Development of corporate culture in the management of the organization. Organizational and corporate culture as a motivational resource for company management. Communications in the process of managing an organization. How to manage corporate culture: practice

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

· values ​​and norms learned and applied by members of the organization, which at the same time, decisively, determine their behavior;

· atmosphere or social climate in the organization;

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

That., corporate culture - this is a set of norms, rules, procedures, instructions for activity and behavior, based on traditions, a system of values ​​accepted in an economic entity by its personnel, including managers and subordinates. Purpose organizational culture- coordinating the interests of all categories of personnel of the organization, company, achieving consensus, compromise in determining the economic strategy and in resolving current issues in the socio-economic sphere. Organizational culture also presupposes the development of a line of behavior in the external environment.

The main indicator of a developed corporate culture: the conviction of all employees that their organization is the best. When people of different character and content unite to achieve a common goal and at the same time identify themselves with the organization, we can talk about corporate culture.

Organizational culture fulfills two main functions :

1. internal integration: carries out internal integration of members of the organization in such a way that they know how they should interact with each other;

2. external adaptation: helps the organization adapt to the external environment.

Basic elements organizational culture:

· Behavioral stereotypes: the common language used by members of the organization; the customs and traditions they adhere to; rituals performed by them in certain situations.

· Group norms: standards and patterns characteristic of groups that regulate behavior.

· Proclaimed values: publicly declared principles and values ​​that an organization or group strives to achieve (“product quality,” “market leadership”).

· Philosophy of an organization: the most general political and ideological principles that guide its actions towards employees, clients or intermediaries.

· Rules of the game: rules of conduct when working in an organization; traditions and restrictions that a newcomer must learn in order to become a full-fledged member of the organization; "routine order".

· Organizational climate: a feeling determined by the physical composition of a group and the characteristic manner in which organizational members interact with each other, clients, or other outsiders.

· Existing practical experience: methods and techniques used by group members to achieve certain goals; the ability to carry out certain actions, passed on from generation to generation and not requiring mandatory written recording.

It is often used to characterize organizational cultures. typologization by K. Cameron and R. Quinn : hierarchical, market, clan, adhocratic:

1. Clan culture: a very friendly place to work where people have a lot in common and trust each other. Cohesion, moral climate, human resource development. “Participation builds commitment.” Leadership style: leaders think like educators, parents.

2. Adhocracy culture: a dynamic and creative place to work. Innovation. Leadership Style: Leaders are considered innovators, entrepreneurs, visionaries.

3. Hierarchical culture: a very formalized and structured workplace. What people do is governed by procedures. “Control drives profitability.” Timeliness. Leadership Style: Leaders pride themselves on being rational facilitators and organizers.

4. Market culture: A results-oriented organization whose primary concern is getting the job done. “Competition promotes productivity.” People are goal-oriented and competitive. Leadership style: leaders are tough taskmasters, adversaries.

IN typology of J. Sonnenfeld (Jeffrey Sonnenfeld) distinguishes four types of cultures: “baseball team”, “club culture”, “academic culture”, “defense culture” (“fortress”):

1. In a “baseball team”, key successful employees consider themselves “free players”; employers are actively competing for them in the market work force. Employees with low personal and professional indicators are quickly fired at the initiative of employers.

2. “Club culture” is characterized by loyalty, dedication and teamwork of employees, teamwork. Stable and safe conditions promote employee age, experience and job advantages. Career growth occurs slowly and gradually. The employee is expected to understand all the intricacies of a given job and master the skill at each new level, so employees have a broad professional outlook.

3. A company with an “academic culture” recruits new young employees who show interest in long-term cooperation and agree to slowly move up the career ladder. Unlike the "club culture", employees here rarely move from one department to another or from one direction to another. Good work and professional excellence are the basis for reward and promotion. Such a culture limits the broad development of an employee’s personality and impedes intra-organizational cooperation.

4. There is no guarantee in a “defense culture.” permanent job, there is no opportunity for professional growth, as companies often have to undergo restructuring and reduce their staff in order to adapt to new external conditions. This culture is detrimental to employees, but it also presents great opportunities for some confident managers who love a challenge.

The type of management characterizes how management decisions are made and implemented in the company. The type of management must correspond to the organizational (corporate) culture of the company.

· Bureaucratic. Decisions are made by a senior manager. The main lever of influence on subordinates is orders, punishments (i.e. force). This type presupposes the presence of technologically and organizationally disciplined employees who unquestioningly carry out the orders of their superiors. Here initiative is minimal.

· Democratic. The main lever of governance is the law, which is democratic in content and ensures the interests of both the majority and the law-abiding minority.

· Market. Decisions are made in accordance with the laws of the market, which is the measure of the effectiveness of these decisions. The main lever of influence on performers is money.

· Collectivist. The main control lever is knowledge and competence. Active and equal participation of all highly professional performers in decision making.

The importance of organizational culture .

· It gives employees an organizational identity, defining ideas about the company, and is an important source of stability and continuity, which creates a sense of security among its employees.

· Adaptation of new employees: knowledge of organizational culture helps new employees correctly interpret events occurring in the organization and understand those around them.

· The culture stimulates high responsibility of the employee performing the tasks assigned to him. It attracts attention, conveys vision, and recognizes creative, effective employees. By recognizing and rewarding such people, the organizational culture identifies them as role models.

· Corporate culture, being an integral part of the company’s life, significantly influences its effectiveness. An effective corporate culture is distinguished by the following: coherence, interaction, team spirit; satisfaction with work and pride in its results; dedication to the organization and willingness to meet its high standards; high demands on the quality of work; readiness for changes caused by the demands of progress and competition, despite difficulties and bureaucratic obstacles.

· One of the noticeable results of a strong corporate culture is low turnover personnel: cohesion of employees, loyalty and devotion to the organization, and therefore, the desire to leave such an organization among employees disappears.

· Corporate culture forms a certain image of the organization, distinguishing it from any other; it creates a system of social stability in the organization, being a kind of social glue that helps to hold the organization together by ensuring its inherent standards of behavior.

It cannot be considered as something given, absolute: it constantly changes as people and events change in the organization.

To attract and retain smart people, you need to provide them with opportunities to network with other smart people.

Bill Gates

As a result of mastering the material in this chapter, the student should:

know

• theoretical foundations of management corporate culture;
• classification of types of corporate culture;
• the content of the formation of the corporate culture of the organization, a system of actions, including research, analysis, planning, implementation of programs intended for the development of corporate culture;

be able to

• create a mechanism for strategic and operational management corporate culture;
• identify and cover the needs for the development of corporate culture;
• develop codes of corporate conduct;

own

Personnel situation, corporate security tools, search for a competitive advantage of corporate culture, forms and methods effective culture and successfully apply them in practice.

Corporate culture: essence, basic concepts, methods of classification

IN modern conditions an organization can count on creating a unique selling proposition (USP) and ensuring competitiveness through the development and implementation of a corporate culture. Organizations invest in human capital and the development of an individual corporate style, thanks to which positioning is formed in the minds of target groups (employees, clients, partners, investors, government representatives state power etc.). This is expressed in the organization’s goal setting, determination of the product and market development strategy, ensuring product quality, compliance with the rules and principles of cooperation (partnership), maintaining business reputation, management by human resourses.

Corporate culture determines the socio-psychological climate of the organization and influences the desire of public groups to develop corporate cooperation. Corporate culture refers to emotional marketing that influences loyalty to the organization and helps to increase consumer value

Team, united corporate rules, stereotypes, codes and norms of behavior, rituals and customs, the results of creativity, becomes more competitive and acts in a single recognizable corporate style based on the popularization of its mission and corporate goal.

Corporate culture is a set of norms, traditions and values ​​that are accepted by members of an organization and ensure the creation of a strong, competitive team united by common goals and motivators. Corporate values ​​are designed to disseminate ethical standards and a culture of interpersonal communications, form style behavior with clients and counterparties.

To conduct a theoretical debate regarding the term “corporate culture,” we present a study by modern scientists of the concept in question.

Corporate culture (organizational culture) is a set of norms, rules, standards, programs aimed at creating a strong team of like-minded people and ensuring the organization's competitiveness in the market 1.

Corporate (managerial) culture is a set of values, points of view and ideas typical for a manager, which consciously form the pattern of his behavior.

Corporate (organizational) culture is a powerful strategic tool that allows you to orient all departments of an organization and individuals towards common goals, mobilize employee initiative, ensure loyalty, and facilitate communication.

Corporate culture is the values, ideas, expectations, and norms shared by everyone, acquired as they enter the company and during their time working in it.

There are many approaches to identifying various attributes that characterize and identify the culture of an organization. So, S. II. Robbins suggests looking at corporate culture based on the following 10 criteria:

• - personal initiative - the degree of responsibility, freedom and independence that a person has in an organization;
• - degree of risk - the employee’s willingness to take risks;
• - direction of action - the organization’s establishment of clear goals and expected results;
• - coordination of actions - a situation in which units and people within an organization interact in a coordinated manner;
• - management support - ensuring free interaction, assistance and support to subordinates from management services;
• - control - a list of rules and instructions used to control and monitor the behavior of employees;
• - identity - the degree of identification of each employee with the organization;
• - remuneration system - the degree of accounting for work performance, organization of the incentive system;
• - conflict tolerance - the employee’s willingness to openly express his opinion and enter into conflict;
• - interaction models - the degree of interaction within an organization, in which interaction is expressed in a formal hierarchy and subordination.

By assessing any organization according to these criteria, it is possible to create a complete picture of the organizational culture against which it is formed. general idea employees about the organization.

Investments in corporate culture are aimed at improving communication process within the organization and outside it, increasing its level of customer focus. As a result, all employees feel like members of the same team, focused on winning the competition.

Corporate culture develops according to stages life cycle organizations and over time, corporate customs, codes, corporate standards, values ​​and ethical norms emerge.

Corporate culture can be represented as a system with the functional dependence of the following groups of elements.

• 1. Regulatory technologies.
• 2. Personnel technologies.
• 3. Management technologies.
• 4. Communication technologies.

Thus, the system can be expressed by the formula

wherein:

• - 5 CC - corporate culture management system;
• - T„... - technologies for regulating and regulating behavior in a team (norms and rules), influencing the creation of motivation for the formation of consumer value of goods (services) of the organization. Here, the ability of individuals to work in a team is determined within the framework of a system of socially learned behavior patterns, taking into account acquired knowledge and images of self-knowledge;
• - T^... - technologies for working with personnel that affect the preservation of the consumer value of the organization’s goods (services). You can invest in new production and sales infrastructure, but without investing in personnel it is impossible to count on creating competitive products and implementing the principle of customer focus in the management of an organization. The main tasks here are searching, hiring, and training personnel. At this stage, decisions are made to preserve traditions, rituals, adopt ethical standards And corporate standards. Technologies of mentoring, creating personnel reserve, activation of creative initiative, motivation for the competitive nature of work;
• - T t... - management technologies or corporate management technologies that influence the maintenance of consumer value of the organization’s goods (services). When choosing management technologies, the initial mission and vision are established based on the market development potential. Due to the careful preparation of this block of corporate culture, allowing to take into account to the maximum extent social basis the work of the organization, the strategy of market positioning and social and corporate responsibility is determined;
• - Td... - technologies of communication policy that influence the increase in consumer value of goods (services). Here issues of media activity are worked out and a plan for penetration into target segment through the integrated use of public relations tools, brand management, event marketing, sales promotion, merchandising, viral marketing, advertising, content strategy, etc. Use by organizations Russian business communications are implemented in a complex management decisions, through which a corporate identity is created, the quality of customer service is improved, and loyalty development programs are introduced. This level carries out the operational implementation of corporate plans, corporate standards and loyalty programs using innovative forms and methods of customer relationship management.

The importance of using communications in building a corporate culture is confirmed by the fact that it is communications that serve as an effective mechanism for overcoming problems on the difficult path of promoting goods or services from the manufacturer to the final consumer.

To study corporate culture, it is necessary to pay attention to its classification. Highlight various classifications corporate culture. The most common form of classification is the division of corporate culture into individualist, collectivist and combined.

American management popularizes an individualistic corporate culture, which is based on the personal achievements of the team member. Japanese management popularizes a collectivist corporate culture that relies on group activity and team victory.

In today's rapidly changing market conditions, Russian organizations began to use a combined corporate culture, which is based on the symbiosis of personal achievements of team members and the positioning of socially significant projects with the participation of the entire team. Social media helps to popularize best business practices, examples of corporate social responsibility, and the implemented concept of corporate culture (photo reports, interviews, awards, corporate competitions, visualization of work results, motivational programs, etc.).

In the practice of developing corporate culture, objective and subjective corporate culture are distinguished. Thus, objective identifiers of corporate culture include corporate color, external architectural style of the building, internal design of premises, location, branded clothing, branded office work elements and other elements.

Subjective corporate culture includes: rituals and traditions: symbols; encoding information into images; decoding methods; socio-psychological climate; emotional atmosphere; level of tolerance; customer responsiveness and customer focus. These components create a single, intangible, positive image of the company and allow employees to feel like members of a business team focused on success.

Although modern science assumes a variety of classification approaches to the grouping of management decisions, there is a need to specify the characteristics of classification in relation to management decisions in the field of corporate culture. We can propose the following generalized classification of management decisions in the field of corporate culture (Table 2.1).

Table 2.1

Classification of management decisions in the field of corporate culture (UCCC)

Classification feature	Types of URKK
Nature of the goal	Commercial; non-profit
Management Rank
Corporate level of management	Briefcase; competitive;
Functional level of management	Planned; organizational; motivational; evaluative; controlling
Operational level of management	Service program; code of ethics; corporate standard; loyalty program;
Repetition rate	Standard (repeating); unique (one-off)
Methods of formalization	Text; graphic; tabular; color;

As can be seen from the table, management decisions in the field of corporate culture (MCC) are distinguished by a variety of options. Representatives of Russian regions currently need to learn to adopt effective URKK when solving the problems of conquering, maintaining and expanding their own niche in the markets for goods and services.

To make effective management decisions in the field of corporate culture, the management of any organization must competently use market principles.

TO principles of building corporate culture can be attributed:

• 1) the principle of corporate responsibility;
• 2) the principle of corporate discipline;
• 3) the principle of unity of action;
• 4) the principle of superiority of corporate interests over individual ones;
• 5) the principle of fair remuneration;
• 6) the principle of personnel stability;
• 7) the principle of customer focus;
• 8) the principle of clarity and unambiguity;
• 9) principle of accessibility;
• 10) the principle of universality.

• - analysis of competitors from the point of view of corporate style development;
• - formation of a unified value system;
• - development of forms of behavior of the organization’s employees in the conditions that each employee is the bearer of the company’s reputation;
• - approval of the anti-crisis public relations program;
• - motivating employees for high performance and competitiveness;
• - formation of employee loyalty to the organization;
• - strengthening the company’s social security system;
• - implementation of professional and ethical standards;
• - determination of the personnel reserve selection system;
• - formation of a knowledge system of organizations, support for retraining and additional professional education;
• - mobilization and stimulation of personnel;
• - formation of a system of internal communications;
• - others.

Human resource management includes issues of formation and development of corporate culture, which will depend on industry specifics, the uniqueness of the product offering, the level of innovation and social and corporate responsibility of the organization, the motivational mechanism, the desire of the company founder to create a strong team of like-minded people and investment in personnel.

• See: Sinyaeva I. M. Advertising and public relations: a textbook for bachelors / I. M. Sinyaeva, O. N. Romanenkova, D. A. Zhiltsov., 2013.
• See: Kabushkin N.I. Fundamentals of management: textbook. 11th ed. Minsk: New knowledge, 2009.
• See: Kibanov A. Ya. Fundamentals of personnel management: textbook. M.: INFRA-M, 2005.
• See: Persikova T. II. Intercultural communication and corporate culture: textbook, manual. M.: Logos, 2011.
• Ivanova T. B., Zhuravleva E. L. Corporate culture and enterprise efficiency: monograph. M.: Publishing house RUDN, 2011.

Until the recent past, the manager created structures, coordinated and controlled the activities of subordinates, and developed motivational schemes. Now he begins to create organizational reality and influence it through language, folklore, ceremonies, i.e. through organizational culture. Organizational culture can be metaphorically described as the “glue” that holds employees together. This is a philosophy, ideology, values, and norms shared by the company’s personnel that bind the organization into a single whole and direct the activities of employees and groups to realize the mission, vision and goals of the organization. The ability to create and manage culture is the main quality of the leader of a modern organization.

Each company, of any size, form of ownership, duration of existence, has its own unique corporate culture, even if no one is engaged in its targeted development and management. Corporate culture becomes a management tool of strategic importance, especially if:

• The organization has branches, or several offices remote from each other. Particularly important is the activity aimed at maintaining a unified and shared organizational culture at all points of presence of the company (branches, offices). A unified culture simplifies interaction between remote departments, reducing the time to understand tasks and situations, as well as increasing the accuracy of their understanding.
• The organization consists of divisions with different subcultures, which are determined by the “objective” technological features of the business process of each division. Interacting with each other, each substructure is guided by its own internal regulations, values, which leads to intra-organizational intercultural conflicts.
• The organization is growing rapidly and the number of new employees is increasing. Often there is a “conflict of cultures” - the culture that was in the organization and the culture that is brought in by new employees.
• The company is on the verge of targeted organizational changes. Any innovation always faces resistance, which is often associated with the unpreparedness of the organizational culture for transformation and transformation.

Main areas of work to create a corporate culture management system

• Diagnosis of corporate culture. The strength, shareability and type of organizational culture are determined. The degree of discrepancy between managers' ideas about the proper organizational culture and the actual organizational culture of the company is analyzed. The factors that have the greatest influence on the spontaneous formation of the company's organizational culture are identified.
• Designing organizational culture. Supporting the work of the company's top management in identifying and formulating basic, organizational and cultural ideas adequate to their business. Developing a translation system and maintaining these principles.
• Implementation of a system for broadcasting and maintaining organizational culture. Optimization of selection procedures for new employees who are inclined to work in a certain organizational culture. Construction of procedures for taking up a position, the purpose of which is to ensure that newcomers are familiar with the system of values ​​and norms of the company. Optimization of the personnel training and development system. Construction of a monitoring system organizational behavior employees, rewarding those actions that support (correspond to) the organizational culture and punishing the opposite actions. Purposeful dissemination of heroic and instructive “stories”, “corporate jokes” ridiculing or encouraging certain standards, values, ways of solving problems, creating new traditions, organizing and holding corporate events. Development of a career management system that “snatches and promotes” employees committed to the company’s organizational culture.

Loyalty, commitment, opportunism

An organization that has managed to “infect” its staff with its goals and awaken in employees pride in their company receives a team that is ready to face and overcome any difficulties with dignity. Employees who are truly committed to the organization strive to do whatever it takes to make it prosper because they experience the company's successes and failures as personal victories or defeats. Organizational commitment of personnel is characterized by several characteristics. Firstly, pride in belonging to the organization, considering its goals and values ​​as one’s own. Secondly, the willingness to make strenuous efforts in the interests of their company and the desire to do more than what is formally assigned within the scope of the position. Thirdly, a strong desire to maintain membership in the organization and a willingness to always defend its interests. Employee contributions to business results and dedication to achieving corporate goals largely depend on the level of commitment employees have to their organization.

Levels of Commitment:

• True commitment involves the maximum manifestation of all three characteristics without imposing special conditions in relation to the organization.
• Pragmatic commitment is characterized by employees' desire to weigh and compare what they give to the organization with what they receive from it in return.
• Involuntary commitment is characterized by the lack of opportunity for employees to find other jobs. Loyalty and commitment of company personnel are significant competitive advantage organization, which is advisable to constantly develop. However, business situations arise when such quality of personnel as their commitment is especially important for the company:
• The appearance/presence of an employer on the labor market that can offer more favorable conditions for employees.
• The presence in the company of employees (possessing rare competencies, possessing important information, etc.), whose departure could have a catastrophic effect on the entire organization.
• Availability high probability occurrence of interruptions in payments to personnel.
• Passive attitude of employees to emerging difficulties, low initiative, refusal to assist neighboring departments, ignoring their problems.
• Increased staff turnover.

Assessing the level of employee commitment to the organization:

• Identifying the “focus of commitment”, i.e. intra-organizational groups, layers in which employees want to be included or with which they identify themselves. Assessing the prestige of membership in certain groups.
• Identifying the relationships between employees’ commitment to their departments, to informal groups (associations), and to the organization as a whole. Often, high commitment to one's unit and low commitment to the organization is a trigger for intergroup prejudice and conflict.
• Identification and analysis organizational factors and mechanisms that increase and decrease employee commitment to the company.

Development and implementation of organizational and personnel procedures and activities,increasing staff loyalty and commitment to the organization.

• Optimizing the onboarding process for new employees. Identification of employees who spontaneously perform the function of “cultural adaptation” of newcomers, and targeted preparation (training) of such employees. Development and transfer of adaptation training to the personnel service, which ensures the conclusion of a “psychological contract” between employees and the organization.
• Identifying the most important “career anchors” (according to E. Schein) of employees and creating conditions for professional self-realization. Development of individual career plans in accordance with the interests of employees and the capabilities of the organization. Implementation of mechanisms and means for managing employee careers into the company.
• Development and implementation of systems for involving employees in solving organizational problems. Conditions are created under which an employee has the opportunity to influence certain organizational processes (the permissible degree of influence is determined by the organizational culture, personnel qualifications, etc.).
• Development and implementation of business and role-playing games aimed at strengthening horizontal connections, broadcasting corporate traditions, heroic myths, organizational norms, values, rituals. The list of possible organizational and personnel measures aimed at increasing staff loyalty is not limited to those listed above; there are much more of them. For each organization, unique combinations of such events are created. The basis for the development of a unique program is the results of diagnostics of staff loyalty and commitment.

Methods and techniques. To solve problems of assessment and improvement organizational commitment staff uses a wide class of diagnostic and influencing methods: Focus groups, in-depth interviews, questionnaires, psychological testing, trainings, business and role-playing games, case studies, individual counseling, round tables, four-conference model of the Axelrod group, etc.

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Concept, meaning, structure and content of organizational culture

It is known that a formal structure cannot cover all aspects social environment, since living people act in the organization, who inevitably bring their motives, expectations, past experiences into the organization, and interact with each other. For these reasons, the resulting intraorganizational connections turn out to be much richer and more complex than those provided for by the formal organizational structure.

The organizational structure is immersed in the cultural environment, which can lead to its strengthening, destruction, or the formation of an opposing structure, and, therefore, affects the achievement of the organization's goals. Therefore, managers are currently giving great importance organizational culture, considering it as a powerful strategic tool that allows us to orient all departments and individual employees towards achieving common goals.

Organizational cultureis a set of beliefs, beliefs, values ​​and norms that are shared by the majority of employees in an organization.

Organizational culture develops spontaneously through the interaction of values ​​and past experiences of employees, and thus forms the uniqueness of the organization. Organizational culture is usually not reflected in the documents of the organization, but is present, spreads and influences everything that happens in the organization, and, above all, manifests itself in the relations between employees.

However, a spontaneously developed organizational culture is not always favorable for business. Therefore, to improve the manageability of an organization, it is advisable to consciously shape its culture in accordance with its goals and strategy. This culture is called corporate. Corporate culture maximally and directly unites the interests of personnel around company-wide goals. It is clear that organizational culture is broader and more diverse than corporate culture, since it includes, along with the values ​​and norms promoted by the organization’s management, the established values ​​and norms of professional, age and other social groups.

The importance of corporate culture boils down to this:

1. Culture forms a certain image of the organization;

2. Culture creates a sense of security among employees;

3. Culture helps employees correctly interpret events occurring in the organization;

4. Stimulates high responsibility of employees when performing assigned tasks;

5. Stimulates employees to achieve common goals, which increases the innovative potential of the organization;

6. Sets internal company rules and standards of behavior;

7. Regulates management activities;

8. Forms employee commitment to the company.

The following functions of culture are distinguished:

1. Information, which consists in the transfer of social experience;

2. Cognitive, which consists in mastering the principles of culture at the stage of adaptation of the employee to the organization and, thus, contributes to his socialization;

3. Regulatory, since culture sets standards for acceptable behavior in an organization;

4. Regulatory, through which the actual behavior of a person or group is compared with the norms accepted in the organization;

5. Value, since culture influences a person’s worldview;

6. Communication, since through the values ​​​​accepted in the organization, norms of behavior and other elements of culture, mutual understanding of employees and their interaction are ensured.

In organizational culture, there are 3 structural levels that differ in the level of visibility and complexity of components: surface, subsurface and deep.

Surface level includes visible external factors(artifacts), including visible organizational structure, technology, interior design, use of space and time, observable behavior, language and communication style, rituals. All this is perceived through the senses.

Subsurface level includes values ​​and beliefs shared by members of the organization, declared principles of work. The perception of values ​​and beliefs is conscious and depends on the desires of people.

Deep level includes basic assumptions that determine how to respond to certain events.

1. Awareness of yourself and your place in the organization. The culture of some organizations encourages cooperation, while the culture of others encourages individualism;

2. Communication system and language of communication. This means the use of oral, written, non-verbal communications, including the use of jargon, abbreviations, gestures;

3. Appearance employees and how they present themselves at work: the availability of uniforms, workwear for employees, the organization’s requirements for neatness, employee hairstyles, and the use of cosmetics;

4. Catering: the presence or absence of premises for meals, the frequency and duration of meals, the presence of one canteen for all personnel or separate canteens for management and ordinary personnel;

5. Awareness of time, attitude towards it and its use, that is, maintaining a temporary routine and rewarding it;

6. Relationships between people, including differences in age, gender, status, experience, knowledge, religion, etc., the degree of formalization of relationships, ways of resolving conflicts;

7. Values ​​and norms.Values is a set of standards and criteria that are declared by the founders and management of the organization, form the core of the corporate culture and are designed to unite employees various departments and levels of management, as well as the personal values ​​of each individual person (that is, the selective attitude of people to material, social and spiritual benefits, including such as position in the organization, titles, work itself);

Norms– these are guidelines that determine the admissibility of this or that behavior.

Examples corporate values successful Western companies can be called:

– fulfilling their duties at the highest professional level;

– initiative and ability to perceive innovations;

– adaptability to change;

– ability to make decisions;

- skill to work in team;

– openness to information about upcoming or current problems;

– trust in employees;

– respect for clients and ourselves;

– compliance of remuneration with performance results.

8. Belief in something or disposition towards something(for example, faith in management, success, in one’s own strengths, in mutual assistance, attitude towards colleagues, clients, competitors, injustice);

9. Using the potential of employees: support for thoughtless or conscious performance of work, reliance in work on intelligence, strength or connections);

10. Work Ethic and Motivation: attitude towards work and the degree of responsibility for performing work, division and replacement of work, attitude towards the cleanliness of the workplace and the quality of work, work habits, principles of performance evaluation and remuneration, policy for promoting employees in the organization.

From everything discussed above, it follows that the formation and content of organizational culture is influenced by a number of factors:

– management culture of the head of the organization;

– the business environment in general and in the industry where the organization operates;

– national culture.

This is confirmed by management practice.

It is necessary to understand that in an organization, along with the prevailing culture, there may be many “local” cultures, that is, cultures of management levels, divisions, professional, regional, age groups. Such cultures are called subcultures and can exist together with the general culture.

Studying the existing culture in an organization allows us to assess its adequacy to the strategy and structure of the organization, as well as timely improve relationships in the organization and maintain its effectiveness.

The significant influence of culture on the functioning and performance of an organization determines the need to manage it.

Managing organizational culture involves its formation and preservation.

Shaping the culture occurs through external adaptation and internal integration. External adaptation means an organization finding its niche in the market and adapting it to the constantly changing external environment by:

– defining the mission, goals and strategy of the organization;

– choosing methods to achieve them, including the formation organizational structure and incentive systems;

– formation of criteria for measuring the results achieved by an individual and a group.

Internal integration is the definition of ways to work together and coexist in an organization by:

– selection of communication methods;

– establishing criteria for membership in the organization and its groups;

– determination and distribution of statuses in the organization, establishing rules for acquiring, maintaining and losing power;

– defining desirable and undesirable behavior;

– establishing rules about the level and character social relations In the organisation.

Methods of cultural preservation:

1. Selection of objects and subjects of assessment and control by managers;

2. Management response to critical situations and organizational crises . For example, in the event of a sharp reduction in demand for manufactured products, the organization has two alternatives: fire some employees or partially reduce work time with the same number of employees. In organizations where a person is declared as the “number one” value, they apparently use the second option. As T. Peters and R. Waterman noted: “The true role of the chief executive is to manage the values ​​of the organization”;

3. Role modeling and training, for example, demonstrating to subordinates a certain attitude towards clients, showing an educational film, etc.;

4. Formation of a system of rewards and privileges. Rewards and privileges should be tied to certain patterns of behavior. The privileges are a good office and its location, a secretary, an attached car, good equipment etc.;

5. Formation of criteria for hiring, promotion and dismissal. This is one of the main ways to maintain culture, as it reflects the true attitudes of the organization's management.

6. Formation of organizational traditions, rituals, myths, symbols. Traditions improve employee awareness, help build confidence in themselves and others, allow them to feel comfortable in the team, and contribute to the quick and successful adaptation of new employees to the team.

Rituals- These are standard, recurring team activities carried out at a set time and on a special occasion to influence the behavior and understanding of employees of the organizational environment.

The most common rites are the rite of departure (dismissal), the rite of identifying the best by holding a contest or competition, the rite of unity by holding corporate events(parties, out-of-town trips), rite of passage upon completion basic training or retraining. The effectiveness of rituals increases when not only workers, but also their families are involved. For example, at one of the Russian metallurgical enterprises, the organizers of the “Best in Profession” ritual send letters to the wives of the winners, thanking them for creating good conditions for fruitful work.

Myths of the organization– these are stories about how the organization was created, what difficulties it went through in its development, who its heroes are. “Innate heroes” are the founders of the company, “heroes of the situation” are employees who have achieved outstanding success, we can distinguish “heroes-innovators”, “heroes-experimenters”, etc. The process of forming heroes was actively used in our country and in Soviet times. Suffice it to recall the honor boards, the awarding of “Winners of Socialist Competition,” etc.

7. Use of in-house propaganda tools: publication of in-house newspapers and newsletters, videotapes, public speeches by managers, holding press conferences.

8. Conducting daily management actions in strict accordance with the declared values ​​of the organization.

Unfortunately, in many Russian organizations Currently, due attention is not paid to the formation and management of corporate culture, which significantly reduces the potential of organizations. Rational corporate culture is being replaced by extreme centralization of management. Meanwhile, corporate culture, being a factor of self-organization, can significantly increase labor potential, the effectiveness of the organizational management structure and the effectiveness of the organization as a whole.