What is the means of organizing culture. Organizational culture

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

In the narrow sense of the word, culture is the spiritual life of people, a set of ethical norms, rules, customs, and traditions. obtained in the process of upbringing and education. In this sense, one speaks of moral, aesthetic, political, everyday, professional, humanitarian, scientific and technical culture.

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

Organization - (from late Latin organize - I communicate a slender appearance, I arrange) - 1) a kind of social systems, an association of people who jointly implement a certain program (goal) and act on the basis of certain principles and rules (for example, an employment service); 2) internal order, consistency of interaction with respect to autonomous parts of the system, due to its structure; 3) one of the general management functions, a set of processes and (or) actions leading to the formation and improvement of the relationship between the parts of the whole (structural elements of the system).

Organizational culture:

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

Organizational culture - a set of core beliefs, self-formed, learned or developed by a particular group as it learns to solve the problems of adaptation to the external environment and internal integration, which turned out to be effective enough to be considered valuable, and therefore transferred to new members as the right image perceptions, thinking and attitudes towards specific problems (Edgar Shane);

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

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

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

The main characteristics of organizational culture:

Organizational culture- a set of material, spiritual, social values ​​created and created by the company's employees in the course of their work and reflecting the uniqueness, individuality of this organization.

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

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

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

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

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

The concept of organizational culture makes more sense when we talk about a company, a firm, an organization. After all, not every organization is a corporation. That is, the concept of "organizational culture" is broader than the concept of "corporate culture".

Functions OK:

Security function is to create a barrier that protects the organization from unwanted external influences. It is implemented through various prohibitions, "taboos", restrictive norms.

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

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

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

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

Motivational function creates the necessary incentives for this.

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

Properties OK:

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

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

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

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

Heterogeneity. Within an organizational culture, there may be many local cultures, reflecting the differentiation of culture across levels, departments, divisions, age groups, national groups, and so on. called subcultures.

Separability is another important feature of organizational culture. Any organizational culture exists and develops effectively only due to the fact that its postulates, norms and values ​​are shared by the staff. The degree of separability determines the strength of the impact of culture on workers. The higher the degree of separability, the more significant and strong influence on the behavior of personnel in the organization has norms and values, goals, codes and other structural elements of organizational culture.

adaptability property organizational culture lies in its ability to remain stable and resist negative impacts on the one hand and organically merge into positive changes without losing its effectiveness, on the other hand.

Signs of the organizational culture of the company:

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

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

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

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

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

the culture of the organization is knowable;

the culture of the organization can change;

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

company culture is a result and a process, it is in constant development.

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

holistic strategy - field methods of studying the situation by real immersion in it;

metaphorical strategy (linguistic) strategy - a strategy involving the study of the documentary-linguistic arsenal of communication and communications of employees, their heroes and anti-heroes of the company;

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

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

know

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

be able to

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

own

• modern methods of collecting, processing and analyzing information for the interpretation of the value base of culture;
• methods of analysis of anthropological socio-cultural characteristics of the internal and external environment of the organization;
• means and methods of storytelling for the formation of organizational culture;
• skills to substantiate the methods of motivating a person necessary for the implementation of organizational values.

Organizational culture: essence, elements, models, types

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

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

As international practice shows, companies that manage to create a strong organizational culture achieve higher productivity and efficiency in their activities. Studies by American scientists show that strengthening organizational culture without changing other things being equal working conditions is often accompanied by an increase in employee productivity by 15–25%. Many companies with weak and conflicting cultures end up underperforming in the marketplace and losing out on the competition.

If, until recently, it was believed that the strongest wins in a competitive struggle, and the efforts of managers were directed towards becoming the best company, now competitive efforts are directed to become unique company. According to the resource theory, the unique competitiveness of a firm in the long-term strategic plan can be provided by the distinctive features of its resources. known four criteria proposed by D. Barney to assess the strategic resources with which you can achieve a long-term sustainable competitive advantage: they must be valuable, rare, unique, irreplaceable.

In ensuring the unique competitiveness of the company, a special role belongs to the organizational culture, which belongs to the rare and most difficult to imitate intangible strategic resources. Every organization has its own cultural characteristics that distinguish it from other organizations, because it is the result of the interaction of unique people - employees of the company. The influence of the personality of the manager, a strong leader on the formation of values, rules, traditions, and the adoption of managerial decisions gives a certain uniqueness to the company.

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

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

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

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

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

Organizational culture as a philosophy of the company includes values ​​that determine the behavior of its employees, attitude to work, affect interpersonal relationships. Organizational culture can be defined as a way of carrying out joint activities within a particular organization. This means that its employees assume certain obligations for successful cooperation and internal integration, for successful adaptation of the company in the external environment. Acceptable for all rules of conduct are determined, which prescribe what corresponds to the norms existing in an organization, what is acceptable and unacceptable. Rules are being developed that determine the order of relationships between employees, the relationship of employees with customers and partners, the culture of participation in public life, etc. All this can be formalized and presented in the form of a corporate governance code, corporate conduct code, social code, company credo and other documents.

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

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

Rice. 1.1.

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

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

• direction of influence of culture: restraining or guiding force;
• depth and uniformity: common culture and subcultures;
• impact force: strong and weak culture.

Culture can be a restraining force in the implementation of a particular management decision or, conversely, contribute to its successful implementation. If the decision does not contradict the organizational culture, it supports and facilitates its implementation, leads to success. If the decision does not comply with the accepted norms and rules, contradicts the values, it will cause open or hidden resistance of the employees of the organization.

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

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

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

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

Organizational culture is influenced by internal, tick and external factors, and their change causes the need for changes in organizational culture. Features of the organizational culture of the company are largely due to the influence of factors such as the personality of the founder or leader, the mission, strategy, goals of the organization, its industry characteristics, the nature and content of work. An important role is also played by gender, age, level of competencies, qualifications, education, and the level of general development of personnel. Organizational culture depends on what stage of the life cycle the organization is in, etc. Internal factors affecting organizational culture are presented in Fig. 1.2.

Mission, goals and strategy determine the direction and scope of the organization. It cannot successfully exist in a competitive business environment if it does not have certain guidelines indicating what it aspires to and what it wants to achieve. Such landmarks are set with the help of the mission.

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

The mission gives the organization certainty and personality. It is the basis for developing the goals and strategy of the organization, determines its organizational structure. The mission has an impact on the formation of organizational culture, since the employees of the organization must share the main goal, be aware of and contribute to its achievement, as well as share the values ​​and principles that are often reflected in the mission. It also sets requirements for employees, allows you to select a certain type of employees to work in the organization.

Rice. 1.2.

On the basis of the mission, formulated in general terms, a strategy is developed and the goals of the organization are determined, which reflect the various specific areas of its activity with an indication of the timing of their implementation. Strategy(from Greek. strategos- the art of the general) is a comprehensive plan designed to achieve the mission and goals of the organization, developed for the long term. Target- the desired future state, the specific desired result, the achievement of which is aimed at managing the organization.

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

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

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

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

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

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

Macroenvironment is part of the external environment common to all organizations. The macro environment includes economic, political, legal, social, technological, geographical, international and other factors from which the organization is influenced.

Among the environmental factors influencing the organizational culture, economic, political, legal, sociocultural, technological and environmental factors should be singled out (Fig. 1.3).

Rice. 1.3.

Economic macro-environment factors determine the general level of economic development, market relations, competition, i.e. economic conditions in which organizations operate. Determining the financial capabilities of the company, they influence the motivation, incentive methods, remuneration, social package.

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

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

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

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

Environmental factors are associated with climatic conditions, reserves of natural resources, environmental conditions. Natural disasters, climate change, the appearance of ozone holes, increased solar activity, limited natural resources, environmental pollution and other global problems have an increasingly significant impact on the organization's activities. All ego increases the social responsibility of the organization and influences the change in its values, principles, norms of behavior in the external environment.

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

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

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

Table 1.1

Interests of various groups in the company's activities

Due to the diversity of these interests, the management of companies faces the difficult task of trying to satisfy each of the interest groups, while taking into account the interests of the organization. Conflicting demands from various groups interested in the results of the organization's work often lead to the need for managers to make ethically complex decisions that may be contrary to the principles and norms of organizational culture.

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

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

• diagnostics of the existing culture;
• value formation;
• setting standards of conduct;
• formation of traditions, rituals;
• establishing a communication system;
• development of a motivation system;
• development of symbols, design.

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

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

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

Both the organization and the person himself are interested in the process of adaptation and inclusion in the organizational environment as quickly and less painfully as possible. The main stages of the socialization process are shown in fig. 1.4.

Rice. 1.5.

Rice. 1.4.

Acquaintance with organizational culture involves familiarity with the history of the organization, its founders, people who have made a significant contribution to its work. A new employee should have an idea of ​​the mission and the main goals of the organization, what are the values, principles, rules, norms, standards of conduct. He must know what reputation the company enjoys, what its image is and what the company and its employees are doing to maintain it.

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

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

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

• – corporate governance code;
• – code of corporate conduct;
• - social code;
• - code of honor;
• - the creed of the company.

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

The development of an organization is impossible without changing its culture. Changing organizational culture a very difficult and often painful process, as it affects relationships that have been formed over a long period, established norms of behavior. Experience shows that such a change requires strong leadership and time, and its implementation is one of the most difficult tasks in the field of organization of work in an institution. Organizational culture change includes:

• definition of new landmarks and values;
• establishment of new rules, norms of behavior, system of relationships;
• change in motivation;
• employee training.

There are a number of classifications of types or models of organizational culture. Widely known is the classification of K. Cameron and R. Quinn, who distinguish four types of culture: clan, adhocracy, bureaucratic and market.

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

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

bureaucratic culture. A formalized and structured organization where rules and procedures matter a lot. Leaders are rational organizers and coordinators whose efforts are aimed at ensuring the stability and effective operation of the organization. The work of employees is determined by formal procedures, the performance of work is strictly controlled. Key success factors are supply security and low costs.

market culture. The organization is focused on obtaining results, so setting and achieving goals is the main thing. Leaders are business people, they are demanding, unshakable, and pursue an aggressive policy. Employees are goal-oriented and compete with each other. The organization is held together by the desire to win. Reputation and success are a common concern. Strategy is associated with competitive actions to achieve set goals. The priorities are to increase market share, outperform competitors, and lead the market.

The classification of organizational culture by areas of activity, which was developed by T. Deal and A. Kennedy, is also widely known. They defined four types of corporate culture depending on the degree of risk and the speed of obtaining results (Table 1.2).

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

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

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

"Process" as a type of corporate culture is traditionally common in government, state, municipal organizations, since the main focus in decision-making is on procedures and processes. These organizations are characterized by a slow pace of results and a low degree of risk.

Table 1.2

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

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

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

Later these views changed. A new non-traditional approach, which began to take shape in the 1980s, is broader than the traditional understanding of entrepreneurship.

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

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

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

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

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

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

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

The management philosophy of an entrepreneurial organization is less management, more entrepreneurship. In an entrepreneurial organization, managers consider every person, no matter what position they occupy, as an entrepreneur. This means that everyone should be aware of and share the goals of the organization, have the right to independently make decisions, manage the necessary resources and information. This approach requires a fundamental change in the thinking of all employees and especially managers.

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

In order not to miss opportunities, decisions should be made as soon as they are identified. This usually happens at the lower or middle levels of management. Therefore, it is here that the right to make decisions and responsibility for their implementation is transferred in business organizations. Senior leaders contribute decentralization decisions, support managers who contribute to this, give preference to people who show initiative and independence, providing them with access to resources and information.

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

An entrepreneurial organization is characterized by an atmosphere of independence and creativity, encouragement of initiative, innovation, entrepreneurship. Among the companies that pay special attention to the formation of such a culture are Hewlett-Packard, IBM, 3M. "We are interested in the independence of the employees' judgments and their entrepreneurial spirit. This is not one of the approaches to business, but the most important, the only one," say the leaders of the ZM company.

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

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

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

In order to identify new opportunities, it is necessary to have timely and relevant information. The development of self-management means the possibility of obtaining it and intensive exchange between all employees, access to the necessary information, effective communications between top management and other members of the organization.

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

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

Culture of knowledge. The culture of knowledge is a certain corporate philosophy, which includes the basic principles and values ​​of the company, corresponding to the strategic goals, priorities, knowledge management strategy, which is guided in their activities and shared by all employees of the company. It should ensure the creation of such an atmosphere and environment for the employees of the company that contributes to the involvement in the process of systematic accumulation, wide dissemination and regular exchange of knowledge of all employees of the company. The culture of knowledge, its basic values, methods of motivation are discussed in detail in Chap. 5.

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. Remuneration for the results achieved is expressed in the form of providing training opportunities, development of business and personal qualities of the staff. 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 have a psychological impact on the members of the organization from strengthening devotion 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, external contractors, the implementation of management 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 that exist 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, interpersonal skills, the way of organizing production, performing labor functions, management technology and information support, office work, personal work technique, 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 of public life;
• lack of legality due to the imperfection of the 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 the positive influences of the 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.

In the field of knowledge in the psychology of personality, the distinction between the life of an individual into conscious and unconscious has long been not new. Social psychology also claims a similar division. Going down specifically to the level of organization, it is necessary to single out such areas of analysis that, not because of their functional fixation, but as "unconscious", spontaneous manifestations, affect the reproduction of the organization.

In many modern publications, such definitions as corporate and organizational culture appear. T. Yu. Bazarov gives the following definitions:

« Corporate culture- a complex set of assumptions, accepted without evidence by all members of a particular organization, and setting a general framework for behavior accepted by most of the organization. Manifested in the philosophy and ideology of management, value orientations, beliefs, expectations, norms of behavior. It regulates human behavior and makes it possible to predict his reactions in critical situations.

Organizational culture- an integral characteristic of the organization (its values, patterns of behavior, ways of evaluating performance), given in the language of a certain typology.

In recent years, words about the formation of a corporate culture, corporate spirit, and corporate values ​​have been heard more and more often. Culture development programs are emerging in various organizations, ranging from elementary activities (such as tailoring flags, writing hymns, and introducing uniforms) to complex, lengthy, and costly research and implementation programs. Without claiming to be the truth in the highest instance, we offer our point of view based on the E. Schein model, which is quite adequate and allows us to deal with complex and multifaceted processes without oversimplification on the one hand and excessive mystification on the other.

In organizations that have a certain history, a special way of life, their own traditions and rituals are inevitably formed. As the organization develops, it develops its own system of values, beliefs, norms and rules of behavior and activities. Each organization has unique features that allow it to be characterized as a specific community of people, a “unique general psychology” arises.

Organizational culture does not lie on the surface, it is difficult to “feel” it. If we can say that an organization has a "soul", then this soul is organizational culture. People are the carriers of organizational culture. However, in organizations with a well-established OK, it is, as it were, “separated” from people, becomes an attribute of the organization, a part of it, exerting an active influence on the members of the organization, changing their behavior in accordance with the norms and principles of coexistence that form its basis. According to Edgar Schein, organizational culture is formed in the process of joint overcoming of difficulties by people working in this organization. external adaptation And internal integration .

To difficulties external adaptation everything related to the organization's survival in the external environment applies - defining its market niche, establishing contacts with partners and consumers, building relationships with authorities, winning competition with competitors, etc. Overcoming the difficulties of external adaptation, the organization learns to survive. The result of this learning is agreed visions of :

mission of the organization;

goals reflecting this mission;

means of achieving goals;

criteria for evaluating performance results;

strategies for adjusting development directions in case the goals are unattainable for various reasons.

Internal integration- this is the process of the formation of the collective, the transformation of individual "I" into a common "WE". The tasks that any organization inevitably faces in terms of internal integration include the distribution of power, delegation of authority and responsibility, overcoming conflicts, “grinding” styles of activity, behavior, communication, etc.

By overcoming the difficulties associated with bringing individuals into a single team, the organization gains knowledge about how to work together. Formed common to all:

the language of communication;

criteria for determining who is “ours” and who is “not ours”;

criteria and rules for the distribution of power and status;

rules of informal relations within the organization;

criteria for the distribution of rewards and punishments;

internal ideology.

Today's leaders and managers view their organizational culture as a powerful strategic tool to orient all departments and individuals towards common goals, mobilize employee initiative, generate loyalty, and facilitate communication. They strive to create their own culture for each organization so that all employees understand and adhere to it.

There are many approaches to the allocation of various components that characterize a particular organizational culture. Let's highlight just a few of them:

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

communication system and language of communication(the predominant use of oral, written, non-verbal communication, “telephone law” in each specific organization is different; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of the organization);

appearance, dress and presentation in the workplace(the variety of uniforms, overalls, paraphernalia and symbols, business styles, etc. confirms the presence of many microcultures);

awareness of time, attitude to it and its use(work schedule and its features, time regulation, punishment and encouragement of compliance with the temporary schedule);

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 relations, ways and means of resolving conflicts);

values(as a set of guidelines, what is "good" and what is "bad") and norms (as a set of assumptions and expectations regarding a certain type of behavior);

belief in something and disposition towards something(faith in the leader, success, own strength, professionalism, etc.);

employee development process and learning(formal or creative performance of work, methods and techniques for obtaining knowledge, skills, abilities and experience of activity);

work ethic and motivation(attitude to work, acceptance of rights, duties and responsibilities; quality of work; assessment of work and its motivation; professional and job growth).

At the moment, the following main historical types of organizational cultures have been identified in the management literature:

organic (OOC);

entrepreneurial (ProK);

bureaucratic (BOK);

participatory (PartOK).

T. Yu. Bazarov describes the types of organizational culture based on the indicators that determine this culture: type of joint activity, type of personality, form of ownership, distribution mechanism, managerial role, management mechanism, type of performance evaluation.

Description of the main types of organizational culture

Other definitions

• “A habitual, traditional way of thinking and acting, which is shared to a greater or lesser extent by all employees of the enterprise and which must be learned and at least partially adopted by newcomers in order for new team members to become “their own”.

E. Jakus

• “The set of beliefs and expectations shared by the members of an organization, these beliefs and expectations form the norms that largely determine the behavior of individuals and groups in the organization.”

H. Schwartz and S. Davis

• "A system of relationships, actions, and artifacts that stands the test of time and shapes within the members of a given cultural society a rather unique shared psychology."

S. Michon and P. Stern

• "The unique characteristics of an organization's perceived characteristics, that which distinguishes it from all others in the industry."

• "A set of basic assumptions invented, discovered or developed by a group in order to learn to cope with the problems of external adaptation of internal integration, functioning long enough to prove its validity, and transmitted to new members of the organization as the only correct one."

• "One of the ways to carry out organizational activities through the use of language, folklore, traditions and other means of conveying core values, beliefs, ideologies that direct the activities of the enterprise in the right direction."

Phenomenological concept of organizational culture

Rational-pragmatic concept of organizational culture

Within the framework of this approach, the conditionality of future development is postulated by the past experience of the organization. This follows from the position that the behavior of the members of the organization is determined by the values ​​and basic ideas developed as a result of the historical development of the organization. In addition, a large role in the formation and change of organizational culture is assigned to the leadership of the organization. That is why this concept is called rational - the formation of organizational culture is seen as a conscious and controlled process.

The emergence of rationalistic concepts of organizational culture is associated with the name of Edgar Schein. He defines organizational culture as “a pattern of collective basic ideas acquired by a group in solving the problems of adaptation to changes in the external environment and internal integration, the effectiveness of which is sufficient to be considered valuable and transferred to new members of the group as the correct system for perceiving and considering problems” .

There are two groups of problems: 1) the problem of survival and adaptation when the external conditions for the existence of a group (read, organizations) change and 2) the problem of integrating internal processes that ensure the possibility of this survival and adaptation. Any group, from the moment of its inception until it reaches the stage of maturity and decline, faces these problems. When these problems are solved, the culture of the organization is formed.

The process of forming a culture is in a sense identical to the process of creating the group itself, since the “essence” of the group, the thoughts, attitudes, feelings and values ​​characteristic of its members, which are the result of collective experience and collective learning, are expressed in the system of ideas adopted by the group, called culture.

Shane's levels of culture

Edgar Schein believes that culture should be studied at three levels: artifacts, proclaimed values, and basic ideas. These levels essentially characterize the depth of the study.

Artifacts

Proclaimed values

Under proclaimed values refers to the statements and actions of members of the organization that reflect common values ​​and beliefs. The proclaimed values ​​are set by the company's management as part of the strategy or for some other reason. Employees are aware of these values, and they themselves make the choice to accept these values, pretend and adapt to the situation, or reject them. If management is persistent enough in its pursuit of certain values, if artifacts emerge that reflect the significance of those values ​​to the organization, then the values ​​pass the test. After a certain period of time, it becomes clear whether adherence to the proclaimed values ​​leads to victories or defeats in business.

In the first option, if the organization does not succeed, the leader will change in it or the former leader will reconsider strategy and policy. And then the proclaimed values ​​will depart, will be changed. In the second option, if the organization achieves its goals, employees will gain confidence that they are on the right track. Accordingly, the attitude to the proclaimed values ​​of the company will become different. These values ​​will move to a deeper level - the level of basic ideas.

Basic Views

Basic Views- is the basis of the culture of the organization, which its members may not be aware of and consider immutable. It is this basis that determines the behavior of people in the organization, the adoption of certain decisions.

Basic ideas, or assumptions, are the "deep" level of the organization's culture. They are not openly expressed in artifacts and, more importantly, cannot be described even by members of the organization. These representations are at the subconscious level of employees, they are taken for granted. Most likely, these ideas are so powerful because they led the company to success. If the found solution to the problem justifies itself over and over again, it begins to be taken for granted. What was once a hypothesis, accepted only intuitively or conditionally, is gradually turning into reality. The basic ideas seem so obvious to the members of the group that the variation in behavior within a given cultural unit is minimized. In fact, if the group adheres to some basic view, then the behavior that is based on any other view will seem incomprehensible to the group members.

Basic concepts are related to the fundamental aspects of existence, which can be: the nature of time and space; human nature and human activity; the nature of truth and the means of obtaining it; correct relationship between the individual and the group; the relative importance of work, family and self-development; finding by men and women their true role and the nature of the family. We do not gain new insights in each of these areas by joining a new group or organization. Each member of the new group brings his own cultural "baggage", acquired by him in previous groups; when a new group develops its own history, it can change part or all of these ideas associated with the most important areas of its experience. It is from these new ideas that the culture of this particular group is formed.

Employees who do not follow the basic ideas will sooner or later be "in disgrace", as a "cultural barrier" will arise between them and their colleagues.

Organizational culture change

Basic ideas do not cause objections or doubts, and therefore it is extremely difficult to change them. In order to learn something new in this area, it is necessary to resurrect, re-examine and perhaps change some of the most enduring elements of the cognitive structure. Such a procedure is extremely difficult, since rechecking basic ideas destabilizes the cognitive space and the space of interpersonal ideas for some time, generating a lot of anxiety.

People do not like to worry and therefore prefer to believe that what is happening corresponds to their ideas, even in cases where this leads to a distorted, contradictory and falsified perception and interpretation of events. In mental processes of this kind, culture acquires a special power. Culture as a set of basic ideas determines what we should pay attention to, what is the meaning of certain objects and phenomena, what should be the emotional reaction to what is happening, what actions should be taken in a given situation.

The human mind needs cognitive stability. For this reason, doubting the validity of the basic idea always causes anxiety and a feeling of insecurity in a person. In this sense, the collective basic beliefs that make up the essence of a group's culture can be viewed at both the individual and group levels as psychological cognitive defense mechanisms that ensure the functioning of the group. Awareness of this provision seems to be especially important when considering the possibility of changing certain aspects of group culture, because this problem is no less complex than the problem of changing the individual system of defense mechanisms. In both cases, everything is determined by the ability to cope with the disturbing feelings that arise during any transformations that affect this level.