- this is a standard, recurring event that is held at a certain time and by a special drive. Rituals such as honoring veterans, farewell to retirement, and initiation into members of the organization are quite common.

Ritual is a set of special events (rites) that have a psychological impact on members of an organization in order to strengthen loyalty to it, obscure the true meaning of certain aspects of its activities, teach organizational values ​​and form the necessary attitudes. Employees of many Japanese companies, for example, begin their work day by singing the company anthem.

Legends and myths reflect in the right light and in a coded form the history of the organization, inherited values, decorated portraits of its famous figures.

Custom is a form of social regulation of people’s activities and their relationships, imbued with no changes from the past.

How elements of culture can also be considered accepted in an organization norms And behavior style its members - their attitude towards each other and external contractors, implementation of management actions, problem solving.

Finally, an element of organizational culture is slogans, that is, calls, in short form reflect its leadership tasks, ideas or missions of the organization (Table 8.1.)

Table 8.1 *

Slogans of some world famous companies

Savchuk L. Development of corporate culture in Ukraine / L. Savchuk, A. Burlakova // Personnel. - 2005. - No. 5. - P. 86-89.

Objective elements of culture reflect the material side of the life of organizations. These are, for example, color symbolism, comfort and interior design, appearance of buildings, equipment, furniture.

Values, customs, rites, rituals, norms of behavior of members of the organization, brought from the past to the present, are called traditions. The latter can be both positive and negative. A friendly attitude towards all new employees coming to the organization can be considered a positive tradition, and hazing in the army can be considered a negative tradition.

The way of thinking of members of an organization is determined by traditions, values, level of culture, and the consciousness of its members is called mentality.

Organizational culture fulfills various functions .

Protective function. Corporate culture is a kind of barrier to the penetration of undesirable trends and negative values ​​of the external environment. It forms the uniqueness of the organization and allows it to be distinguished from other companies and the external environment as a whole.

Integrating function. Organizational culture creates a sense of identity in its employees. This allows each subject of intra-organizational life to form a positive image of the organization, better understand its goals, and feel part unified system and determine the degree of your responsibility to it.

Regulatory function. Organizational culture includes informal, unwritten rules that indicate how people should behave at work. These rules determine the usual methods of action in the organization: the sequence of work, the nature of work contacts, forms of information exchange. Thus, corporate culture creates unambiguity and orderliness of the main forms of activity.

Integrating and regulating functions contribute to the growth of labor productivity in the organization, since: a sense of identity and perception of the organization’s values ​​make it possible to increase the focus and perseverance of the organization’s participants in performing their tasks; the presence of informal rules that streamline organizational activities and actions that eliminate inconsistency creates time savings in every situation.

Substitution function. A strong organizational culture, capable of effectively replacing formal, official mechanisms, allows the organization not to resort to excessive complication of the formal structure and increasing flow official information and orders. Thus, there is a saving on management costs in the organization.

Adaptive function. Organizational culture makes it easier for employees to adapt to the organization and vice versa. Adaptation is carried out through a set of activities called socialization. In turn, the opposite process is possible - individualization, when an organization carries out its activities in such a way as to make maximum use of the individual’s personal potential and capabilities to solve their own problems.

Educational and developmental function. Corporate culture always has an educational, educational effect. Organizational leaders must take care of the training and education of their employees. The result of such efforts is an increase in the knowledge and skills of workers that the organization can use to achieve its goals. Thus, it expands the quantity and quality of economic resources it possesses.

Quality management function. Since corporate culture is ultimately embodied in the results of economic activity - economic benefits, it thus stimulates an attentive attitude to work and helps to improve the quality of goods and services offered by an economic organization.

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

Motivational function creates the necessary incentives for effective work and achievement of organizational goals.

The function of forming the image of the organization, that is, her image in the eyes of those who surround him. This image is the result of people’s involuntary synthesis of individual elements of the organization’s culture into some elusive whole, and has a huge impact on both the emotional and rational attitude towards it.

Culture permeates the management process from beginning to end, plays an important role in the organization of communication, determining the logic of thinking, perception and interpretation (providing individual content by observation and establishing a connection between them) of verbal and especially non-verbal information.

Customer orientation function. Taking into account the goals, requests, and interests of consumers, reflected in the elements of culture, contributes to the establishment of strong and consistent relationships between the organization and its customers and clients. Many modern organizations position customer care as the most significant value.

Function of regulating partnership relations. Organizational culture develops rules for relationships with partners and presupposes moral responsibility to them. In this sense, organizational culture develops and complements the norms and rules of behavior developed within the framework of a market economic culture.

The function of adapting an economic organization to the needs of society. The action of this function creates the most favorable external conditions for the organization's activities. Its effect is to remove barriers, obstacles, and neutralize actions associated with violation or disregard by the organization of the rules of the social game. That is, the benefit of the organization lies in the elimination of economic disadvantages - losses.

Certain elements of organizational culture are enshrined in the so-called Corporate Code or Code of Corporate Culture (see Appendix, p. 338).

Business practice analysts identify two main approaches to creating this document, which regulates the behavior of company employees.

According to the first approach, a small document (3-5 pages) is developed that establishes the basic corporate rules of relations between the company and employees, and also includes a list of what is prohibited. Everything that is not prohibited is permitted.

Another approach involves a detailed description of possible situations that may arise during the work process (30-60 pages).

In small companies, the Corporate Culture Code is developed by the HR manager together with the president or director. Large companies, as a rule, entrust such work to consulting firms.

The document must be issued to the employee on his first day of work, and his supervisor must accept credit for his knowledge.

There is a practice of making beautiful booklets with corporate rules. But, organizations change, and corporate rules become outdated and require changes. And the money spent on printing forces management not to change them. Thus, workers “have on their hands” beautifully made, but no longer valid rules. Therefore, it is better to print corporate rules on operational printing equipment in a limited edition.

In addition to creating corporate rules, it is necessary to create conditions for their implementation, as well as develop a mechanism for monitoring implementation.

It is advisable to include the following information in the Corporate Code (basic rules for employees):

1. General characteristics of the company (its history, specialization, mission, philosophy, organizational structure, data on key divisions and their functions).

2. Basic principles of work (work schedule, possible reasons for absence and tardiness, technical and lunch breaks, overtime work, holidays, corporate holidays, vacation, temporary disability, appearance and behavior, smoking and alcoholic beverages, rules of conduct in the premises, disciplinary responsibility for documents and information, financial liability, workplace harassment policies, labor dispute resolution, employee records, general meetings, equipment and transportation, use of computers and e-mail, business expenses, employee-customer relationships).

3. Selection and hiring of personnel (procedure and criteria for hiring, hiring relatives, probationary period, termination of an employment contract or termination of a contract).

4. Remuneration system (remuneration policy, guarantees and compensation).

5. Personnel training and development (training, certification, advanced training, career growth).

6. Corporate rules (appearance and behavior of personnel, principles of communication between employees, with clients or business partners, corporate traditions and holidays, responsibility for violating these rules, making proposals to the rules).

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

know

• the essence and content of the concept of “organizational culture”, its main elements, external and internal factors influencing its formation;
• types of organizational cultures, foreign and domestic experience of them practical implementation;
• the essence and features of the concepts of “value”, “storytelling”, “organizational anthropology”, “motivation”, “leadership”, their role in organizational culture;

be able to

• define and formulate organizational values, rules, norms of behavior in accordance with the mission and strategic goals of the organization;
• select and use different types of organizational anthropology and storytelling to develop organizational culture;
• identify and develop individual motivation in the process of forming, maintaining and changing organizational culture;

own

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

Organizational culture: essence, elements, models, types

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

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

As shown international practice, companies that manage to create a strong organizational culture achieve higher productivity and efficiency in their operations. Research by American scientists shows that strengthening organizational culture without changing other equal working conditions is often accompanied by an increase in employee productivity by 15–25%. Many companies with weak and inconsistent cultures end up ineffective in the marketplace and lose out to competition.

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

To ensure the company's unique competitiveness special role belongs to an organizational culture that is one of the rarest and most difficult to imitate intangible strategic resources. Every organization has its own cultural characteristics that distinguish it from other organizations, because it is the result of the interaction of unique people - employees of the company. The influence of the personality of a manager, a strong leader in the formation of values, rules, traditions, and management decisions gives a certain uniqueness to the company.

The organizational culture of every organization is unique. This is what distinguishes one organization from another, even if they produce the same products, operate in the same industry, are similar in size, and use standard technologies. No two organizations have the same culture. Organizational culture reflects the philosophy of the company; it creates a certain unique atmosphere, the influence of which on activities is ambiguous and difficult to study and describe. Even if the values, beliefs, and customs adopted in one company, for example among competitors, are clear to members of another organization, attempts to adopt them are associated with great difficulties and resistance from staff.

In the context of the formation of a new or innovative economy organizational culture is considered as part of the company's intellectual capital. T. Stewart, highlighting human, consumer and organizational capital, classifies organizational culture as the latter, considering it as part of organizational knowledge, along with management systems, hardware and software, patents, brands, etc. E. Brooking classifies corporate culture as infrastructural capital as part of the company's intellectual capital. It shapes the environment in which company employees work and communicate.

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

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

A unique culture, as a result of the joint activities of people connected by a mission, common values, rules, acquired experience, organizational knowledge, is a source of new ideas, the creation of competitive products and services, which allows the company to remain competitive for a long time. Thus, organizational culture, being one of the most important strategic resources, ensures sustainable competitive advantage companies.

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

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

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

Rice. 1.1.

The role, essence and content of each of the above elements of organizational culture are discussed in detail in paragraphs 1.2-1.5.

American researchers Ralph Kilman, Mary Saxton and Roy Serpa identify three important characteristics organizational culture:

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

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

An organization is made up of people and groups. In addition to the organizational culture common to all its employees, each group or division of the company may have its own subculture. If the groups and divisions within an organization have divergent values, then the corporate culture cannot be homogeneous and deep. As a result, management influence on the organization as a whole will be practically impossible.

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

An organization's competitiveness is determined by the strength of its organizational culture. A strong culture can ensure that a company's mission, strategy, goals and objectives are met. For example, long-term cost leadership can only be achieved if there is an organizational culture and values ​​that support the company's cost advantage. The implementation of a knowledge management strategy is impossible without a certain organizational culture aimed at creating, distributing, sharing and using knowledge by company employees.

A strong organizational culture allows a company to exist as a single whole, which contributes to the achievement of the organization's goals, helps it survive and develop. However, it can create additional difficulties in making the necessary changes, when it is necessary to change existing habitual rules, behavioral patterns, forms of communication and interaction, motivation, etc. All this causes strong resistance to change, and organizations are forced to make a lot of effort to reduce its level (see paragraph 6.2).

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

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

Mission- This is the purpose of the organization, the main purpose of its existence. As practice shows, an organization that has a clear understanding of the reason for its own existence has a greater chance of success than one that does not. The mission affects the image of the organization, attracts consumers, partners, shareholders, as it informs about what the company is, what it strives for, what guides its activities, and what means it is ready to use.

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

Rice. 1.2.

Based on the mission formulated in general outline, a strategy is developed and the goals of the organization are determined, which reflect various specific areas of its activities with an indication of the deadlines for their implementation. Strategy(from Greek strategos- the art of the general) is a comprehensive plan designed to achieve the mission and goals of the organization, developed for the long term. Target– the desired future state, a specific desired result towards which the management of the organization is aimed.

The implementation of strategy and goals necessitates the formation of a certain type of organizational culture or its change. For example, maintaining long-term market leadership requires an organizational culture that includes customer-oriented values, rules, and behavioral norms.

Leadership can have a particularly strong influence on organizational culture. Leader – This is a person who has the ability to lead. The influence of the leader’s personality is reflected in the formation of values, rules, traditions, norms of behavior and other important components of organizational culture. Ultimately, the founder or leader of the company can make it what he envisions. It influences the organizational culture and leadership style, which is a generalized type of behavior of a leader in relations with subordinates, a set of the most characteristic and sustainable methods and forms of his work with them. Different leadership styles shape the special nature of relationships, connections, forms of interaction, communication style and other important communicative features of organizational culture. The methods and forms of motivation and stimulation largely depend on the leadership style (see paragraph 1.5).

The scope of activity, industry specifics, technologies used, products and services produced, the nature and content of work determine the characteristics of norms of behavior, language of communication, motivation of workers, their appearance and other elements of organizational culture. Organizational culture in research institutes, trading companies, agriculture, construction, and tourism business will have significant differences in the selected parameters.

Gender characteristics, age, qualifications, education, general level of development of employees also influence the norms of behavior adopted in the organization, leadership style, language of communication, motivation, appearance, etc. This influence can extend both to the organizational culture as a whole and to the subculture separate divisions.

The role of organizational culture and its impact on performance largely depends on what stage of the life cycle the organization is at. In the early stages, such as childhood and adolescence, the process of forming an organizational culture takes place. Gradually, norms and rules are determined and values ​​are formed. Here the role of the leader, the founder of the organization, who is the connecting link, unites people, creates a single whole, is especially great. At the stage of prosperity and maturity of a company, organizational culture becomes one of the key factors of its success. At the aging stage, organizational culture can hinder the development of a company and become one of the reasons for its decline. These issues are discussed in detail in paragraph 6.3.

A modern organization cannot be considered without its surrounding external environment, with which it is in close and inextricable unity. Economic, social, political, national and other environmental factors influence the behavior of the organization. The changes taking place in the external environment, the increase in its complexity, dynamism and uncertainty further enhance their impact on the organization. We can distinguish two parts of the external environment that influence the organization in different ways: the macroenvironment and the immediate environment (business environment).

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

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

Rice. 1.3.

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

Political factors determine the goals and directions of development of the state, its ideology, foreign and domestic government policy in various fields, as well as the ways and means by which the government intends to implement it. They influence the formation of values, principles, and norms of behavior in the organization.

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

Sociocultural factors determine what is happening in society and influencing the activities of the organization social processes. They include traditions, values, habits, ethical standards, lifestyle, people's attitude towards work, etc., which is directly reflected in the organizational culture.

Technological factors determine the level of research and development, the development of which allows the organization to create new products, improve and develop technological processes. The development of technology and the high-tech sector of the economy affects the level of competencies of employees, which cannot but affect the system of values, principles, rules, norms, i.e. on organizational culture.

Environmental factors are related to climatic conditions, reserves natural resources, environmental situation. Natural disasters, climate change, emergence ozone holes, increasing solar activity, limited natural resources, environmental pollution and other global problems are having an increasingly significant impact on the organization’s activities. All ego increases the social responsibility of the organization and influences the change in its values, principles, and norms of behavior in the external environment.

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

Both within the organization itself and in the external environment, there are interested groups and individuals, the so-called stakeholders, with their own goals and interests that can have a strong influence on the organization: customers, suppliers, shareholders, creditors, authorities, leaders of political and other organizations, large business owners, local society, etc.

In table 1.1 presents the interests of various groups in the activities of a food production company.

Table 1.1

Interests of various groups in the company's activities

Because of the diversity of these interests, corporate management faces the difficult task of trying to satisfy each of the interest groups while taking into account the interests of the organization. Conflicting demands from different groups interested in the organization's performance often lead to the need for managers to make ethically complex decisions that may contradict the principles and norms of the organizational culture.

Organizations pay great attention culture of interaction with the external environment. This is explained by the company’s interest in taking advantage of emerging opportunities, forming and maintaining a favorable image, and maintaining prestige in public opinion and government bodies. Taking into account the requirements and wishes of consumers, business partners, government and local authorities authorities, the behavior of competitors determine most of the norms of behavior and principles in the company’s business culture.

Organizational culture evolves with the organization. The process of developing organizational culture includes its formation, maintenance and change. Formation of organizational culture associated with finding ways to work together and coexist, establishing a certain type of relationship between members of the organization, as well as with the external environment. This stage includes:

• diagnostics of the existing culture;
• formation of values;
• establishing standards of behavior;
• formation of traditions, rituals;
• establishing a communication system;
• development of a motivation system;
• development of symbolism and design.

Maintaining organizational culture at the required level requires strong leadership, it largely depends on the efforts and actions of leaders. Maintaining culture includes:

• selection of new employees according to certain criteria;
• socialization of new employees;
• development of internal documents establishing values ​​and norms of behavior (code of conduct, company credo, etc.);
• strengthening established values ​​and rules through education, training, reminders, repetition;
• motivating employees to reinforce corporate values ​​and standards of behavior;
• strengthening traditions, creating company history, honoring veterans, etc.

Socialization represents the process of adaptation of the individual to the organizational environment. This process is often accompanied by problems, difficulties, misunderstandings, opposition and even conflicts. The main reason for this behavior is the discrepancy between a person’s expectations and ideas about the organization, on the one hand, and the organization’s expectations regarding the individual, on the other.

Both the organization and the person himself are interested in ensuring that the process of adaptation and inclusion in the organizational environment occurs as quickly and less painfully as possible. The main stages of the socialization process are presented in Fig. 1.4.

Rice. 1.5.

Rice. 1.4.

Getting to know organizational culture involves becoming familiar with the history of the organization, its founders, and the people who made a significant contribution to its work. A new employee must have an understanding of the mission and main goals of the organization, what the values, principles, rules, norms, and standards of behavior are. He must know what reputation the company has, what its image is and what the company and its employees are doing to maintain it.

Taking on a position is associated with the need to introduce a new employee to the responsibilities, functions, tasks that he must perform, introduce him to colleagues, introduce him to the workplace, working conditions, etc.

Often the socialization of workers requires training. In Fig. 1.5 presents training methods that can be used in an organization to adapt workers.

To maintain corporate culture, formal documents are developed that set out values, norms, rules of behavior, responsibility, and others. important aspects organizational culture. They may have different names, differ in content, volume, etc. Most often, companies develop:

• – corporate governance code;
• – code of corporate conduct;
• – social code;
• - code of honor;
• - the company's credo.

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

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

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

There are a number of classifications of types or models of organizational culture. The classification of K. Cameron and R. Quinn is widely known, which distinguishes four types of culture: clan, adhocracy, bureaucratic and market.

Clan culture. An organization is like a big family where people have a lot in common. Managers strive to help their employees and assist them. Group activities, involvement and active participation of each individual are encouraged. People stick together thanks to general views, cohesion, mutual trust, dedication to the organization. The success of an organization is associated with personnel development, care for people, and employee loyalty.

Adhocratic culture. A dynamic, entrepreneurial organization where leaders are innovators and risk-takers. The organization encourages personal initiative, freedom of action of its employees, innovation, search for new ideas, and willingness to take risks. In the long term, the organization focuses on finding new resources and new opportunities. The key to success is to be a leader in the production of unique and new products (services).

Bureaucratic culture. A formalized and structured organization in which rules and procedures are important. Leaders are rational organizers and coordinators whose efforts are aimed at ensuring the stability and effective operation of the organization. The work of employees is determined by formal procedures, and the execution of work is strictly controlled. Key success factors are ensuring reliable supply and low costs.

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

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

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

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

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

"Process" as a type of corporate culture, it is traditionally common in government, state, and municipal organizations, since the main attention when making decisions is focused on procedures and processes. Such organizations are characterized by a slow pace of results and a low degree of risk.

Table 1.2

Characteristics of organizational cultures (T. Deal, A. Kennedy)

In the last two decades, the influence of culture has increased so much that new types of organizations have begun to be identified depending on the type of their culture: entrepreneurial organization, learning organization, intellectual organization. The basis of an entrepreneurial organization is an entrepreneurial culture, and the basis of an intellectual and training organization is a culture of knowledge.

Entrepreneurial culture. According to Peter Drucker, “Entrepreneurship is more of a behavior than a personality trait.” It should be noted that despite more than 200 years of history, there is still no unity of views on the concepts of “entrepreneurship” and “entrepreneur”. Among the existing approaches, two main ones can be distinguished. The first, traditional one, connects entrepreneurship with business. It is based on the fact that the word "entrepreneur" comes from the French verb intrendre, which means to undertake, undertake, undertake, try. Therefore, entrepreneurship refers to the creation of a new business, most often a small one. An entrepreneur is a person who creates and manages his own business in the early stages of an organization’s existence or in the stages of its transformation and development.

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

Entrepreneurship has come to be seen as a way of thinking, a style of behavior, a way of acting. Entrepreneurship in this broad sense extends not only to business, but also to other areas of activity, such as education, science, culture, healthcare, etc. Any organization can be an entrepreneur, both commercial and non-profit - universities, public organizations, government agencies, state and municipal authorities, etc. This can be a newly created or existing organization of any size - small, medium, large.

Over the past 20–30 years, large foreign business companies, such as IBM, Jonson&Jonson, Microsoft, etc., have moved from traditional entrepreneurship (entrepreneurship) to internal entrepreneurship (intrapreneurship) and, finally, to the creation of entrepreneurial organizations.

The main feature of a business organization is corporate culture, which determines the type of its behavior, values, rules, leadership style, motivation and other actions carried out to support entrepreneurship.

The basis of an entrepreneurial organization is the entrepreneurial process from the identification of opportunities to their implementation, which must be carried out at all levels of the hierarchy. Everything else: strategies, organizational structures, resources, decisions, etc. constantly changing as they serve to support the entrepreneurial process.

The characteristic features of an entrepreneurial organization are: the search for new opportunities, flexibility, adaptability, the ability for continuous change and renewal, and a focus on innovation.

The main thing that distinguishes an entrepreneurial organization – it is a search for new opportunities. Opportunities appear, disappear, lead to other opportunities, and the process repeats. Therefore, an entrepreneurial organization must constantly react, change and adapt, be more flexible and agile than others in order to have time to implement them.

It's like self-adaptation biological systems. The entrepreneurial process is constantly recreated, distributed throughout the organization, and repeated as if automatically. This is only possible provided that entrepreneurial thinking becomes the basis for managing an organization, and entrepreneurship becomes a management philosophy. This self-adaptation distinguishes an entrepreneurial organization from other types of organizations and allows it to function effectively in a rapidly changing and uncertain business environment for a long time. The organizational structure of a business organization should be flexible, with a small number of hierarchical levels, decentralization, and a low degree of formalization.

The management philosophy of an entrepreneurial organization is less management, more entrepreneurship. In an entrepreneurial organization, managers view every individual, regardless of the position he or she occupies, as an entrepreneur. This means that everyone must understand and share the goals of the organization, have the right to make decisions independently, and manage the necessary resources and information. This approach requires fundamental changes in the thinking of all workers and especially managers.

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

To avoid missing opportunities, decisions must be made as soon as they are identified. This usually occurs at lower or middle levels of management. Therefore, it is here that in business organizations the right to make decisions and responsibility for their implementation are transferred. Managers top level promote decentralization decisions, support managers who contribute to this, give preference to people who show initiative and independence, providing them with access to resources and information.

People, not formal procedures, determine the success of a business organization, so decision making is often carried out according to informal rules. Professional knowledge and personal contacts within the organization are of great importance. Decisions are often based on intuition rather than rational calculation and involve risk.

An entrepreneurial organization is characterized by an atmosphere of independence and creativity, encouragement of initiative, innovation, and entrepreneurship. Among the companies that pay Special attention the formation of such a culture should be called Hewlett-Packard, IBM, ZM. “We are interested in the independence of judgment of employees and their entrepreneurial spirit. This is not one of the approaches to business, but the most important, the only one,” say the management of the ZM company.

An important role is played by the leader - the entrepreneur, who leads the organization, taking an active position. His inspiring leadership aims to develop creativity in the people working in the organization. The leader of an entrepreneurial organization must have the ability not only to see things from a new, unconventional point of view, but also to ensure that others see them from that side. He needs to be able to recognize perspective and opportunity where others see chaos and contradiction. It is important for him to find, distribute and keep under control resources, often belonging to others.

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

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

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

For these purposes, Microsoft, a world leader in the development of software products, created and began to successfully use an e-mail system within the organization, through which any employee could directly contact the head of the corporation, Bill Gates.

Since decisions are often made at the level at which they are implemented, self-management involves not only the movement of information, but also the movement of resources within the organization, providing them for employees to use independently.

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

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

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

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

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

Organizational culture:

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

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

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

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

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

Main characteristics of organizational culture:

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

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

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

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

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

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

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

OK functions:

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

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

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

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

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

Motivational function creates the necessary incentives for this.

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

Properties OK:

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

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

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

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

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

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

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

Signs of the company's organizational culture:

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

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

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

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

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

the culture of the organization is knowable;

the culture of the organization is capable of change;

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

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

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

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

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

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