Analysis of the structural elements of the organizational culture of the enterprise. Abstract: Analysis of the organizational culture of Rosneft OJSC

Along with the study of various aspects of the internal environment of the organization, the analysis of organizational culture is also very important. There is not a single organization that does not have an organizational culture. It permeates any organization through and through, manifesting itself in how the organization’s employees carry out their work, how they relate to each other and to the organization as a whole. Organizational culture can contribute to the fact that the organization is a strong structure that can sustainably survive in the competitive struggle. But it may also be that organizational culture weakens the organization, preventing it from developing successfully even if it has high technical, technological and financial potential. The particular importance of analyzing organizational culture for strategic management is that it determines not only the relationships between people in the organization, but also has a strong influence on how the organization builds its interaction with the external environment, how it treats its customers and what methods it chooses to conducting competition.

Since organizational culture has no obvious manifestation, it is difficult to study. However, there are nevertheless several stable signs that help to assess the strengths and weaknesses that organizational culture gives rise to in an organization. Information about organizational culture can be obtained from various publications in which an organization presents itself. Organizations with a strong organizational culture strive to emphasize the importance of the people working in it, pay great attention to explaining their philosophy and promoting their values. At the same time, organizations with a weak organizational culture are characterized by the desire to talk in publications about the formal organizational and quantitative aspects of their activities.

An idea of ​​organizational culture is also given by how employees work in their workplaces, how they interact with each other, and what they prefer in conversations. To understand organizational culture, it is important to know how the career system in the organization is structured and what criteria are used to promote employees. If in an organization employees are promoted faster and based on individual achievements, then it can be assumed that there is a weak organizational culture. If the employees’ careers are long-term and preference for promotion is given to the ability to work well in a team, then such an organization has clear signs of a strong organizational culture.

Understanding organizational culture is facilitated by studying whether there are stable commandments, unwritten norms of behavior, ritual events, legends, heroes, etc. in the organization. and how aware all employees of the organization are about this, how seriously they take all this. If employees are knowledgeable about the organization's history and take rules, rituals, and organizational symbols seriously and with respect, then it is safe to assume that the organization has a strong organizational culture.

4. Environmental analysis methods The organization's environment can be divided into two parts: the environment external to the organization (macroenvironment and immediate environment) and the internal environment. The task of management is to ensure that a balance is maintained between the organization and the external environment by creating a product and exchanging it in the external environment for the resources necessary to ensure the life of the organization. In the process of interaction of an organization with the external environment, strategic management is primarily interested in how the organization should behave in the long term in order to, in conditions of competitive interaction with other organizations, achieve maintaining a balance in exchange with the external environment, and therefore ensure the sustainable existence of the organization.

Dynamic processes of change are constantly taking place in the external environment, something is constantly disappearing and something is appearing. One part of these processes opens up new opportunities for the organization and creates favorable conditions for it. The other part, on the contrary, creates additional difficulties and restrictions. In order to successfully survive in the long term, an organization must be able to anticipate what difficulties may arise in its path in the future, and what new opportunities may open up for it. Therefore, strategic management when studying external environment focuses on finding out what threats and what possibilities contains the external environment. But in order to successfully cope with threats and effectively use opportunities, knowledge of them alone is by no means sufficient. One can be aware of a threat, but not be able to counter it and thereby suffer defeat. It is also possible to be aware of new opportunities but not have the potential to take advantage of them and therefore not be able to benefit from them. Strong and weak aspects of the organization's internal environment, to the same extent as threats and opportunities, determine the conditions for the successful existence of the organization. Therefore, strategic management, when analyzing the internal environment, is interested in identifying exactly what strengths and weaknesses the individual components of the organization and the organization as a whole have.

Thus, environmental analysis, as it is carried out in strategic management, is aimed at identifying threats and opportunities that may arise in the external environment in relation to the organization, and strengths and weaknesses that the organization has. It is to solve this problem that certain methods of environmental analysis have been developed and are used in strategic management.

The characteristics of organizational culture include the norms and values ​​that are shared by the majority of employees, as well as their external manifestations. It is the image of the company in the eyes of competitors and employees that will be discussed in the article.

From the article you will learn:

Main characteristics of organizational culture: general information

The formation of culture can be controlled or not, which generally affects the appearance of the organization and relationships within the team. The process is directly related to an attempt to exclusively influence the staff. Certain attitudes and a system of values ​​make it possible to plan, stimulate, and also predict the desired behavior.

It is important to take into account the main characteristics of the organizational culture that have already developed and found a response from the staff. Otherwise, an imbalance will arise, which may negatively affect the level of loyalty and motivation, and the psychological climate in the company.

Introduction

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

Today, an organization's culture is considered a major factor in its competitiveness, especially when it is aligned with strategy.

Culture is systemic and covers all aspects of an organization’s life (therefore, it is the most stable factor that cements it). It is the context within and under the influence of which all organizational processes take place.

The influence of culture is determined by the breadth and depth of its coverage of the organization, the degree of recognition of its foundations by people.

Culture is usually developed both in the process of interaction between members of an organization and under the influence of the social and business environment, national-state and ethnic factors, and mentality. Today, people often create culture, norms and rules themselves rather than passively accept them.

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

Organizational culture, on the one hand, is quite stable and traditional, but on the other hand, it is in constant development. Its inability to change, as well as attempts to do so abruptly and violently, threaten the stability of the organization.

The purpose of this course work is the study of such a concept as organizational culture and consideration of types of organizational cultures.

The following tasks were set during the study:

– give the concept of organizational culture and consider its main types;

– analyze organizational culture using the example of OJSC Rosneft, its structure and content;

– consider the management of the organizational culture of the enterprise in question.

Scientific, periodical, and regulatory sources were used to write the work.

1. Organizational cultures: concept, types and functions

1.1. The concept of organizational culture

To date, no unified interpretation of the concept of “organizational culture” has been developed; however, we can focus on the following definition, which summarizes the proposed options.

Organizational culture is a set of the most important provisions applied by members of an organization and expressed in the values ​​and norms declared by the organization, giving people guidelines for their behavior and actions. These value orientation means are transmitted by the individual through the “symbolic” means of the spiritual and material intra-organizational environment.

Until the beginning of the 1980s. Organizational scholars have not paid serious attention to the concept of organizational culture. As such, this is one of the few areas in which science can lead practicing managers to independently identify the critical factor influencing organizational performance. In most cases, practice is guided by research, and scientists focus mainly on the description, explanation and construction of those models of the phenomenon of organization itself. However, organizational culture continues to be an area where conceptual development and research provide managers with guidance in finding ways to improve the effectiveness of their organizations.

The reason why organizational culture has been ignored as an important factor in influencing organizational performance is because the very definition of culture operates in terms of the professed values, fundamental assumptions, expectations, collective memory and conceptual formulations inherent in the organization. This understanding of culture gives a certain idea of ​​“how everyone gets around there” and reflects people’s attraction to the ideology stuck in their heads. Culture gives employees a sense of identity, carries unwritten and often taken-for-granted instructions about how to achieve something in the organization, and also promotes stability. social system in which people live every day. Unfortunately, people are not aware of their culture until it becomes a hindrance to them, until they experience the new culture firsthand, or until it manifests itself publicly or becomes clearly visible through the prism of some principle or model. That's what main reason organizational culture has been ignored for so long by managers and scientists. In most situations, it simply does not reveal itself clearly.

There are, of course, many types and levels of culture influencing the behavior of individuals and organizations. In the broadest sense, the highest level should be considered global cultures, for example, the cultures of world religions or the culture of the East. Researchers such as G. Hofstede, Aiken and Bacharach, and F. Tromperaars have reported marked differences across continents and countries based on certain key dimensions. For example, national differences countries are considered in the dimensions of universalism - originality, individualism - collectivism, neutrality - emotionality, specificity - vagueness, orientation on achievements as opposed to attribution of merit, emphasis on the past as opposed to the existing or future, and internal versus external focus of culture.

On a smaller scale, there are subgroup cultures defined by gender, e.g. by the difference in the vision of the world between men and women, for example, by J. Martin, or on the basis of race, as in the work on the differences between the cultures of blacks and whites by T. Cox. It is appropriate to recall the data from the analysis of industrial cultures (for example, the work of G.W. Gordon is devoted to competitiveness, historical development, core technology and consumer requirements as a factor influencing the cultures of various industries). Each culture usually manifests itself in the uniqueness of language, symbolism, norms of behavior and national feelings.

The culture of the organization is narrower. My work is aimed at her level. An organization's culture is found in what it values, its leadership style, language and symbols, procedures and routines, and how success is defined. In other words, everything that determines the unique character of the organization.

Internal structural units of an organization, such as functional units, hierarchical levels, and groups, may also have their own unique culture. For example, inhibition of coordination and integration processes or difficulties in the implementation of organizational activities are often the result of a clash of cultural differences between structural units. Thus, in many organizations you can often hear about conflicts between marketing and production departments, and disparaging remarks addressed to curly-haired HR department employees. One of the reasons is that each individual structural unit often develops its own vision of prospects, accumulates its own set of values, and forms a culture unique to it. It is not difficult to understand how such cultural differences can make an organization fragmented and make it impossible for it to achieve high levels efficiency. In other words, overemphasizing cultural differences between departments can contribute to alienation and conflict.

It is important to keep in mind that each structural unit also contains elements of culture that are typical for the organization as a whole. Just like a program, where each unique element of the image contains in addition to its own characteristics the characteristics of the whole image, subcultures of divisions also include core elements of the culture of the organization as a whole, while simultaneously having their own unique elements. At the core there is always some connecting entity responsible for the unity of the organization. For this reason, when assessing the culture of an organization, one can either focus on the organization as a whole as a unit of analysis, or look at the cultures of its various units, identify the common dominant attributes of the units, and then combine them. This combination of approaches can provide a rough estimate of the overall organizational culture.

1.2. Types and functions of organizational cultures

Power culture. In this organizational culture, a special role is played by the leader, his personal qualities and abilities. Organizations with this kind of culture tend to have a rigid hierarchical structure. Recruitment and promotion up the hierarchical ladder are often carried out according to the criteria of personal loyalty. This type of culture allows the organization to quickly respond to changing situations, quickly make decisions and organize their implementation.

Role culture is characterized by a strict functional distribution of roles and specialization of areas. This type of organization operates on the basis of a system of rules, procedures and performance standards, compliance with which must guarantee its effectiveness. The main source of power is not personal qualities, but position occupied in the hierarchical structure. Such an organization is able to operate successfully in a stable environment.

Task culture. This type of culture is focused, first of all, on solving problems and implementing projects. The effectiveness of organizations with such a culture is largely determined by the high professionalism of employees and the cooperative group effect. Greater power in such organizations belongs to those who this moment is an expert in a leading field of activity and who has the maximum amount of information. This culture is effective in cases where the situational requirements of the market are decisive in the activities of the organization.

Personality culture. An organization with this type of culture brings people together not to solve some problems, but so that they can achieve their own goals. Power is based on proximity to resources, professionalism, and the ability to negotiate. Power and control are coordinating in nature.

The concept of “organizational culture” is closely related to the concepts of “civic culture” and “ corporate culture" Many researchers and consultant practitioners prefer to use these categories to refer to a wide range of phenomena characteristic of an organization. Corporate and civic culture represent two different stages of organizational development. Their fundamental differences are given in table 1.

Corporate culture is a culture of competition and struggle (for market dominance). In order to achieve its interests, the organization is ready to incur almost any costs of a moral and psychological nature that do not directly affect economic and legal basis of its existence.

Corporate culture is characterized by the perception of the organization as a living organism, the viability of which is more important than the fate of everyone individual person. This organism lives according to its own laws and unites people on the basis common values and norms into a single plan or “family”. This view of the body excludes or limits the autonomy and freedom of workers, who are subject to the rigid need to achieve the organization's goals.

The civil culture of the organization assumes that the market is a space for constructive interaction with equal partners. Competitiveness is secondary here. The main thing for an organization is not domination or victory over weaker opponents, but expanding the space for cooperation, creating conditions for self-realization in certain areas of professional activity.

Civic culture develops gradually, overcoming various barriers, including bureaucratic and departmental ones. It becomes obvious at the stage post-industrial society, when the benefits of a new way of living, thinking and acting, open to dialogue and productive interaction with other cultures, are revealed.

Table 1. Characteristics of types of organizational culture

In relation to an organization, culture performs a number of important functions:

The security function is to create a barrier from unwanted external influences. It is implemented through various prohibitions, “taboos”, and limiting norms.

The integrating function creates a sense of belonging to the organization, pride in it, and the desire of outsiders to join it, which is extremely important for solving personnel problems.

Regulating function supports necessary rules and norms of behavior of members of the organization, their relationships, contacts with the outside world, which is a guarantee of stability and reduces the possibility of unwanted conflicts.

The 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.

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

The motivational function creates the necessary incentives for this. It is known, for example, that great goals awaken in people activity, the desire to achieve them, and self-realization.

The function of forming the image of an organization, that is, 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.

Depending on the location of the organization and the degree of influence on it, several types of cultures are distinguished:

An unquestioned culture is characterized by a small number of core values ​​and norms, but the requirements for orientation to them are rigorous. But the values ​​and norms themselves are consciously adjusted if necessary. Such a culture, which does not allow spontaneous influence from both outside and inside, is closed (closedness of culture is the reluctance to see shortcomings, wash dirty linen in public, the desire to maintain ostentatious unity). Closed culture suppresses staff and becomes their decisive moment of motivation.

A weak culture contains virtually no organizational values ​​and norms; Each element of the organization has its own, and often contradicts others. The norms and values ​​of a weak culture are easily susceptible to internal and external influence and change under its influence. Such a culture separates the participants of the organization, pits them against each other, complicates the management process and ultimately leads to its weakening.

A strong culture is open to influence from both inside and outside. Openness presupposes transparency and dialogue between all participating organizations and outsiders. She actively assimilates the best, wherever it comes from, and as a result only becomes stronger.

The strength of culture is determined by three points: the depth of its penetration into organizational relations; breadth of distribution and degree of coverage of members of the organization; clarity of declared priorities.

A very strong culture also carries a danger for the organization, since if it needs to be replaced by another or its development, it resists, due to the inertia of the habits acquired by members of the organization and learned patterns of behavior. Therefore, it is desirable to have a moderately strong culture in the organization and maintain it through organizational culture support techniques.

First group. By clearly identifying their daily areas, objects, points of attention, assessments and forms of control, managers thereby indicate to their employees the priorities of their activities.

Second group. Management's response to crises tells employees what their priorities are. For example, they will reduce the number of staff, reduce working hours, or retrain workers and keep their jobs.

Third group. Role modeling, training and coaching of employees should be carried out as part of continuous improvement programs for their qualifications, as well as in work situations to consolidate the standards of organizational culture.

Fourth group. The criteria for awards and statuses are clearly formulated approaches to motivating employees, which makes it possible to show what kind of results and patterns of behavior the organization expects from them.

Fifth group. The criteria for selection, promotion and dismissal of employees, communicated to them, starting with hiring procedures, are the main way to maintain organizational culture within the developed patterns.

Sixth group. Traditions, rituals and symbols used by an organization during holidays, anniversaries, ceremonies, representative meetings, exhibitions, during the organization of advertising campaigns, etc., demonstrate the specifics of organizational culture as fully as possible, having a great educational value for employees who feel involved in the company.

The development of an organization in time and space is accompanied by the need to make changes to the existing organizational culture so that it can ensure the implementation of a changing business strategy. At the same time, methods of changing organizational culture are closely interconnected with methods of maintaining it.

2. Analysis of the organizational culture of OJSC Rosneft

2.1 a brief description of OJSC Rosneft

The Rosneft company is an open joint stock company. OJSC Rosneft is legal entity and operates on the basis of the Charter and legislation of the Russian Federation.

The authorized capital of the Company is 11,352,000 rubles and consists of: ordinary registered shares in the amount of 37,840 pieces. The nominal value of the share is 300 rubles.

Rosneft is a vertically integrated company that is actively developing oil exploration and production, production and sales of petroleum products (gasoline, diesel fuel, oils, antifreeze, kerosene, etc.).

The company is building its future on active and sustainable growth in the main sectors of the oil and gas business, strengthening its leading position in the industry through the effective use of existing assets and new acquisitions

The Rosneft company strives to remain a socially oriented company, comply with environmental standards, respect historical heritage of your country.

Rosneft's mission is to be a sustainable leader in the sectors of oil exploration and production, production and sales of petroleum products by using the company's internal potential and acquiring new assets, ensuring long-term and profitable business growth in order to increase the value of the company's shares and shareholder income.

The success of Rosneft is the result of the efforts of employees of various divisions aimed at achieving common goals of leadership in the industry.

The enterprise consists of a central management and sales departments subordinate to it.

The central department directs, coordinates, plans and forecasts all the work of the enterprise. The central administration consists of departments and sectors. Each department has a Deputy General Director the relevant department. The company's management structure is shown in Figure 1.

Fig 1. Management structure of OJSC Rosneft

Marketing department. The functions of the department include: concluding contracts with clients, receiving petroleum products from the Omsk Refinery and other suppliers of petroleum products, quality control of petroleum products, working with clients.

The public relations department is linked to the marketing department. Functions: advertising, information.

Retail sales department. Functions: retail sale of petroleum products, work with clients, trade in related products and inventory.

Planning and Economic Department. Functions: production planning, financial planning, statistical report preparation and system analysis.

Common department. Resolves issues: personnel and special work, personnel training. The catering area is associated with this department.

Production and technical department. The department deals with issues of labor protection and fire safety, long-term development and preparation of POF and operation, equipment operation, etc.

The information department, dispatch department and security department are associated with the production and technical department.

Information department. Responsible for development, operation and maintenance, technical support.

Security Department. Responsible for the implementation of security and safety.

Accounting. Produces centralized accounting of the financial and economic activities of the organization

Sales departments. Functions: reception, storage, release of petroleum products.

Thus, OJSC Rosneft is one of the largest companies Russia in the field of oil production and marketing of petroleum products. This is a steadily growing enterprise, with a large number of branches throughout the country.

2.2 Structure of the organizational culture of OJSC Rosneft

All respondents stated that they consider organizational culture to be extremely important for the performance of any organization. But by organizational culture they understand only its superficial level: traditions and rituals, the symbols of the company.

Among positive traits The organizational culture of the Rosneft company can be distinguished:

1. A rationally organized system of training for newcomers: passing a probationary period, which in most cases contributes to better adaptation in the workplace, securing experienced mentors who help to understand the specifics of the work;

2. The tradition of celebrating the company’s birthday;

3. Availability of a uniform (business attire);

4. Symbols of the enterprise, production of various products with these symbols: pens, calendars of large and small formats, folders, forms, etc.;

5. A set of rituals. For example, ceremonies marking the end of studies, internships (ceremonial presentation of diplomas, certificates);

6. Carrying out joint recreational activities, in particular: employee anniversaries, trips to nature, visiting a health group, swimming pool, solarium, etc.

7. Video recording of the main events in the life of the company: conferences, seminars, special events, etc.

It is also very noteworthy that most employees know the mission, purpose, strategy and structure of their organization, although they received information about them from various sources: more often from colleagues than from direct management.

Of course, there are some shortcomings of the current organizational culture; they cannot be called negative aspects, because they do not immediately and directly lead to a decrease in the efficiency of the organization, but in the future they can affect it negatively. These features include the absence of:

1. Written rules of conduct;

2. Legends and myths about the company;

3. Professional skills competitions.

Based on the data obtained during the survey, we can conclude that in general, the Rosneft company has the main components of a “guardian” type organizational culture.

According to the theory of F. Harris and R. Moran, which examines the content of organizational culture at the macro and micro levels based on 10 characteristics, the following conclusions can be drawn:

1. The Rosneft company values ​​individualism, professionalism, communication skills and creativity to the work being performed.

2. The communication system includes written, oral and non-verbal communication, “telephone rights” and openness. But the openness of communications differs from group to group, from unit to unit.

3. The ability to look is valued in an employee. It is typical for employees business style clothes, neatness, etc. A person in any work situation must bear the name of the company with honor.

4. Meals are organized right in the office, which is very convenient, since there is no long break from work. Meals are subsidized by the company.

5. Compliance with time schedule and punctuality are urgent requirements.

6. Relations in the organization cannot be called purely formal, since they contain a certain freedom. But this freedom is contained within certain limits. This is confirmed by relationships with those of higher rank.

7. In organizational life, people value work and their position. But there is no zeal for higher positions, in which the best human qualities fade. These values ​​are anchored in respect for responsibility, professionalism and healthy competition.

8. Employees have faith in management, their own strengths, mutual assistance, ethical behavior and justice. Moral standards also influence the quality of work.

9. All employees strive to carry out their work consciously, relying on intelligence and strength. There are procedures for informing employees (meetings).

10. As mentioned above, the attitude towards the work performed is considered from a position of responsibility. Among the important aspects of work organization are the cleanliness of the workplace and the quality of work. A person is not judged for his habits, the main thing is that they do not influence negative influence on others and on the work being performed, which is carried out both individually and in a group.

Based on these characteristics, we can draw a conclusion about the characteristics of organizational culture and the organization as a whole. OJSC Rosneft is a company that respects individuals for the way they perform their work and values ​​the best human qualities and traits. This company can be called quite democratic, since the pressure of the manager on his subordinates is not felt.

Thus, based on the diagnosis of cultural parameters at Rosneft, we can talk about a strong organizational culture. OJSC Sibneft is a democratic company that respects the individual and values ​​the best human qualities and personality traits.

3. Managing the organizational culture of OJSC Rosneft

The Rosneft company has an established organizational culture of a “guardian” type. The management of the organization is faced with the task of preserving and maintaining culture, as well as the task of changing and improving it.

The Rosneft company uses the following approaches to manage organizational culture:

Through public statements, personal example senior management;

Through the manipulation of symbols and things in the material world of the organization.

The first approach is a kind of vision from above, which should inspire enthusiasm among the majority of the organization's members. A leader inspires and implements the fundamental values ​​of the organization. This presupposes that the leader has a clear and sincere personal commitment to the values ​​in which he believes.

The application of the second principle begins at the other end of the organization, at its lower levels. IN in this case great attention pays attention to details real life In the organisation. Managers monitor the processes occurring in the organization, while trying to manage the culture of the organization step by step.

The first approach is implemented through public statements, speeches and personal example, indicating a consistent interest in the values ​​being introduced. Company leaders appear in print, on radio and on television preaching the established values.

Effective means of the second approach are the manipulation of symbols and things in the material world of the organization, the creation and development of behavior patterns, and the introduction step by step of interaction conditions. The actions of managers in the organization are in accordance with the values ​​they declare, which, of course, contributes to the development of culture and its strengthening.

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

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

Development of special offers and measures.

The culture of the organization may be acceptable to certain period time and conditions. Changing conditions of external competition, government regulation, rapid economic changes and new technologies require changes in the culture of the organization, which hinders the increase in its efficiency.

For creating new culture It takes a long time for an organization to develop as the old organizational culture takes root in the minds of people who remain committed to it. This work includes the formation of a new mission, goals of the organization and its ideology, models of effective leadership, the use of experience from previous activities, ingrained traditions and procedures, evaluation of the effectiveness of the organization, its formal structure, design of premises and buildings, etc.

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

At this stage of Rosneft’s development, the organizational culture that has developed in it more or less corresponds to the mission and goals of the company. But, given the pace of development of the enterprise, the company’s management needs to diagnose the main parameters of the organization’s culture and make changes to its structure.

Conclusion

A company cannot function if its employees do not own, in addition to recruiting, necessary skills and skills, a set of written and unwritten rules, the laws of life of a given enterprise, do not choose a certain attitude towards their work, towards their organization, colleagues and clients. It is together that these skills, abilities, attitudes, norms of behavior and rules create the corporate culture of an organization. The leading factors determining the corporate culture of Rosneft OJSC include the values ​​indicated by senior management. This refers to the attitude towards clients, government agencies, striving for world standards and expanding its services, training systems, standards of behavior and a number of other values.

The success of an enterprise can to a greater extent depend on the strength of corporate culture than on many other organizational factors. Strong corporate cultures facilitate communication and decision-making, and facilitate collaboration based on trust. The most important factor of a strong corporate culture is its informal impact on young employees, the indirect development of their personal and professional qualities through working rules and regulations, the bearer of which is the staff, its leading specialists and experienced “personnel” workers.

Organizing professional skills competitions among company employees, establishing a special ritual for rewarding the best in their profession, and possibly determining the company’s “person of the year.” The main thing here is a system of public encouragement, preferably with the invitation of family members;

Establishing benefits and incentives for employees who have worked in the company for a certain number of years;

Expanding the range of services provided by the organization’s services (legal, information, technical, transport, etc.) to its employees;

Establishing a company birthday with the status of a day off for employees (if possible);

Creation of a system for collecting and implementing proposals and requests from enterprise employees (procedure, deadlines, relevant orders).

Managing organizational culture must be purposeful. Culture management is necessary for its maintenance, development, and change. It includes the strengthening or weakening of culture, the adaptation of people in culture.

In OJSC Rosneft, the organizational culture is of a “guardian” type, management of organizational culture is carried out through public statements, personal example of senior management; through the manipulation of symbols and things in the material world of the organization.

Organizational culture has the ability to provide, thanks to the diversity inherent in it, sustainable development organizations. Indeed, if a system strives for stability, then it first of all needs a certain “core” that would make this system similar to others, which allows them to be compared. That is why the process of identifying the general, the special and the individual in any system, including organizational culture, is important for achieving efficiency.

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Applications

Annex 1

Description of the main types of organizational cultures

Appendix 2

Characteristics of the main types of organizational cultures

Appendix 3

Questionnaire

1. How clear are you about your organization's goals?

c) vaguely d) can’t imagine

2. Where did you get information about the goals of the organization?

a) from a conversation with the manager

b) from documents

c) from conversations with colleagues

d) no information

e) from other sources___________

3. How clearly do you understand the structure of the organization?

a) I understand clearly b) in principle

c) vaguely d) can’t imagine

4. Did you undergo a probationary period when you started working at this company?

a) yes b) no

5. Did the probationary period help you get used to the workplace better?

a) yes b) no

6. Does your organization have a clear ritual for accepting new employees (on the day of hiring, handing over a booklet with the necessary information, passes, reference numbers; organizing the adaptation of newcomers to working conditions, including assigning mentors; training newcomers)?

a) yes b) no

7. Do you agree that every company should have its own organizational culture?

a) yes b) no c) I don’t know

8. For you, organizational culture is:

a) joint recreation with management

b) social assistance in the company

c) presence of signs of your company

d) a complex of traditions and rituals

e) other _____________________

9.Does your organization have written rules of behavior and etiquette?

a) yes b) No c) I don’t know

21. Does your organization have any slogan or advertising slogan?

a) Yes b) No

10. Are there any legends about the activities of your organization, about its founders?

a) yes b) no

11. Do you have any rituals in your organization regarding the completion of training or internship (ceremony presentation of diplomas)?

a) yes b) no

12. Do you have any rituals in your organization regarding dismissal from work, demotion (announcement on the board)?

a) yes b) no

13. Do you have a tradition of celebrating the organization’s birthday?

a) yes b) no

14. Do you keep a chronicle of the main events and affairs?

a) yes b) no

15. Do you organize professional skills competitions among employees, is there a special ritual for rewarding the best in the profession?

a) yes b) no

16. Does your organization have a tradition of celebrating employee birthdays?

a) yes b) no

17. Does your organization have a specific symbol?

a) yes b) no

18. Are there activities for joint recreation?

a) yes b) no c) I don’t know

Gerald Cole. Personnel management in modern organizations. Moscow. 2004, 350 p.

Vikhansky O.S., Naumov A.I. Management. Textbook. – M.: Gardarika, 2008. – 528 p.

Udaltseva M.V. Sociology of management. – M.; Novosibirsk, 2002. – p. 40-44.

Personnel management in production: Textbook for universities / ed. N.I. Shatalova, N.M. Burnosova – M.: Unity 2003. – 381 p.

Prigozhin A.I. Modern sociology organizations. – M., 2005. – p. 54-56.

Polushina Irina Sergeevna

Associate Professor, Department of Economics and Organization of Production, Faculty of Economics, Vyatka State Agricultural Academy, Kirov, Russian Federation

Abstract: The article is devoted to the study of the features of the formation of organizational culture at an enterprise using the example of Prigorodnoye LLC. The main elements of organizational culture, the main activities of the organization, and the management structure are considered. Organizational activities carried out for employees are described. Activities for the development of organizational culture are proposed.

Analysis of the main elements of the organizational culture of "Prigorodnoe"

Trushkova Marina Sergeevna

2nd year student of the Faculty of Economics, Vyatka state agricultural Academy Kirov, Russian Federation

Polushina Irina Sergeevna

Associate Professor of the Department of Economics and organization of production Vyatka state agricultural Academy Kirov, Russian Federation

Abstract: This paper examines the characteristics of formation of organizational culture in the enterprise as an example of "Prigorodnoe". Considered components of organizational culture, the main activities of the organization, management structure. Describes the organizational activities carried out for workers. The measures to improve the organizational culture.

Keywords: organizational culture, activities, contest, nomination and traditions

Understanding and recognition of organizational culture as a special phenomenon occurred quite late, given the fact that scientific management is about a hundred years old. The culture of an organization is one of the most important concepts in management; it is an integral characteristic of an organization, given in the language of a certain technology.

Organizational culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values, which 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. There are two types of basic elements of organizational culture: objective, subjective. Objective elements include: uniforms, information stands, food culture, technologies used in communications, etc. Subjective elements include slogans and stories about leaders, traditions and rituals, attitudes toward time, organizational rituals, etc.

Corporate culture at the present stage of life becomes the main component in the implementation of the mission of achieving the main goals and increasing the efficiency of the organization. In other words, corporate culture becomes one of the conditions for the growth of a company’s business reputation.

The components of organizational culture are:

1. Value-semantic component: psychology – attitudes (attitudes), meanings, images, thoughts, feelings. Ethics – values, rules of conduct.
2. Character Component: language is a formalized and informal set of concepts and patterns used in a company. Attributes – attributes of belonging (branded clothing, company signs, anthems, etc.), attributes of achievement (awards, memorable signs, “boards of honor”, ​​etc.). Rituals – rituals of celebration, farewell, meeting, etc. Mythology is the history of a company with a purposeful emphasis (hyperbolization) of its individual moments and people (“heroes” of the organization), expressed in oral and written forms. Design - decoration companies (logos, graphics and colors, architecture, interior).
3. Behavioral component: psychological climate – emotional characteristic interpersonal relationships in the production team. Status-role behavior - actions in which people’s attitude towards themselves, towards other employees, towards the organization, towards work, towards the company, towards moral and material assets. This behavior is expressed in the style of administration, management and execution, in particular, in the style of guiding influence (type of leadership), in the style of interaction between people in solving corporate problems (type of interpersonal communications), etc.

Researchers identify 4 approaches to creating organizational culture (Table 1).

Table 1 – Approaches to the formation of organizational culture

2015 Trushkova M.S., Polushina I.S.