What element in the culture of the organization is the main one. Organizational culture of the enterprise

Introduction………………………………………………………………………………………….3

1. The concept of organizational culture…………………………………………………………...4

1.1 Correlation between “corporate” and “civil” culture……………………………..5

2. Parameters and main types of organizational culture…………………………………8

2.1 Typology of organizational culture U. Ouchi…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

2.2 Classification of organizational culture M. Burke…………………………………..14

2.3 Classical typology of organizational culture……………………………………15

Conclusion……………………………………………………………………………………...18

References……………………………………………………………………………..19

Introduction.

Considering organizations as communities having a common understanding of their goals, meaning and place, values ​​and behavior, gave rise to the concept of organizational culture. The organization forms its own image, which is based on the specific quality of products and services provided, the rules of conduct and moral principles of employees, reputation in the business world, etc. This is a system of ideas and approaches generally accepted in the organization to the formulation of the case, to the forms of relations and to the achievement of results of activities that distinguish this organization from all others. Today, the culture of an organization is considered a major factor in its competitiveness, especially if it is aligned with the strategy. Culture is systemic, covering all aspects of the life of the organization. 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 in the process of interaction between members of the organization, and under the influence of the social and business environment, national-state and ethnic factors, and mentality. Today, people more often form culture, norms and rules themselves than passively perceive them.

The purpose of the abstract is to study such a concept as organizational culture and consider the classification of organizational culture based on certain parameters.

1. The concept of organizational culture.

culture in the universal human sense - a historically determined level of development of society and man, expressed in the forms of organization of life, as well as in the created material and spiritual values.

"Under organizational culture is understood as a system of historically established common traditions, values, symbols, beliefs, formal and informal rules of conduct for the administration and staff, their relations with each other and with the environment, which have stood the test of time. They are intangible, not measurable in quantitative terms. In other words, culture is a way of life and activity of a group of people, which is consciously or unconsciously perceived by it and transmitted from generation to generation. In the ordinary sense, culture is a set of customs and ways of behaving. The uniqueness of the combination of elements of culture leads to the fact that there are no two groups, even operating in the same conditions, in which it would be the same.

Organizational culture is inextricably linked with organizational behavior, in which it is customary to single out: the behavior of the leader; group behavior; individual behavior (personal behavior). The main goal of organizational behavior is to help people perform their duties more productively and get more satisfaction from this. To achieve this goal, the value orientations of each individual and the entire organization as a whole must be formed.

Organizational culture is an element of the information environment business organization. Since the organization itself is part of the social system, its business culture is an integral part of the social culture. In the organization there will always be both adherents of the existing culture, showing healthy conservatism, and adherents of other, including alternative, cultures, who advocate reforms in this area. However, there will be many people whose positions in relation to any culture will turn out to be indifferent. 1

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

Security is to create a barrier against unwanted external influences. It is realized through various prohibitions, limiting norms, and the formation of a specific logic of thinking (including unanimity).

Integrating unites people and forms in them a sense of pride in belonging to the organization, identifying themselves with it.

______________________

1 Rogozhin S.V., Rogozhina T.V. Theory of organization. - M: Exam, 2006-319s

Regulatory the function maintains the necessary socio-psychological climate, the rules and norms of human behavior, the implementation of contacts with the outside world, facilitates orientation in difficult situations, and reduces the possibility of unwanted conflicts. This function is considered the main one.

Communication the function plays an important role in establishing contacts between people, their understanding of events and the connection between them, and facilitating mutual understanding. This speeds up information exchange and saves management costs.

Adaptive function facilitates the mutual adaptation of people to the organization, to each other and to the external environment. It is realized through common norms of behavior, rituals, ceremonies.

Orienting function directs the activity of the participants in the required direction, gives a general meaning to their behavior.

Motivational function creates the necessary incentives for action. This is achieved, for example, by including high goals in the cultural context, to which, in principle, all normal people should strive. Finally, culture has a function image formation organizations, i.e. her image in the eyes of others. This image is the result of people's involuntary synthesis of individual elements of culture into some kind of elusive whole, which, nevertheless, has a huge impact on their emotions.

1.1 The ratio of "corporate" and "civil" culture.

Organizational culture in the narrow sense is studied as enterprise culture (corporate culture), and in a broader sense - as organizational culture based on universal human values. At the same time, organizational culture is based on organizational values, which are expressed in ideas about the preference for certain means, forms, methods of functioning of the organization, as well as the properties of the members of this organization. The norms of expedient behavior in the organization are also consistent with organizational values.

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

Corporate culture - it is a culture of competition and struggle (for market dominance). In order to achieve its interests, the organization is ready to go to almost any cost of a moral and psychological nature that does not directly affect the economic and legal foundations 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 each individual person. This organism lives according to its own laws and unites people on the basis of common values ​​and norms into a single plan or “family”. Such a conception of the organism excludes or limits the autonomy and freedom of workers who are subject to the rigid need to achieve the goal of the organization.

The civic 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 the organization is not domination or victory over weaker opponents, but the expansion of space for cooperation, the creation of conditions for self-realization in certain areas of professional activity. Civic culture develops gradually, overcoming various barriers, including bureaucratic and departmental ones. It becomes apparent at the stage of post-industrial society, when the advantages of a new way of life, thinking and actions, open to dialogue and productive interaction with other cultures, are manifested.

Table 1. Characteristics of types of organizational culture

Organizational culture is the basis of the vital potential of the organization. Features of relations between people, stable norms and principles of life and activities of the organization, patterns of positive and negative behavior, and much more that relates to values ​​and norms, have importance for effective management. If we can say that an organization has a "soul", then this soul is the organizational culture.

People are the carriers of organizational culture. However, in organizations with an established organizational culture, it sort of separates from people and becomes a factor in the organization, a part of it that has an active influence on the members of the organization, modifying their behavior in accordance with the norms and values ​​that form its basis.

Since organizational culture does not have a pronounced manifestation, its study has a certain specificity. It plays a very important role in the life of the organization and should be the subject of close attention from the management.

In modern literature, there are quite a few definitions of organizational culture. Organizational culture is often interpreted as the philosophy and ideology of management accepted by most of the organization,value orientations, beliefs, expectations, dispositions and norms underlying relationships and interactions both within and outside the organization.

Organizational culture is a set of the most important assumptions accepted by the members of the organization and expressed in the values ​​declared by the organization that give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through the "symbolic" means of the spiritual and material intraorganizational environment.

When studying the experience of leading organizations, the following can be distinguished the main features of a developed organizational culture , which form a certain set of main goals facing them:

the mission of the organization (general philosophy and policy”;

basic goals of the organization;

Code of Conduct.

These three mandatory elements of organizational culture in different organizations can be presented in different ways.

In the general organizational culture, subjective organizational culture and objective organizational culture are distinguished.

Subjective organizational culture comes from the patterns of assumptions, beliefs and expectations shared by employees, as well as from the group perception of the organizational environment with its values, norms and roles that exist outside the individual. This includes a number of elements of "symbolism", especially its "spiritual" part: heroes of the organization, myths, stories about the organization and its leaders, organizational taboos, rites and rituals, perception of the language of communication and slogans.

Subjective organizational culture serves as the basis for the formation management culture, those. leadership styles and problem solving by leaders, their behavior in general. This creates a distinction between seemingly similar organizational cultures.

Objective organizational culture usually associated with the physical environment created by the organization: the building itself and its design, location, equipment and furniture, colors and amount of space, amenities, cafeteria, reception rooms, parking lots and cars themselves. All this reflects to some extent the values ​​that this organization adheres to.

Although both aspects of organizational culture are important, however, the subjective aspect creates more opportunities for finding both similarities and differences between people and between organizations.

There are many approaches to identifying various attributes that characterize and identify a particular culture, both at the macro and micro levels. So, F. Harris and R. Moran (1991) suggest consider a specific organizational culture based on tencharacteristics :

awareness of oneself and one's place in the organization (some cultures value the concealment of their internal moods by the employee, others encourage their external manifestation; in some cases, independence and creativity is manifested through cooperation, and in others - through individualism);

communication system and language of communication (the use of oral, written, non-verbal communication varies from group to group, from organization to organization; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations);

appearance, dress and presentation of oneself at work those(a variety of uniforms and overalls, business styles, neatness, cosmetics, hairstyle, etc. confirm the presence of many microcultures);

what and how people eat, habits and traditions in this lasty(organization of meals for employees, including the presence or absence of such places in the enterprise; people bring food with them or visit the cafeteria inside or outside the organization; food subsidy; frequency and duration of meals; whether employees of different levels eat together or separately, etc.);

awareness of time, attitude to it and its use (the degree of accuracy and relativity of time among employees; compliance with the time schedule and encouragement for it; monochronic or polychronic use of time);

relationships between people (by age and gender, status and power, wisdom and intelligence, experience and knowledge, rank and protocol, religion and citizenship, etc.; the degree of formalization of relationships, support received, ways to resolve conflicts);

values (as a set of guidelines in what is Fine and such Badly) And norms (as a set of assumptions and expectations regarding a certain type of behavior) - what people value in their organizational life (their position, titles or work itself, etc.) and how these values ​​are maintained;

belief in something and attitude or disposition towards something (belief in leadership, success, in one's own strength, in mutual assistance, in ethical behavior, in justice, etc.; attitude towards colleagues, clients and competitors, towards evil and violence, aggression, etc.; the influence of religion and morality );

work ethic and motivation (attitude to work and responsibility at work; division and substitution of work; cleanliness of the workplace; quality of work; work habits; work evaluation and remuneration; man-machine relationships; individual or group work; promotion at work). The above characteristics of organizational culture, taken together, reflect and give meaning to the concept of organizational culture.

The formation of organizational culture, its content and its individual parameters are influenced by a number of factors of the external and internal environment. The internal environment of an organization is that part of the external environment that is within the organization. It has a permanent and most direct impact on the functioning of the organization. The internal environment, as it were, is completely permeated with organizational culture

At all stages of the development of an organization, the managerial culture of its leader (his personal faith, values ​​and style) can largely determine the culture of the organization.(Table 1.1).

Table 1.1

Two approaches to the formation of organizational culture by leaders

To a very large extent, the leader's influence on the formation of culture is manifested if he is a strong (pronounced managerial culture) personality.

Leadership - an important component of leadership, that is, the ability to influence people, encourage them to act to achieve the goal. Being a manager does not mean automatic leadership. In a scientific department, often the leader is an employee who proposes new ideas and concepts, and the leader deals mainly with organizational issues. The task of the leader is to become not a formal, but a true leader. This increases the informal organizational qualities of the unit, the efficiency of its work. The most successful combination: the leader is both a leader and a good manager.

A manager has a number of professional requirements. . Among them:

conceptuality (he must know well the activities of his unit as a whole, have the skills of strategic planning);

full awareness (he must know the capabilities of his unit, higher and lower bodies, related organizations, as well as the level of professionalism and business qualities of his employees);

analyticity (the ability to diagnose a problem and apply various methods of analysis to solve it);

perseverance and methodicalness in achieving the goal;

efficiency;

the ability to clearly state and convey their ideas;

sociability (the ability to properly build relationships within the organization and beyond);

a certain level of knowledge not only in their profession, but also in related issues.

Increasing the effectiveness of management, along with other important factors in the functioning of organizational culture.

Organizational culture- this is a system of collectively shared values, symbols, beliefs, patterns of behavior of members of the organization, which give a common meaning to their actions.

Organizational culture combines the values ​​and norms inherent in the organization, the style and procedures of management, as well as the concepts of technological and social development. Organizational culture sets the limits within which confident decision-making is possible at each of the levels of management, the possibility of using the resources of the organization as a whole, responsibility, gives directions for development, regulates management activities, and contributes to the identification of members with the organization. Under the influence of organizational culture, the behavior of its individual members is formed.

At the core of organizational culture: and the needs of the organization. No two organizational cultures are the same, just as no two people are exactly the same.

The performance of any organization is associated with its organizational culture, which in one case contributes to survival, in the other - to the achievement of the highest results, in the third - leads to bankruptcy.

To the main parameters of organizational culture relate:

1. Emphasis on external(customer service, etc.) or internal tasks of the organization. Organizations focused on the needs of the client, subordinating all their activities to them, have significant advantages in a market economy, this increases the competitiveness of the company.
2. The focus of activity on solving organizational problems or at social aspects its functioning. One of the options for social orientation is the organization's steady attention to the everyday, personal problems of employees.
3. A measure of risk readiness for the introduction of innovation. A measure of activity orientation towards innovation processes or stabilization.
4. Measure to encourage conformism(changing or evaluating the individual's opinion towards greater agreement with the group) or the individualism of the members of the organization. Orientation of incentives to group or individual achievements.
5. Degree of preference for group or individual forms of decision making. A measure of centralization - decentralized decision-making.
6. Degree of subordination of activity pre-planned plans.
7. Expression of cooperation or rivalry between individuals and between groups in an organization.
8. Degree of simplicity or complexity of organizational procedures.
9. A measure of members' loyalty to the organization.
10. Member awareness about their role in achieving the goals of the organization. Loyalty of members of "their" organization.

Organizational culture has a number of specific properties. TO the main properties of the culture of the organization relate:

1. Collaboration forms employees' ideas about organizational values ​​and ways to follow these values.
2. commonality. This means that not only all knowledge, values, attitudes, customs, but also much more is used by the group to meet the deepest needs of its members.
3. The core elements of an organization's culture are self-evident, they go without saying.
4. Hierarchy and Priority. Any culture involves the ranking of values. Often, absolute values ​​are put at the forefront, the priority of which is unconditional.
5. Consistency. Organizational culture is a complex system that combines individual elements into a single whole.
6. The "power" of the impact of organizational culture defined:
   • homogeneity members of the organization. Commonality of age, interests, views, etc.;
   • stability and duration joint membership. Short-term membership in the organization and the constant change in its composition do not contribute to the development of cultural characteristics;
   • the nature of the joint experience, the intensity of interaction. If the members of the organization overcame real difficulties through joint efforts, then the strength of the impact of organizational culture is higher.

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

Influence of organizational culture on the activities of the organization is manifested in the following forms:

• identification by employees of their own goals with the goals of the organization and with the organization as a whole through the adoption of its norms and values;
• implementation of norms prescribing the desire to achieve goals;
• formation of the organization's development strategy;
• the unity of the process of implementing the strategy and the evolution of organizational culture under the influence of the requirements of the external environment.

Diagnostics of organizational culture involves the study of documents, monitoring the management style, confidential communication with employees at all levels of the organization's hierarchy. The collection of information allows you to create a profile of organizational culture, which reflects: the content of values, their consistency, general orientation.

Organizational culture management involves its formation, strengthening (preservation) and change. Formation of organizational culture requires taking into account the gradual, evolutionary nature of its development and is carried out using the following measures:

1. The implementation of the so-called symbolic leadership, i.e. the creation of symbolic figures and images of leaders embodying the best values ​​and norms of the organization.
2. Concentration of efforts on the formation of the most essential organizational values ​​and norms.
3. Creation and expansion in the organization of local "islands", which are subject to certain values.
4. Change the behavior of employees through the experience of real success of the organization.
5. Creation of signs of organizational culture expressing values ​​and norms.
6. Combining directive and indirect ways of forming organizational culture.

Symbolic approach implies the presence in the organization of a special language, symbolic activities (actions), special ceremonies, a fixed history of the organization, legends, symbolic figures (people), etc.

Incentive approach draws special attention of organizations to the system of workers. In this case, the organization pays its employees the same or even higher than in other similar companies. The reward for the results achieved is expressed in the form of providing training opportunities, developing business and personal qualities personnel. Each member of the organization can use the services of consultants and teachers to improve their own activities. Special programs for professional and managerial careers in the organization are being developed.

It is assumed that the creation of a climate suitable for motivation largely depends on the managerial staff. A prerequisite is that training and career planning is carried out "cascade", that is, from the very top of the hierarchical pyramid down, without missing a single level.

"Culture" is a complex concept. With regard to the organization as independent destinations distinguish: the culture of working conditions, the culture of the means of labor and the labor process, the culture of interpersonal relations, the culture of management and the culture of the employee.

The term "culture" includes subjective And objective elements.

Of particular importance are subjective elements of organizational culture, since they are the basis of managerial culture, which is characterized by problem solving methods and the behavior of leaders.

Organizational Values are a system that any organization should have. This system includes: the nature of internal relationships, the orientation of people's behavior, discipline, diligence, innovation, initiative, work and professional ethics, etc.

Key values ​​combined into a system form organization philosophy answering the question of what is most important to her. Philosophy reflects the organization's perception of itself and its mission, sets the main directions of the organization's activities, forms a position in relation to management (style, motivational principles, conflict resolution procedures, etc.) and creates the basis for its image, that is, the perceptions of others about it.

rite this is a standard event held at a certain time and on a special occasion.

Ritual is a set of special events (ceremonies) that provide psychological impact on the members of the organization from strengthening loyalty to it, obscuring the true meaning of certain aspects of its activities, teaching organizational values ​​and forming the necessary beliefs. Employees of many Japanese companies, for example, begin their work day by singing their hymns. Rituals can be associated with membership in an organization, seeing off retirement, etc., but sometimes they turn into an end in themselves.

Images, legends and myths are an element of the sign-symbolic subsystem of culture. myths reflect in the right light and in coded form the history of the organization, inherited values, and images- portraits of her famous figures. They inform (who is the main boss, how does he react to mistakes; can a simple employee become a leader, etc.), reduce uncertainty, advise, teach, guide staff behavior, create role models. In many Western firms, there are legends about the frugality and prudence of their founders, who managed to get rich due to these qualities, their caring, paternal attitude towards subordinates.

Custom, as an element of culture, there is a form of social regulation of people's activities and their relations, taken from the past without any changes.

As an element of culture, accepted in the organization can be considered norms And style of behavior its members - their relationship to each other, to external contractors, to the implementation of managerial actions.

slogans- these are appeals that briefly reflect its guiding tasks, ideas. Today, the mission of the organization is often formulated in the form of a slogan.

Values, customs, ceremonies, rituals, norms of behavior of members of the organization, brought from the past to the present, are called traditions. They are both positive and negative. So, as a positive tradition, one can consider a benevolent attitude towards all new employees who come to the organization, and as a negative one, the infamous bullying.

The way of thinking of the members of the organization, determined by the traditions, values, consciousness of the members of the organization is called mentality. It has a huge impact on their daily behavior and attitude towards their work or job duties.

The culture of the organization is multidimensional. First, it consists of local subcultures of individual units or social groups existing under the "roof" of a common culture. They can, as it were, concretize and develop the latter, can exist peacefully along with it, or they can contradict it (the so-called countercultures). Secondly, organizational culture includes subcultures of certain areas and forms of activity (relationships). It is legitimate, for example, to talk about the culture of entrepreneurship, the culture of management, the culture of business communication, the culture of holding certain events, the culture of relationships.

Each of these subcultures has its own set of elements.

So, elements of management culture, which generally characterizes the level of organization of the socio-economic system, are: competence, professionalism, skills interpersonal communication, a way of organizing production, performing labor functions, technology of management and information support, office work, personal work equipment, etc.

Organization management culture is based on the ability to organically combine and direct the development of local cultures that are formed in subdivisions and branches. The culture of the administrative apparatus and the production core must not be forcibly imposed on all other subdivisions. A much more productive approach is the development of shared values ​​and the formation of key provisions of the organizational culture with their help, showing all employees their pragmatic usefulness for the entire organization. Thus, the goals and values ​​of the employees and the organization must match. This is the key to their effective operation. Otherwise, conflict in the team increases, which can lead to its degradation and collapse, and the possibility of a counterculture appears.

Therefore, managers must know the causes of organizational countercultures and be able to anticipate their emergence. Among organizational countercultures allocate direct opposition to the values ​​of the dominant organizational culture, opposition to the established power structure in the organization, as well as opposition to patterns of relationships and interactions supported by the dominant culture.

The main reasons for the emergence of these countercultures in the organization are:

• the discomfort experienced by its employees due to the lack of the moral and material rewards they expected;
• inability to get job satisfaction due to its low attractiveness; restrictions that exist in the field of career development of employees;
• an organizational crisis or a change in the strategy of activity, necessitating a change in habitual models and patterns of behavior, as well as insufficient help and support from colleagues; changes in the form of ownership and status of the organization, leading to a redistribution of power and influence in it.

As an attribute of the organizational system, organizational culture is influenced by the environment. The external environment of organizations can be considered both as a source of threats to it and as a source of opportunities.

To the negative impacts of the external environment The organization and its culture can be attributed to:

• the lack of a clear geopolitical doctrine of the state;
• lack of stability in the socio-economic sphere;
• the process of criminalization of economic and other spheres public life;
• lack of legality due to imperfection legislative framework, as well as the low legal culture of the main state and public institutions;
• the absence or weak development of the main institutions that ensure the functioning of the market infrastructure of the economy.

TO positive impact external environment can be attributed:

• the presence of a sufficient number of highly skilled super cheap labor force;
• a huge number of intellectual developments awaiting their implementation in the scientific and educational centers of the republic;
• the underdevelopment of the market for intellectual services, the tourism and entertainment industry, the processing of waste and minerals, among which there are gold and diamonds, as well as flax, vegetables and fruits;
• underdevelopment of the entire transit infrastructure and services providing it;
• the opportunity to start a business in the free economic zones of the euroregion, business incubators and technology parks;
• the opportunity to implement the company's diversified activities in socially significant areas - environmentally friendly food, goods and services;
• the availability of cheap and sufficiently high-quality education in universities.

Since organizations for the most part cannot change the conditions of their macro environment, they are forced to survive and adapt to it.

Recently, interest in the culture of organizations has increased dramatically. This is due to the increased understanding of the impact that the phenomenon of culture has on the success and effectiveness of the organization. Numerous studies show that thriving companies are characterized by a high level of culture, formed as a result of deliberate efforts aimed at developing the spirit of the corporation, for the benefit of all those interested in its activities.

An organization is a complex organism whose life potential is based on organizational culture. It not only distinguishes one organization from another, but also determines the success of the functioning and survival of the organization in the long term.

O. S. Vikhansky and A. I. Naumov define organizational culture as a set of the most important assumptions accepted by the members of the organization and expressed in the values ​​declared by the organization, setting people guidelines for their behavior and actions.

Organizational culture refers to the attitudes, viewpoints and behaviors that embody core values.

Organizational culture can be viewed in two ways:

a) as an independent variable, i.e. it is formed from the sum of ideas about the values, norms, principles and behaviors that people bring to the organization;

b) as a dependent and internal variable that develops its own dynamics - positive and negative. The recognized concept of "culture" as an internal variable is a way of life, thinking, action, existence. It can be, for example, the procedure for making decisions or the procedure for rewarding and punishing employees, etc.

The culture of an organization can be seen as an expression of the values ​​that are embodied in, and influenced by, organizational structure and personnel policies.

Organizational culture has a certain set of elements - symbols, values, beliefs, assumptions. E. Shine proposed to consider organizational culture at three levels.

The first level, or superficial, includes, on the one hand, such visible external factors as technology, architecture, observed behavior, language, slogans, etc., and on the other hand, everything that can be felt and perceived with the help of human senses . At this level, things and phenomena are easy to detect, but they can not always be deciphered and interpreted in terms of organizational culture.

The second level, or subsurface, involves the study of values ​​and beliefs. Their perception is conscious and depends on the desire of people.

The third level, or deep level, includes basic assumptions that determine people's behavior: attitude to nature, understanding of the reality of time and space, attitude to man, work, etc. Without special concentration, these assumptions are difficult to realize even for the members of the organization.

Researchers of organizational culture often confine themselves to the first two levels, because at the deep level there are almost insurmountable difficulties.

The properties of organizational culture are based on the following essential features: universality, informality, stability.

The universality of organizational culture is expressed in the fact that it covers all types of activities carried out in the organization. The concept of universality has a double meaning. On the one hand, organizational culture is the form in which economic acts are clothed.

For example, organizational culture may dictate the way in which strategic issues are developed or how new employees are hired. On the other hand, culture is not just a shell of the life of an organization, but also its meaning, an element that determines the content of economic acts. Culture itself becomes one of the strategic goals of the organization. Certain hiring procedures may be subordinated to the need to best adapt new employees to the culture that has developed in the organization.

The informality of organizational culture is determined by the fact that its functioning is practically not connected with the official, administratively established rules of organizational life. Organizational culture acts, as it were, in parallel with the formal economic mechanism of the organization. A distinctive feature of organizational culture in comparison with a formal mechanism is the predominant use of oral, verbal forms of communication, rather than written documentation and instructions, as is customary in a formal system.

The value of informal contacts is determined by the fact that more than 90% of business decisions in modern corporations are not made in a formal setting - at meetings, meetings, etc., but at informal meetings, outside specially designated places. Organizational culture cannot be identified with any informal contacts in the organization. Organizational culture includes only those informal contacts that correspond to the values ​​accepted within the culture. The informality of organizational culture is the reason why the parameters and results of the impact of culture are almost impossible to directly measure using quantitative indicators. They can only be expressed by the qualitative term "better - worse".

The stability of organizational culture is associated with such a general property of culture as the traditional character of its norms and institutions. The formation of any organizational culture requires a long effort on the part of managers. However, once formed, the values ​​of culture and the ways of their implementation acquire the character of traditions and remain stable for several generations working in the organization. Many strong organizational cultures have inherited the values ​​introduced by leaders and founders of companies decades ago. Thus, the foundations of the modern organizational culture of IBM were laid in the first decades of the 20th century. by its founding father, T. J. Watson.

There are several main features of organizational cultures, according to which they differ from each other. A special combination of such features gives each culture its individuality, allowing it to be identified in one way or another.

The main features of organizational culture are:

• reflection in the mission of the organization of its main goals;
• focus on solving instrumental (i.e. production in the broad sense) tasks of the organization or personal problems of its participants;
• degree of risk;
• measure of correlation between conformism and individualism;
• preference for group or individual forms of decision-making;
• degree of subordination to plans and regulations;
• the predominance of cooperation or rivalry among participants;
• loyalty or indifference of people towards the organization;
• orientation to autonomy, independence or subordination:
• the nature of the relationship of management to staff;
• orientation to the group or individual organization of labor and stimulation;
• orientation towards stability or change;
• source and role of power;
• means of integration;
• management styles, relationships between employees and the organization, ways of assessing employees.

The culture of an organization contains both subjective and objective elements.

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

Values ​​are understood as the properties of certain objects, processes and phenomena that are emotionally attractive to most members of the organization, which makes them models, guidelines, and a measure of behavior.

Values ​​primarily include goals, the nature of internal relationships, the orientation of people's behavior, diligence, innovation, initiative, work and professional ethics, etc.

It is believed that today it is necessary not only to rely on existing values, but also to actively form new ones. Therefore, it is important to carefully monitor everything new, useful that others have in this area, to evaluate it fairly and impartially. At the same time, old values ​​cannot be completely destroyed or suppressed. On the contrary, they must be treated with care, used as a basis for the formation of new values, including appropriate mechanisms, including joint creativity.

The data obtained by G. Hofstede on the measurement of the above variables for ten countries are shown in Table. 13.1. It should be emphasized that not all people in every country surveyed feel and act exactly according to their scores.

The considered model can be used in evaluating the work of the organization, as well as for a comparative analysis of organizations, countries, regions.

Speaking about the peculiarities of culture in different countries and in different organizations, it should be borne in mind that in Russia there are differences in regions as well. Thus, studies show that, for example, the Swedish model (basically) is more acceptable for the North-West region of Russia and, first of all, for St. Petersburg, Novgorod and Pskov, as well as for individual regions Western Siberia, whose economic and organizational culture is somewhat similar. Priority in such a culture is given to the quality of life and care for the weak, which, according to the theory of the Dutch researcher Hofstede, indicates its “feminine” beginning. The bearers of such a culture are characterized by a high degree of individualism, they stick close to their leaders, they are overcome by a sense of insecurity, and so on. And in this they differ, in particular, from the Americans.

The latter are also individualists, but they are much further from their leaders, they need rigid structures to manage them, they are reluctant to perceive uncertainty, assertive in achieving their goals, being carriers of the “male” principle in economic culture. A certain similarity in this regard is characteristic of the economic and organizational culture of such regions of our country as the Moscow region, the center of the Urals, Transbaikalia and others, which are closer to the American or German economic models. Consequently, an economic model that is acceptable for the North-West region may turn out to be untenable and ineffective in the Central region. Middle Volga region or the Caucasus, if only because of differences in the manifestation of the cultural factor.

This circumstance fully applies to individual organizations located in the respective regions. This means that each organization must develop and adopt its own code. business culture, where it should reflect its characteristic attitude towards legality, product quality, finance and production obligations, distribution of business information, employees, etc.

Thus, the fundamental role of economic and organizational culture in the models of organizational systems is manifested both in the creation of an appropriate management system in them and in the formation of organizational culture. If, for example, any system has an organizational culture with a "feminine" beginning, then the management style in it should be more democratic, distinguished by collegiality in making managerial decisions. In accordance with this, it is necessary to build the organizational structure of this system, for which the most appropriate would be a linear-staff, matrix or other similar type of management structure.

In the conditions of an organizational culture with a “male” beginning, the style of management in an organization should be distinguished by authoritarianism, rigidity and one-man management in making managerial decisions, which is also reflected in the organizational structure, which should most likely be linear or linear-functional.

According to the place of organization and the degree of influence on it, several types of cultures are distinguished.

An indisputable culture is characterized by a small number of core values ​​and norms, but the requirements for orientation to them are rigorous. It does not allow spontaneous influence both from outside and from within, it is closed (closedness of culture is an unwillingness to see shortcomings, to wash dirty linen in public, the desire to maintain ostentatious unity). A closed culture overwhelms staff and becomes a defining moment of motivation. But the values ​​and norms themselves, if necessary, are consciously adjusted.

A weak culture contains practically no corporate values ​​and norms. Each element of the organization has its own, and often contradictory to others. The norms and values ​​of a weak culture are easily amenable to internal and external influence and change under its influence. Such a culture separates the participants in the organization, opposes them to each other, complicates the management process and ultimately leads to its weakening.

A strong culture is open to influence both from within and from without. Openness implies openness and dialogue between all participants, organizations and outsiders. She actively assimilates all the best, no matter where it comes from, and as a result only becomes stronger.

It must be borne in mind that a strong culture, like a weak one, can be effective in one and ineffective in another.

Let's take a look at some of the most well-known types of organizational cultures.

W. Hall offers the ABC (ABC) corporate culture, Where:

A - artifacts and etiquette (superficial level). Specific visible elements of culture, such as language, form of greeting, clothing, physical location (open or closed spaces);

B - behavior and actions (deeper level). Stable patterns and stereotypes of behavior, including methods of decision-making by individuals, organization of teamwork and attitude to problems;

C. Handy developed a typology of managerial cultures. He assigned each of the types the name of the corresponding Olympian god.

The culture of power, or Zeus. Its essential point is personal power, the source of which is the possession of resources. Organizations professing such a culture have a rigid structure, a high degree of centralization of management, few rules and procedures, suppress the initiative of employees, exercise tight control over everything. Success here is predetermined by the qualifications of the manager and the timely identification of problems, which allows you to quickly make and implement decisions. This culture is typical for young commercial structures.

Role culture, or culture of Apollo. It is a bureaucratic culture based on a system of rules and regulations. It is characterized by a clear distribution of roles, rights, duties and responsibilities between management employees. It is inflexible and makes it difficult to innovate, so it is ineffective in the face of change. The source of power here is the position, not the personal qualities of the leader. Such a management culture is inherent in large corporations and government agencies.

The culture of the task, or the culture of Athena. This culture is adapted to managing extreme conditions and constantly changing situations, so the focus here is on the speed of solving problems. It is based on cooperation, collective development of ideas and shared values. The foundation of power is knowledge, competence, professionalism and possession of information. This is a transitional type of management culture that can develop into one of the previous ones. It is characteristic of design or venture organizations.

At the same time, many practical ideas for developing an organization's culture and creating a favorable climate in it are quite simple and effective. Thus, the internal enmity that is tearing apart labor collectives is, alas, an international problem. It is associated with disputes, stress. Where the microbe of civil strife has settled, as a rule, there is not the same microclimate, not the same labor productivity.

What Japanese psychologists did not use to rid the teams of unnecessary passions! But all the techniques used (calm classical music, wallpapers painted in cheerful colors, supplying air with pleasant aromatic additives to the working rooms) turned out to be powerless: tension in the teams was not completely eliminated. And then a simple idea was born - to put a friendly, affectionate fluffy dog ​​between the tables. Disputes as if removed by hand, people seemed to have been replaced.

Demand without supply is unthinkable in Japan. A new type of paid services was immediately formed in the country - renting pets. In addition to the dog, you can order a cat, a parrot or even a pig at rental points. The time factor does not matter: take the animal at least for a day, at least for a month, the main thing is to pay. The rental rates are quite high, though – for a dog borrowed for three days, you have to shell out 300,000 yen (about $3,000). However, the Japanese do not at all consider that they are supposedly being robbed, realizing that it is not so easy to raise a playful, sociable dog that will willingly and without whims carry out commands. strangers. And yes, it's hard to maintain. Therefore, before renting an animal to the workforce, the company representative makes sure that the dog or cat in the new premises will be properly cared for.

At the same time, organizational culture turns into a kind of utopia, when desirable ideas are presented as reality, which in reality is completely different. It is far from always that organizational culture can be considered a fundamental factor in management, and the meaning that managers associate with the word “culture” cannot be put into it.

The reason for misconceptions about organizational culture lies on the surface. It is always flattering to consider your organization an open and customer-oriented enterprise, believing that these two positive qualities are characteristic of it. Often such ideas are unrealistic, do not reflect the actual state of affairs. Apparently, managers do not know well what their employees think, and perhaps they do not want to know.

In functional terms, organizational culture helps to solve the following tasks:

• coordination through established procedures and rules of conduct;
• motivation, implemented by explaining to employees the meaning of the work performed;
• profiling, which allows you to gain a characteristic difference from other organizations;
• attracting staff by promoting the advantages of their organization.

In principle, organizational culture is able to implement the listed and other functions, but not everyone has the appropriate potential. Many enterprises have a corporate culture that not only hinders the achievement of economic success, but also does not allow them to recognize themselves and use their capabilities in the interests of the company.

To assess the effectiveness of the management system (and hence the effectiveness of the organizational culture), the ultimate goal of which is the creation and sale of products (works, services) on the market, the resource efficiency indicator can be fully used. This is a modified indicator of resource productivity, which takes into account, along with other factors, market financial and credit relations and inflationary processes.

In addition to the main generalizing performance indicator, for a more complete assessment of the organizational culture, a number of auxiliary indicators should be used, such as the level of industrial relations, the standard of management, the degree of personnel stability, etc.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

The concept and structure of organizational culture. subjective and objective elements. Models of organizational culture. a brief description of enterprises of OAO Tattelecom. Analysis of its organizational culture. Proposals for the improvement of OAO Tattelecom.

term paper, added 05/07/2013


Characteristics of the elements of organizational culture. Analysis of models of organizational culture and their impact on the efficiency of the enterprise. Model of the organizational culture of the territorial administration of the town. Gramoteino, ways to improve the efficiency of its work.

term paper, added 04/23/2012


The concept and essence of organizational culture, its types and functions. The influence of the culture of the organization on the personnel and activities of the enterprise as a whole. Factors of the external and internal environment, influencing the formation of organizational culture and its content.

term paper, added 08/30/2010


Analytical approach to organizational culture. Methods for determining culture and factors affecting it. Characteristics of the Municipal Unitary Enterprise of Khabarovsk "Heat Networks" as a control object. Program planning for changing the organizational culture of the enterprise.

term paper, added 10/30/2011


Diagnostics of the economic culture of the enterprise, its significance. Characterization of models and types of organizational culture of the enterprise in the conditions of foreign and Ukrainian literature. Tools for assessing organizational culture, the choice of measures and measurements.

test, added 12/07/2010


Theoretical aspects of the study of the dependence of the attractiveness of labor on the organizational culture of the enterprise. Research of features of organizational culture in the organizations. Analysis of the relationship between the attractiveness of work and organizational culture.

thesis, added 10/12/2012


Functions and types of organizational culture, its elements and levels. The influence of culture on internal processes that ensure the efficiency of the enterprise. Analysis of the advantages and disadvantages of the organizational culture of the Russian public service.

term paper, added 11/20/2013