Properties 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 actions 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 determine how strategic issues are developed or how new employees are hired. On the other hand, culture is not just the shell of an organization’s life, but also its meaning, an element that determines the content of economic acts. Culture itself becomes one of the strategic goals of the company. A certain hiring procedure may be subordinated to the need to best adapt new employees to the existing culture of the organization.

The informality of organizational culture is determined by the fact that its functioning is practically not connected with the official rules of organizational life established by order. Organizational culture operates, as it were, in parallel with the formal economic mechanism of the organization. A distinctive feature of organizational culture compared to the formal mechanism is the predominant use of oral, speech forms communications rather than written documentation and instructions, as is common in a formal system.

The importance of informal contacts is determined by the fact that more than 90% of business decisions in modern corporations are made not in a formal setting - at meetings, gatherings, etc., but during 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 that the parameters and results of the impact of culture are almost impossible to measure using quantitative indicators. They can only be expressed in the qualitative term “better - worse”.

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

There are several main characteristics of organizational cultures that differentiate them from each other. A special combination of such characteristics will give each culture its individuality and allow it to be identified in one way or another.

The main features of organizational culture include:

1) reflection in the mission of the organization of its main goals;

2) focus on solving instrumental (i.e., production in the broad sense) tasks of the organization or personal problems of its participants;

3) degree of risk;

4) a measure of the relationship between conformism and individualism;

5) preference for group or individual forms decision making;

6) the degree of subordination to plans and regulations;

7) the predominance of cooperation or competition among participants;

8) devotion or indifference of people towards the organization;

9) orientation towards autonomy, independence or subordination;

10) the nature of management’s attitude towards staff;

11) focus on group or individual organization of work and incentives;

12) orientation towards stability or change;

13) source and role of power;

14) integration tools;

15) management styles, relationships between employees and the organization, methods of evaluating employees.

An organization's culture 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 the majority of members of the organization, which makes them models, guidelines, and a measure of behavior.

Values ​​include, first of all, goals, the nature of internal relationships, orientation of people’s behavior, diligence, innovation, initiative, work and professional ethics, 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 and useful that others have in this area, and to evaluate it fairly and impartially. At the same time, old values ​​cannot be completely destroyed or suppressed. On the contrary, they need to be treated with care, used as a basis for the formation of new values, including appropriate mechanisms, including joint creativity.

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

A ritual is a standard, recurring event held at a specific time and on a special occasion. The most widespread ceremonies are honoring veterans, farewell to retirement, initiation of young workers, etc.

A ritual is a set of special events (rites) that provide psychological impact on members of the organization in order to strengthen loyalty to it, obscure the true meaning of certain aspects of its activities, teach organizational values ​​and form the necessary institutions. Employees of many Japanese companies, for example, begin their work day by singing hymns. Legends and myths reflect in the right light and in a coded form the history of the organization, inherited values, embellished portraits of its famous figures.

Custom is a form of social regulation of people’s activities and their relationships, adopted from the past without any changes.

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

Finally, an element of organizational culture are slogans, i.e. appeals, in short form reflecting her leadership goals, ideas or mission of the organization.

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

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

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

Experts identify two important features crops:

1. Multi-level. The surface level consists of people's behavior patterns, rituals, emblems, designs, uniforms, language, slogans, etc. The intermediate level consists of ingrained values ​​and beliefs. The deep level is represented by the philosophy of the company.

2. Versatility, multi-aspect. The culture of an organization, firstly, consists of subcultures of individual units or social groups, existing under the “roof” of a common culture (they can concretize and develop the latter, they can exist peacefully alongside it, or they can contradict it). Secondly, organizational culture includes subcultures of certain areas and aspects of activity - entrepreneurship, management, business communication, internal relationships.

Organizational culture has a certain structure. Knowledge of organizational culture begins at the first “superficial” or “symbolic” level, including such visible external facts as the technology used and the architecture of processes, the use of space and time, observed behavior, language, slogans, etc., or all that can be sensed and perceived through the human senses. At this level, phenomena are easy to detect, but they cannot always be deciphered and interpreted in terms of organizational culture.

At the second level, the values ​​and beliefs shared by members of the organization are studied in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desires of people.

The third - "deep" - level includes basic assumptions that are difficult for even the members of the organization to realize, but these hidden and taken for granted assumptions nevertheless guide people's behavior.

It is proposed to consider exploring a specific organizational culture based on ten characteristics (Table 14.1.).

Table 14.1.

Characteristics of organizational culture

Characteristics	A comment
1. The employee’s awareness of himself and his place in the organization	Some cultures value employee concealment of his inner feelings, others encourage it. external manifestation, in some cases independence and creativity are manifested through cooperation, and in others through individualism
2. Communication system and language of communication	Use of oral, written and spoken, nonverbal communication, "telephone law" and openness of communications develops from group to group; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations)
3.Values ​​and norms	Norms as a set of assumptions and expectations in relationships of a certain type of behavior, i.e. what people value in their organizational lives and how these values ​​are maintained
4.Work ethic and motivation	Work attitude and responsibility, quality of work, habits, performance evaluation and reward, promotion, individual or group work
5.Employee development process and motivation	Mindless or conscious performance of work, procedures for informing employees, approaches to explaining reasons, etc.
6. Relationships between people	The degree of formalization of relationships, support received, ways of resolving conflicts
7. Awareness of time, attitude towards it and its use	The degree of accuracy and relativity of time among employees, compliance with time schedules and encouragement for this
8.Belief in something or disposition towards something	Belief in leadership, success, one’s own strengths, mutual assistance, ethical behavior, etc.
9. Appearance, clothing and presentation of yourself at work	Variety of uniforms and workwear, business styles, hairstyle, neatness, cosmetics, etc.
10.Habits and traditions in food	Organization of meals for employees, frequency and duration of meals, duration, shared meals among employees different levels and so on.

Taken together, these characteristics reflect and give meaning to the concept of organizational culture.

There can be many “local” cultures in an organization. This refers to one culture that prevails throughout the entire organization and the culture of its parts. Different subcultures may coexist under the umbrella of one common culture, but there may also be a counterculture that rejects what the organization as a whole wants to achieve.

The formation and change of organizational culture occurs under the influence of many factors, among which are:

top management's focus points;

management response to critical situations;

attitude to work and behavior style of managers;

criterial basis for employee incentives;

criterial basis for the selection, appointment, promotion and dismissal of employees from the organization;

organization structure;

information transfer system and organizational transfers;

myths and stories about important events and persons who played and are playing a key role in the life of the organization;

external and internal design of the premises in which the organization is located.

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

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

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

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

Organizational culture:

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

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

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

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

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

Main characteristics of organizational culture:

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

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

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

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

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

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

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

OK functions:

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

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

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

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

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

Motivational function creates the necessary incentives for this.

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

Properties OK:

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

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

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

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

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

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

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

Signs of the company's organizational culture:

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

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

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

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

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

the culture of the organization is knowable;

the culture of the organization is capable of change;

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

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

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

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

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

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

Federal Agency for Education

Perm State Technical University

Department of Management and Marketing

Test

on organizational behavior

on the topic: Characteristics of organizational culture

Completed by a student

Faculty of Humanities

Correspondence department

Speciality:

Organisation management

Checked by the teacher:

Introduction 4

Characteristics of the enterprise 5

Basic parameters of organizational culture 8

Development of organizational culture 9

Management develops the organizational culture of “Practical Magic” through training employees, as well as motivating their activities, mainly through material incentives. 9

Employees acquire knowledge, skills, and abilities at seminars and trainings conducted by representatives of supplier companies. At these seminars, the level of knowledge on the product range, the specifics of product production, and quality characteristics increases. 9

Trainings are conducted regularly on sales techniques, pre-sale preparation of goods, equipment for displaying goods. 9

The employee expects from the organization decent wages, career growth, understanding and cooperation, as well as good conditions there. Throughout the entire Practical Magic network there are such competitions as: “Best Department”, “Best Seller”, “Halloween”. The winners of these competitions receive prizes.. Also in the organization there are such benefits as, maternity leave, paid sick leave, paid regular vacation. 9

Suggestions for improving staff performance. 14

The organization expects the individual to perform as: 14

Conclusion 16

List of sources used 17

Introduction

Man is a subject of culture; in his activities, actions, thoughts, experiences, he relies on universal, spiritual and moral principles; culture as ontological roots that nourish and nurture personality, providing a person with models and means of solving personal problems.

The bearers of organizational culture are its employees. However, in organizations with an established organizational culture, it seems to be separated from people and becomes an attribute of 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.

Often, organizational culture is interpreted as the management philosophy and ideology accepted by the majority of the organization, assumptions, value orientations, beliefs, expectations, dispositions and norms that underlie relationships and interactions both within and outside the organization.

To characterize the organizational culture of the selected enterprise, it is necessary to consider the following points:

Introduce brief description organizations.

Describe the main parameters of organizational culture at the enterprise and determine their influence on labor behavior.

Describe management's actions to develop organizational culture.

Present proposals aimed at improving staff performance.

Characteristics of the enterprise

"Practical Magic - a network of perfume supermarkets" PE Koshlyak department of TSUM, is a store from the self-service retail chain "Practical Magic", which includes 33 departments in the city of Perm and 6 stores in other cities in the region.

The main activity of the network is the sale of household chemicals, cosmetics, and perfumes. The department's operating hours are 11 a.m., which determines shift work work (two shifts of 10 hours). A self-service store is distinguished by the possibility of choice for the buyer, that is, the task of the employees of such a store is to provide goods that meet the buyer’s requirements. The organization (department) has a linear management structure, in which the head of a specific department, who directly manages all employees, has full power. If we take into account the management style, then the directive style is preferable, in which decisions are made by the manager individually. With such management, administrative methods of influence predominate, based on formal, traditional means of stimulating and motivating the work of workers: a system of bonuses, incentives, fines, punishments. The department's staff consists of 25 people. The structure of employees includes: salespeople - consultants, salespeople - cashiers, department senior, shift supervisor, PC operators. The work schedule for sales consultants, sales cashiers, and PC operators is rotating - 4 through 2. The work schedule of the senior department is Tuesday-Saturday, Sunday, Monday - closed; shift supervisor – Sunday – Thursday, Friday, Saturday – day off; The shift schedule is rotating.

If we take into account the gender and age composition of employees, the predominant gender is female, and the age ranges from 18 to 25 years. The education of the majority of workers is not higher than secondary vocational, there are also those who have only a secondary education, some workers have a higher education, but not related to trade, mostly correspondence students.

In the organization, the promotion system is presented in the form of categories, starting with 3 and ending with 1 category. They differ in salary size, degree of independence in decision making, and responsibility.

There is a high degree of uncertainty in the organization. Often, the employee does not even know the goals of his organization that it strives to achieve, not to mention the mission of the organization. Although each employee is given a job description, for compliance with which they sign in a special journal. The seller's job description presents a list of responsibilities for performing the work, and this list characterizes in detail the entire essence of the employee's activities. The rights of the employee and the organization are also recorded. Control over compliance with duties is carried out directly by the department senior, as well as by the shift supervisor. If previously the lunch break was not regulated, now Lately employees have already signed for familiarization with the new job description, in which time for lunch and rest is clearly allocated.

Regulatory documents in the field of personnel management also include a provision on bonuses for employees - this is also an innovation; if previously the salary consisted of the official salary, as well as an incentive bonus, which depend on the category of the employee, now a bonus of 12% of the amount has been added to this official salary. The bonus depends on the quality of work of each employee. The quality and proper performance of labor duties is monitored by the shift senior, who at the end of each working week fills out an evaluation sheet for each employee, it reflects comments on the employee’s work. If the employee’s work does not satisfy the manager, he has the right to reduce the size of the bonus or deprive it completely. In this case, the employee is not informed about this in advance, but only finds out when he receives his salary. This score sheet plays an important role in employee evaluation.

The organization has virtually no staff stability due to high staff turnover. Due to high staff turnover, the recruitment and selection program has also changed. When hiring, only the age of the employee is taken into account, therefore, there is practically no selection, but only attraction and hiring.

Basic parameters of organizational culture

Organizational culture includes many characteristics, but the main parameters of culture are:

External attributes of the organization (the style of clothing of employees, the form of their behavior, etc.) i.e. what is noticeable to the buyer;

The internal environment of the organization (various training of employees, their life within the organization: relationships, foundations of employees, communications) i.e. what motivates them to work in this organization;

Employee development, training and motivation.

In general, the organizational culture of Practical Magic can be attributed to the bureaucratic type. The organization is guided by strong leadership, it determines the leaders and directions of activity, the desires and interests of individual employees are subordinated to the interests of the organization.

Without receiving any incentives or compensation from the organization, an employee loses motivation to perform his job duties. Being in a bad relationship with the team, and nothing happens on both sides, the employee loses his place in it, and then his place in the organization. Not satisfying your personal needs ( career, confidence in the future, etc.) a person also loses his motives for work, and moreover, he begins to look for a better job.

Development of organizational culture

Management develops the organizational culture of “Practical Magic” through training employees, as well as motivating their activities, mainly through material incentives.

Employees acquire knowledge, skills, and abilities at seminars and trainings conducted by representatives of supplier companies. At these seminars, the level of knowledge on the product range, the specifics of product production, and quality characteristics increases.

Trainings on sales techniques, pre-sale preparation of goods, and product display techniques are regularly conducted.

The employee expects from the organization decent wages, career growth, understanding and cooperation, as well as good conditions there. Throughout the entire Practical Magic network there are such competitions as: “Best Department”, “Best Seller”, “Halloween”. The winners of these competitions receive prizes. The organization also has benefits such as maternity leave, paid sick leave, paid regular leave.

At the enterprise, material incentives occur through:

salary, promotion;

bonuses (for personal achievements, for exceeding the plan);

selling goods to your employees at a discount, providing goods “for salary”;

double pay for work on holidays.

An employee receives wages according to his category, so if during certification the employee’s category increases (certification occurs every six months), then his productivity increases.

In the department, the level of the bonus depends on the results of activities over the past planning period. Therefore, if the department does not exceed the plan, then employees receive the usual bonus of 12% (for personal achievements). If the plan is exceeded, employees receive another bonus of 12% “for exceeding the plan.” Of course, it will be unprofitable for the network to pay a bonus if the plan was not exceeded, so employees are interested in overfulfillment, although this happens only at the expense of new employees who are not yet “morally tired” of this work. But if you still fail to exceed the plan, then employees will not receive bonuses and labor productivity will decrease. As a result, incentives cease to work.

The organization under study uses a five-point rating method for assessing personnel. Certification takes place every six months; certification is announced one week before the first stage. At the first stage, senior department heads provide the head of the personnel department with assessment sheets filled out for each employee. Such a sheet contains all the negative aspects of the employee’s work: lateness to work, absenteeism, smoking at the wrong time, poor performance of work duties (products not displayed, expired goods, no price tags for goods, etc.), rudeness, aggression in communication with customers and colleagues. . The head of the personnel department, using the received data, his own observations, as well as data from “mystery” shoppers, puts points on the rating scale. The rating scale uses 5 indicators of an employee’s performance: appearance, discipline, attitude towards customers, colleagues, speed of work, quality of work. At the second stage, testing is carried out for knowledge of the characteristics of the assortment range and knowledge of cash discipline.

The next stage is an interview conducted by a commission consisting of a manager, head of the personnel department and head of the development department with each employee. During the interview, the positive and negative aspects of the employee's work are revealed. The conversation is of a recommendatory nature; options for the employee’s career growth are determined, as well as tasks, the achievement of which will contribute to the promotion of the employee’s category.

At almost every stage of certification, there are weaknesses that have an undesirable impact on the assessment results.

Firstly, the degree of subjectivity is high. Even if the most experienced and impartial person evaluates workers, we must not forget that he is a person, not a machine, and he has his own preferences and his own understanding of good and bad. In this case, it is necessary to minimize subjectivity to an acceptable level, the value of which is less likely to influence the result. Subjectivity also manifests itself in the assessment by the head of the personnel department; he is mainly guided by the information received from the evaluation sheet, his direct observations are spontaneous, and, as a rule, each department is visited once a week. In addition, an authoritarian management style presupposes an attitude towards employees ranging from poor to average, but there are also exceptions, these are the so-called “favorites” who enjoy additional privileges and never fear for the results of certification. Becoming “good” for a leader with an authoritarian management style is very difficult, but some achieve this, and in different ways. The concept of a good employee in this situation does not mean that he really is, often this is only an appearance, but in reality he can be a very lazy and dependent worker.

Secondly, an insufficient amount of necessary information is used to evaluate personnel. Thus, the evaluation sheet reflects only the facts of poor quality work and lack of discipline. But positive aspects, for example, an employee acted as a mentor to a new employee throughout the entire work week, or went to work on his day off, are not taken into account. This has a greater impact on employee motivation. Having realized that his activities are not evaluated in any way, he refuses this type of behavior in the future, believing that additional physical costs will not lead to anything good.

Thirdly, the assessment uses an insufficient number of indicators; as a rule, about 10 indicators are basic for each position. Reducing their number reduces the time spent, but also reduces such an assessment indicator as comprehensiveness.

Fourthly, situations often occur in which, as a result of an assessment, one employee who worked for no more than three months was promoted to a higher category, while another employee who worked for a year in a given organization was left at the same level. In this case, the second employee expresses dissatisfaction with this situation, which can result in both intrapersonal and interpersonal conflicts. In such a situation, the head of the personnel department simply needs to explain the reasons for his decision and identify the main points in the work that are dissatisfied with those evaluating the employee. Such situations occur very often, and mainly determine a decrease in the efficiency of the organization as a whole.

To summarize this section, we can say that the existing methodology for assessing personnel with a high degree of subjectivity, when using the necessary information in an insufficient amount, is one of the most important factors in reducing motivation and interest in the work of employees. Consequently, the labor potential of employees is not fully realized; they develop pessimistic views about their career growth, which can lead the employee to make a decision to quit; interpersonal conflicts arise, which worsens the psychological climate of the team. The listed results influence a decrease in the efficiency of the organization as a whole, a high percentage of staff turnover, and failure to achieve set goals and solve problems.

Suggestions for improving staff performance.

The organization expects the individual to perform as:

a specialist in a certain field with certain knowledge and qualifications;

a member of an organization that contributes to its successful functioning and development;

a person with certain personal and moral qualities;

member of the organization who can support a good relationship with colleagues;

an employee seeking to improve his/her performance abilities;

a person dedicated to the organization and capable of defending its interests;

a performer of a certain work, ready to carry it out with due dedication and at the proper quality level;

a member of the organization who is capable of taking a certain place within the organization and is ready to assume the corresponding obligations and responsibilities;

an employee who follows the organization’s norms of behavior, routines, and management orders.

The combination of an organization's expectations towards a person, as well as the degree of importance for the organization of each individual expectation, may differ from one organization to another. Moreover, within the same organization, different combinations of expectations can develop in relation to individuals. Therefore, it is impossible to offer a single universal model of an organization’s expectations in relation to a person, just as it is impossible to offer a similar universal model of a person’s expectations in relation to an organization.

To build an effective system of material incentives at an enterprise, it is necessary to improve several factors of material incentives:

The level of employee bonuses should not depend on the results of the enterprise’s activities over the past planning period;

An employee should be incentivized only for the work he performs.

Since people work in stores for 10 hours, and in some stores in which departments are located, or these are individual points, there are no public catering facilities, the organization could introduce the delivery of hot lunches or equip mini-kitchens. Of course, this will increase the material costs of the enterprise, but for such a manifestation of attention, employees would speak very highly of the organization.

Today, many managers use a creative approach to stimulating staff, introducing various bonuses that do not relate to wages.

Any person wants to be recognized as the best, to be noticed by his superiors, everyone strives for this. Therefore, social competitions can be introduced. The department that achieves the maximum revenue at the end of the quarter, of course, these will not be individual awards, but for the entire department, will receive valuable gifts. With the help of these competitions, the company will significantly increase its sales volume, competitiveness and team spirit.

Conclusion

Organizational culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values, which give people guidelines for their actions and behavior. These value guidelines are transmitted to individuals through “symbolic” means of the spiritual and material intra-organizational environment.

When interacting with an organization, a person is interested in various aspects of this interaction, regarding what he should sacrifice for the interests of the organization, what, when and to what extent he should do in the organization, in what conditions he should function in the organization, with whom and for how long to interact , what the organization will give him, etc. A person’s satisfaction with interaction with the organization, his attitude towards the organization and his contribution to the organization’s activities depend on this and a number of other factors.

culture 9 1.3. Structure organizational culture 12 1.4. Content organizational culture 14 Chapter 2. Corporate culture INVESTSBERBANK (OJSC) 2.1. General characteristic enterprises ...

Organizational culture enterprises (4)

Abstract >> Management

In a broad sense, the term "managerial culture" used for characteristics organizationally-technical conditions and management traditions... what we combine into the concept " organizational culture enterprises". 3 In the informal system there is also...

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Plan

• Introduction
• Definition and characteristics
• Homogeneity of culture
• Strong and weak cultures
• Conclusion
• Bibliography

Introduction

The concept of culture has been one of the basic ones in anthropology since its inception; attention has been paid to it since early stage development of organizational behavior. However, only in last years organizational culture began to be recognized as the main indicator necessary for the correct understanding and practice of organizational behavior. As one recent study noted: “Over the past decade, as the concept of culture has gained a foothold in the field of organization studies, the approach has waxed and waned in influence.” Another paper concluded: “We now understand in the 1990s that corporate culture is critical to organizational success and is difficult to change.” Although very little material has yet been accumulated on this topic, evidence based on serious research, that variations in cultural values ​​can have a significant impact on organizational turnover and, possibly, employee performance.

This paper first defines organizational culture and its main characteristics, after which it examines the different types of culture. The remainder of the chapter focuses on creating, maintaining, and changing organizational culture.

organizational culture position employee

The nature of organizational culture

People are influenced by the cultural environment in which they live. For example, a person who grows up in a middle-class family internalizes its values, beliefs, and behavioral patterns. The same is true for members of the organization. People working in ZM, PepsiCo, Wal- Mart or any other company with a long-established culture, will internalize the values, beliefs and behaviors characteristic of that organization. Society has social, culture; a place where people work has a culture organizational.

Definition and characteristics

In addition to the norms accepted in society, each group of people, including organizations, develops its own cultural patterns, which are called business or organizational culture. Organizational culture does not exist by itself. It is always included in cultural context of a given geographical region and society as a whole and is influenced by national culture. In turn, organizational or corporate culture influences the formation of the culture of departments, work and management teams.

National culture -> Organizational culture ->Work culture->Team culture

The diagram shows the relationship between the mutual influence of cultures at different levels. At the same time, we note that:

national culture is the culture of a country or a minority in a country;

organizational culture - the culture of a corporation, enterprise or association;

working culture - the culture of the dominant type of activity of society;

team culture - the culture of a working or management team.

Organizational culture is a complex phenomenon that does not always 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.

K. Sholts noted that corporate culture is the implicit, invisible and informal consciousness of the organization, which controls the behavior of people and, in turn, is formed under the influence of their behavior.

According to O.S. Vikhansky and A.I. Naumov, organizational culture is a set of the most important assumptions accepted by members of the organization and expressed in the values ​​declared by the organization, which give people guidelines for their behavior. These value orientations are transmitted to individuals through symbolic means of the spiritual and material intra-organizational environment.

E. Schein believed that the forms of organizational culture respond to two main challenges that the organization faces: the aggressiveness of the external environment and internal disintegration. Accordingly, for an organization to function as a single whole, it needs to perform two main functions - adaptation and survival in the environment and internal integration.

Integration is considered as the creation of effective business relationships among departments, groups and employees of the organization, as an increase in the participation of all employees in solving problems of the organization and searching effective ways her work.

According to E. Schein, organizational culture is a set of basic assumptions, inventions, discovered or developed by a group in order to learn to cope with the problems of external adaptation and internal integration. It is necessary for this complex to function for a long time, to confirm its validity, and therefore it must be passed on to new members of the organization as “the correct way of thinking and feeling in relation to the problems mentioned.

Organizational culture includes the following components:

1) Beliefs - the employee’s perception of what is right in the organization;

2) Values , dominant in the organization, determine what should be considered important in the organization.

Areas in which values ​​can be expressed include caring for and respecting people, caring for consumers, entrepreneurship, fair treatment of employees, etc.

T. Peters and R. Waterman, exploring the relationship between culture and organizational success, formulated a number of values ​​and beliefs of organizational culture that ensured companies' success.

This:

- Commitment to your work;

- Action-oriented;

- Facing the consumer;

- Independence and entrepreneurship;

- Connection with life and value guidance;

- Human performance;

- Freedom of action and rigidity at the same time

- Simple form, modest management staff.

3) Norms - these are unwritten rules of behavior that tell people how to behave and what is expected of them.

They are never expressed in writing and are transmitted either orally or by the attitude of others towards behavior.

Standards of conduct reflect such aspects of the organization’s activities as:

Manager-subordinate relationship, honesty and compliance with the law, behavior in conflicts of interest, obtaining and using information about other organizations, political activity within the organization, use of organization resources, etc.;

4) Behavior - the daily actions that people perform in the process of work and in connection with their work in interaction with others (rituals and ceremonies, as well as the language used in communication);

5) Psychological climate - is a stable system of internal connections of the group, manifested in emotional mood, public opinion and performance results.

Organizational climate is how people perceive the culture that exists in an organization or department, and what they think and feel about it. It can be assessed by studying relationships.

6. Organizational climate. This is the general feeling that is created by the physical organization of the space, the style of communication between employees and the form of behavior of employees in relation to clients and other outsiders.

Each of these characteristics is somewhat controversial and is supported to varying degrees by research results. For example, the academic literature reveals differences in the similarities and differences between the concepts of organizational culture and organizational climate." However, some characteristics have empirical support, e.g. important role physical organization of space. Below is an example from real practice.

Company Nike Inc. serves wonderful example companies, which managed successfully express my corporate culture at design headquarters corporations. Territory Nike World takes 74 acres pine array Beaverton V state Oregon And, Seems, emits that energy, youth And life strength, which are associated With their goods. This place serves really monument corporate values companies Nike: production quality goods And, of course beautiful health. IN seven buildings, which takes company, located sports club With running path, rooms With exercise equipment, halls For classes aerobics, courts For tennis, squash And racquetball, A Also basketball area.

None of these components alone represents the culture of an organization. However, taken together they can provide insight into organizational culture.

Thus, organizational culture is a set of values, beliefs, attitudes common to all employees of a given organization, predetermining the norms of their behavior.

They may not be clearly expressed, but in the absence of clear instructions, they determine the way people act and interact and significantly influence the progress of work and the nature of the organization.

Corporate culture is a fundamental component in achieving organizational goals, improving organizational performance and managing innovation.

the main objective corporate culture- ensuring external adaptation and internal integration of the organization by improving personnel management.

Corporate culture can either help the organization, creating an environment conducive to increased productivity and the introduction of new things, or work against the organization, creating barriers that impede the development and implementation of corporate strategy. These barriers include resistance to new things and ineffective communications.

Homogeneity of culture

Organizations can be divided into dominant cultures and subcultures. Dominant culture expresses the basic (central) values ​​that are accepted by the majority of members of the organization. It is a macro approach to culture that expresses the distinctive characteristic of an organization.

Subcultures are developed in large organizations and reflect common problems, situations faced by employees, or experiences in resolving them. They develop geographically or in separate units, vertically or horizontally. When one production division of a conglomerate has unique culture, different from other departments of the organization, then there is a vertical subculture. When a specific department of functional specialists (such as accounting or sales) has a set of generally accepted concepts, a horizontal subculture is formed. Any group in an organization can create a subculture, but most subcultures are defined by departmental structure or geographic division. It will include the core values ​​of the dominant culture plus additional values ​​unique to members of that department.

Rice. 1 . Scheme priorities organizational culture

The features of the subculture of each structural unit of the organization influence each other and form the general part of the organization’s culture (Fig. 2).

Rice. 2. The influence of all components on the culture of the organization

Successful organizations have their own culture that drives them to achieve positive results. Organizational culture allows one organization to be distinguished from another, creates an atmosphere of identification for members of the organization, generates commitment to the goals of the organization; strengthens social stability; serves as a control mechanism that guides and shapes employee attitudes and behavior.

Strong and weak cultures

Some organizational cultures may be called "strong" while others may be called "weak". Strong organizational cultures are often shaped by strong leaders. However, in addition to the leadership factor, there are at least two more important factors, determining the strength of organizational culture: sharing and intensity.

Separability determines the extent to which organizational members accept the company's core values.

Intensity determines the degree of commitment of organization members to core values.

The degree of sharing depends on two main factors: awareness (orientation) and the reward system. In order for people to share the cultural values ​​of an organization, it is necessary that they are aware of (or oriented towards) them. Many organizations begin the onboarding process with orientation programs. New employees are told about the company's philosophy and its working methods. The orientation process continues in the workplace, when the manager and colleagues share these values ​​with the newcomer both in conversation and through personal example in everyday life. work environment. Sharability also depends on the incentive system. When an organization adopts a system of promotions, salary increases, recognition and other rewards for employees who share the core values, it helps other employees to better understand them. Some companies have a reputation for being "the best for employees" because their reward systems are exemplary and help reinforce commitment to core values.

The degree of intensity is the result of the reward system. When employees realize that rewards depend on whether they perform in the “organizational way,” their desire to do so increases. Conversely, when they are not encouraged or they perceive that it is more profitable to behave in a way that is not accepted in the organization, their commitment to the core values ​​of the organization weakens. Despite the importance of moral incentives, financial incentive still plays a very significant role.

Different organizations gravitate towards certain priorities in organizational culture. Organizational culture may have features depending on the type of activity, form of ownership, position in the market or in society. There is an entrepreneurial organizational culture, a state organizational culture, a leader’s organizational culture, an organizational culture when working with personnel, etc.

For example, IBM, as part of its organizational culture, uses the following principles when working with personnel:

- transfer to specialists the maximum necessary set of powers (power) to perform the functions assigned to them. They bear full responsibility for their actions to implement them;

- attracting high-class specialists with a fairly independent and independent way of thinking;

- creation on the part of the administration of a priority of trust and support of specialists over control of their activities;

- division (OSU) into cells, the functioning of each of which can be independently provided by one person;

- carrying out constant institutional (structural) changes.

One of the most important problems that any organizational system faces is that at a certain point in time it finds itself unable to cope with market changes and, accordingly, is forced to abandon outdated structural forms of organization. Every few years, the structure of the organization, procedures for approving decisions, etc. change. At the same time, the possible negative consequences of reorganizations are weakened, as a rule, as a result of changes in individual functions not simultaneously, but in different time. The practice of constant reorganization, for example at IBM, shows that the benefits associated with this system are enormous. The system allows you to reshuffle the structure of the organization, strengthening it or removing unnecessary things from it, as well as providing the opportunity for many people to expand their professional experience. The most important thing is that it is possible to get rid of the “glues” that inevitably accumulate in any organization, including solving the problem of identifying employees who have reached the level of their own incompetence, and ensuring the emergence of new initiatives;

conducting public opinion polls (usually twice a year);

formation of remuneration in two components - in the form of a fixed salary and a variable part. The variable portion represents a commission as a percentage of the volume of products sold and services rendered by IBM, as well as a bonus for achieving previously established goals;

implementation of a policy of guaranteed employment. Skillful maneuvering of human resources (through early retirement of workers, constant retraining of personnel and redistribution work force between different departments to avoid the need for dismissal);

stimulating personal initiative of employees in solving common problems and constancy of rules of behavior in the company;

trust in individual employee company managers;

development of collective methods for solving problems, sharing success among employees who are interesting from the point of view of creating an organizational environment that attracts the best people in their profession to the corporation,

ensuring freedom for specialists in determining ways to achieve the company’s goals, taking into account its potential and in making appropriate decisions;

selection of new managers from among the company’s employees, rather than searching for them on the side.

creating an entrepreneurial climate through the use of project teams as the main structural unit of the company. These groups, made up of scientists, doctors and businessmen, are led by leaders responsible for setting goals and achieving them;

subsidizing background service units - in-house and external ( Sport halls, discos, etc.).

Organizations will always achieve stability and efficiency if the culture of the organization is adequate to the technology used. Regular formalized (routine) technological processes ensure stability and efficiency of the organization when the culture of the organization emphasizes centralization in decision making and restrains (limites) individual initiative. Irregular (non-routine) technologies are effective when they are imbued with an organizational culture that supports individual initiative and reduces control.

Creating and maintaining culture

Some organizational cultures may be a direct or indirect result of the activities of company founders. However, this is not always true. Sometimes founders create a weak culture, and in order for the organization to survive, it is necessary to bring in a new senior leader who will lay the foundations of a strong culture.

How organizational cultures are created

Although organizational cultures can be formed in different ways, the process usually involves the following steps in some form.

1. A certain person (founder) decides to create a new enterprise.

2. The founder brings in one (or more) key individuals and creates a core group that shares the founder's ideas. Thus, everyone in the group believes that these ideas are good, that they can be worked on, that they can take risks, and that they are worth spending time, money and energy on.

3. The core group begins to act to create the organization, raising the necessary funds, obtaining patents and licenses, registering the company, determining its location, renting premises, and so on.

4. At this time, others join the organization and its history begins to take shape.

Maintaining culture through socialization

Once an organizational culture is established and begins to develop, certain measures can be taken to reinforce the core values ​​and make the culture self-sustaining.

Selection new employees . The first step comes down to carefully selecting candidates for employment. Using standardized procedures and focusing on specific personality traits associated with high performance, trained interviewers interview all candidates and try to weed out those whose personality traits and belief systems do not fit the organization's culture. There is ample evidence that employees who have a realistic view of a company's culture before they are hired (called a realistic view of the job, or RJV) perform better.

Introduction V job title . The second step is taken after recruitment, when the candidate occupies the relevant position. Newly hired employees are exposed to a variety of influences that are carefully planned and designed to make newcomers think about the company's norms and values ​​and whether they can accept them. In particular, in many companies with strong cultures, there is an unwritten rule of giving new hires more work than they can handle. Sometimes these tasks are below the employee's capabilities. The goal is also to teach the newcomer to submit. Such experiences may make him feel vulnerable and create some emotional dependence on his colleagues, which will promote greater group cohesion.

Mastery necessary For work skills . After the new employee survives the first " culture shock", the next step is to acquire the skills needed for the job. This is usually achieved through the acquisition of intensive and focused experience on the job. For example, in Japanese firms accepted employees, as a rule, pass learning programs for several years. As they progress through the ranks, their performance is assessed appropriately and they are assigned additional responsibilities based on their progress.

Measurement And reward production activities . The next stage of socialization consists of a scrupulous analysis, assessment of the results of workers’ work and appropriate remuneration for each. Performance review and reward systems must be comprehensive and consistent; In addition, attention should be focused on those aspects of the business that are most critical to competitive success and closely related to corporate values.

The most important production indicators are linked to these main factors, and employee performance is assessed in accordance with them. Promotion and bonus systems depend primarily on success achieved in these three areas. Typically, in companies with strong organizational cultures, individuals who violate accepted norms, such as those who overstep competitive boundaries or treat subordinates harshly, are punished. Usually this is a hidden punishment - moving to a new, less attractive place of work.

Commitment main values companies . The next step is to carefully cultivate commitment to the company's core values. Identifying with these values ​​helps employees come to terms with the sacrifices they make to become members of the organization. They are taught these values ​​and the belief that the company will not do anything to harm them. The organization, however, tries to justify these costs by linking them with higher human values, for example, serving society - with improving the quality of products and/or services.

Spreading different stories And folklore . The next step is to spread organizational folklore. This means telling stories that justify the organizational culture and explain why the company does things the way they do. One of the most popular forms of folklore are stories with morals, which the company wants to reinforce. For example, in the company Procter & Gamble The story of an outstanding manager is very popular trademark, who was fired for exaggerating the quality of a certain product. The moral of the story is that professional ethics should be more important than money.

Confession And promotion . The final step is to recognize and promote employees who do their jobs well and can be role models for those hired into the organization. By highlighting such people as winners, the company encourages other employees to follow their example. Similar role models in companies with a strong organizational culture, they are considered the most effective and ongoing form of staff training.

Changing organizational culture

Sometimes an organization decides that its culture needs to change. For example, external environment has undergone such major changes that the organization either must adapt to new conditions, or it will not be able to survive. However, changing an old culture can be extremely difficult; there is even an opinion that it is impossible to do this. Easily predictable difficulties relate to the skills acquired by employees, to personnel, to relationships, to the division of roles and organizational structures, which together support and ensure the functioning of traditional organizational culture.

Although there are significant obstacles and resistance to change, culture can be managed and even changed over time. Attempts to change culture may take various shapes. Some help can be provided simple recommendations, such as developing a sense of history, creating a sense of unity, developing a sense of belonging to the organization, and establishing a constructive exchange of views among its members.

Moreover, organizations that want to change their culture should not abandon their roots and blindly copy so-called “successful” or “great” companies.

Conclusion

Organizational culture is a set of core beliefs that are communicated to all new employees as the right way perceptions of what is happening, way of thinking and everyday actions. TO important characteristics organizational culture include accepted models behaviours, norms, dominant values, philosophies, rules and organizational climate.

Although all members of an organization support the organizational culture, not everyone does so to the same extent. An organization may have a dominant culture and subcultures. The dominant culture is represented by the core values ​​that are shared by the majority of members of the organization. A subculture is a set of values ​​shared by a small percentage of an organization's employees.

Some organizations have strong cultures and some have weak cultures. The strength of culture depends on sharing and intensity. Shareability refers to the degree to which members of an organization share its core values. Intensity is determined by the degree of dedication of the organization's employees to these values.

Culture is typically created by the company's founder or senior executive, who forms a core group united by a common vision for the future. This group works together to create the cultural values, norms and climate necessary to realize their vision of the future. To maintain this culture, companies typically take a number of steps, which include: carefully selecting candidates for employment; on-the-job experience that introduces newcomers to the organization's culture; mastering the skills necessary for work; close attention to assessing labor results and remunerating the activities of each employee; fostering commitment to the core values ​​of the organization; reinforcing corporate history and folklore and, finally, recognizing and promoting employees who do their jobs well and can serve as an example for new personnel in the organization.

In some cases, organizations find that they must change their culture in order to successfully compete or even simply survive in their environment.

Bibliography

1. "Personnel Management" edited by T.Yu. Bazarova, Moscow 1998

2. E.A. Smirnov "Fundamentals of Organization Theory", Moscow 1998

3. "Social theories organizations" Dictionary, Moscow 2000

4. B.Z. Milner "Organization Theory", M., 1999

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