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 managerial activity, 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 top 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. The degree of preference for group or individual forms 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 requirements 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 symbolic figures and images of leaders who embody 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. Combination of directives and indirect ways formation of 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. Are being developed special programs professional and managerial career in the organization.

It is assumed that the creation of a climate suitable for motivation largely depends on the managerial staff. Required condition- training and career planning is carried out "cascade", i.e. 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: culture of working conditions, culture of means of labor and 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 is a standard event held in certain time and for a special occasion.

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

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

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

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

slogans are the invocations short form reflecting 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. Firstly, it consists of local subcultures of individual units or social groups that exist under the "roof" 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 local cultures 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 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;
• availability of cheap and sufficient 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.

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Organizational culture has a certain structure. The knowledge of organizational culture begins with the first "superficial" or "symbolic" level, including such visible external facts as the applied technology and process architecture, the use of space and time, observed behavior, language, slogans, etc., or whatever that can be felt and perceived through the human senses. At this level, phenomena are easy to detect, but not always decipherable and interpretable in terms of organizational culture.

At the second level, the values ​​and beliefs shared by the 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 desire of people.

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

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

Table 14.1.

Characteristics of organizational culture

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 prevailing culture in the entire organization and the culture of its parts. Different subcultures can coexist under the roof of one common culture, but there can 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 focus points;

management response to critical situations;

attitude to work and style of behavior of managers;

criteria base for encouraging employees;

the criteria 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 individuals who have 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.

Levels of study of organizational culture.

Schematically, a three-level study of organizational culture can be represented as follows.

Figure 1.1. Levels of studying the organizational culture of the company

In accordance with which of these levels are studied, there is a division of organizational culture into subjective and objective.

Subjective organizational culture comes from assumptions shared by employees, expectations, group perception of the organizational environment with its values, norms and roles that exist outside the individual. This includes some elements of symbolism, stories about the organization and its leaders, myths, taboos, rites, rituals, language of communication, slogans. Subjective organizational culture serves as the basis for the formation of a management culture, i.e. leadership and decision-making styles, delegation of authority and participation in management, relationships with customers and suppliers, personnel motivation systems, etc.

Objective organizational culture is usually associated with the subject environment of the organization, natural conditions, a feature of the architecture and design of the company building, equipment, furniture, communications, infrastructure, roads, parking lots, cafeterias, etc. They reflect the organizational culture to the extent that they reflect its core values ​​and beliefs and, therefore, can be changed in accordance with these values. For example, not always harsh climatic conditions and the complexity of erecting architectural masterpieces indicate the wretchedness of the organizational culture of firms located in such natural areas. A rather unpretentious design can hide deep content.

Functions of organizational culture

At the same time, the total set of organizational culture functions remains unchanged and includes the following functions:

1. Cognitive . This function allows the employee to realize within the organizational culture such personal motives as curiosity, a tendency to analyze and scientific research, the desire to better understand one’s world and one’s purpose in it, to determine one’s place and status in a certain group of people, to know one’s “I”, one’s strengths and weaknesses, etc.

2. Value-forming . Its purpose is to form people's views and attitudes towards the meaning of life and the correct understanding of the values ​​that the world around a person offers. The plurality of value systems and susceptibility to any kind of influence sometimes force a person to abandon positive universal human values ​​and ideals, to choose inhuman, rude, inhumane, acquisitive or immoral value orientations. Personal values ​​are genetically derived from the values ​​of social groups. The choice and assimilation of values ​​by a person passes through a sense of his identity, belonging to one or another small group. These small groups can serve as a kind of filter, speeding up, slowing down or even hindering the development of values.

3. Communication. Through the learned values, norms of business conduct and ethics of communication, the establishment and use of effective communication flows are carried out, ensuring mutual understanding, interaction and uniformity in the analysis and evaluation of any type of information, any type of activity. By developing effective communications, the involvement of each employee in the affairs of the organization, in the problems it solves, is enhanced. This function allows you to satisfy the natural and Lately very urgent need for information.

4. Normative and regulatory. This function, due to its integration orientation, leads to the identification of employees with the organization, sets the regulatory norms for the behavior of employees, making this behavior predictable and manageable. It is thanks to the development of this function that such an attitude to work is born, which leads not only to job satisfaction, but to commitment to the organization as a whole. The normative-regulated function allows you to control the forms of behavior and perception, developing the most appropriate from the point of view of a given organization.

5. Motivating. Belonging to a strong organizational culture is in itself a powerful incentive to increase productivity, the desire to act in the interests and benefit of your organization. A high mission, great goals, exemplary friendly relations, a well-thought-out system of material and social incentives, a democratic style and management procedures, being parts of the organizational culture, have a huge motivating effect on the work of the enterprise's personnel.

6. Innovative. This is an external function that helps the organization survive in a competitive environment, take a leading position in the economy. It is based on a system of goals focused on customer needs, willingness to take risks and implement innovations, and social responsibility. Its result is the creation of a positive image of the organization and the achievement of high prestige both among suppliers and consumers. 7 . Stabilization . This function consists in the development of a system of social stability in the organization, the achievement of a common agreement on the basis of the unifying action of the most important elements of culture, and the growth of team cohesion.

Basic properties of organizational culture.

1. Like any developing culture, organizational culture has the property of 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.

Fast-growing organizations are focused, as a rule, on the successful achievement of their goals. The priorities of the organizational culture of such enterprises are: professional competence, self-confidence and self-confidence, desire for self-improvement, "equality of chances" when moving up the career ladder, reliability and speed of information, high quality requirements. Achievements of employees must be taken into account and paid. All this gives rise to job satisfaction, commitment to the organization and its organizational culture. In order to contribute to the successful growth of such a fast-growing enterprise, the organizational culture must have increased dynamism, flexibility and high ability to change. Slowly growing organizations are guided, as a rule, by bureaucratic norms and values, primarily by power and status, self-affirmation, hierarchy, and unity of command. Such a bureaucratic culture can exist for quite a long time without changes and movement forward, until some really serious contradictions blow it up.

2. 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.

3. The elements that make up the organizational culture are strictly structured, hierarchically subordinated and have their own degree of relevance and priority. We will explore this relationship later.

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

5. Heterogeneity. Within an organizational culture, there can be many local cultures, reflecting the differentiation of culture by levels, departments, divisions, age groups, national groups, etc., called subcultures. There are, as a rule, countercultures that reject the overall organizational culture, or any of its elements. A subculture can be in the same dimension as the dominant organizational culture, or create in it, as it were, a second dimension. The first type of relationship includes, for example, the subculture of the central office of management, the culture of the environment of the president of the company, top managers, etc. In the second case, the core values ​​of the dominant culture are accepted by members of one of its groups at the same time as a separate set for themselves of other, as a rule, not conflicting values. This can be observed at the periphery of the organization or in territorial bodies management. Subcultures are usually a consequence of the problems and experiences that the units of the organization have gone through. Countercultures can be in direct opposition to the dominant culture, in opposition to the structure of power and control, or in opposition to certain elements of the overall organizational culture, its structural components, norms of relationships, values, etc.

6. Separability is another the 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 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 have norms and values, goals, codes and other structural elements of organizational culture. Moreover, such influence is not violent, coercive, but is based on the voluntary and natural acceptance by employees of the OK postulates as their own.

Factors affecting the degree of sharing of organizational culture by its members can be called:

1. Recruitment and selection of personnel, taking into account its compliance value orientations and goals to the norms of organizational culture.

2. Social prospects, economic success and stability of the enterprise, creating confidence in the staff in the future, confirming the correctness of the chosen course and giving rise to commitment to their organization, its organizational culture.

3. A small (within the framework of objective necessity) fluidity, since a short stay in the organization does not allow a person to realize and master the elements of organizational culture.

4. Compliance with the goals of the enterprise and the goals of the employee, primarily for the most complete satisfaction of the needs of both, enshrined in the main elements of the organizational culture.

5. The presence in the organization of a package of effective measures and methods for introducing and maintaining organizational culture, such as intra-organizational training, methods of personnel socialization, learning systems, rational

motivational system and other reward systems. Sharing organizational culture is the basis for the growth of staff cohesion. There is an opinion that the main elements of the culture of the organization are accepted by its members without evidence, they seem to go without saying. Such a statement is true only for personnel with a sufficiently high degree of separability. But it would be wrong to say that only such personnel work at the enterprise. Therefore, the question of proving the right to life of a particular culture is, and sometimes quite acutely.

7. The property of the adaptability of organizational culture lies in its ability to remain stable and withstand negative influences, on the one hand, and organically merge into positive changes without losing its effectiveness, on the other hand. This property directly depends on such characteristics as the strength of culture. Strength is a function of three parameters:

Separability - i.e. the number of employees sharing a given organizational unit. culture (see previous property);

Volumetrics - i.e. elaboration and concretization of the elements of organizational culture in depth, height and width, if we appeal in mathematical terms. This parameter reflects how large the number of the most important assumptions, attitudes and value orientations given to employees, how specific and deep they are developed in the organization, how clear they are to employees and how high the requirements for their implementation are;

Flexibility - i.e. creation of a mechanism for regular audit and adjustment of the parameters of culture as the goals are achieved, new benchmarks appear, innovations are introduced, forms and methods of management develop.

The stronger the organizational culture, the more easily it resists attempts to destroy it from outside. external forces or countercultures, and the easier it is for such a strong culture to adapt to any kind of change. A strong culture is the pride of the staff; it is open, alive, indisputable, easily recognizable. Participation in such a culture in itself becomes a powerful tool for motivating staff, meeting their needs for success, self-realization, achieving goals, morality, a high culture of business relations, and constant movement forward. Personnel in such a culture require constant self-actualization, improvement and development of their abilities, a desire not only to proclaim norms and values, but also to actually follow them in their development.

Formation of organizational culture

Figure 1.2. The process of creating the organizational culture of the company

The process of forming organizational culture involves the following approaches:

Internal approach - involves the choice of a mission related to production or service, the definition social mission, the principles of personnel selection, the orientation of the internal culture of the organization to meet the needs of its members;

Cognitive approach (providing knowledge ) - focuses on career planning and staff development, including the lowest levels of the hierarchy, on the existence of a system of proposals for improving the activities of the organization and each of its members, on a strategic focus, informal leadership models;

Symbolic approach - implies the presence in the organization of a special language, symbolic 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 motivating employees. A firm may pay its employees the same or higher than 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 - training and career planning - is carried out "cascade", i.e. from the very top of the hierarchical pyramid down without skipping a single level.

Similar information.

Introduction

Considering organizations as communities having a common understanding of their goals, meaning and place, values ​​and behavior, gave rise to the concept of organizational culture. The organization forms its own image, which is based on specific quality products and services provided, rules of conduct and moral principles employees, reputation in the business world, etc. This is a system of ideas and approaches generally accepted in the organization to the formulation of the case, to the forms of relations and to the achievement of performance results that distinguish this organization from all others.

The relevance of the topic is due to the fact that modern market economy characterized high level competition, it is no longer enough to have a prestigious diploma, you also need to be a leader and a professional, and have charisma, be a cultured person and strive for development, while the organization must be different from all others, have its own culture. Organizational culture is the shell of any enterprise. Determining the state social system, in which all factors of production are converted into final results, the organizational culture of an enterprise is the most important management tool that underlies the construction of any economic model of activity.

Organizational culture is a new field of knowledge that is part of the management sciences series. She also stood out from the relatively new area knowledge - organizational behavior, which studies the general approaches, principles, laws and patterns in the organization.

The main goal of organizational behavior is to help people perform their duties in organizations more productively and get more satisfaction from this.

To achieve this goal, it is required, among other things, to form the value orientations of the individual, organization, relationships, etc. It's about about norms, rules, or standards, on organizational behavior. All behavior must be judged or self-evaluated by the most socially progressive standards. This is a fairly large area of ​​application of forces for both theorists and practitioners. The relevance of the study and application of such norms, rules and standards is undeniable. As a result, a new scientific direction emerged from organizational behavior - organizational culture, which will always be its integral part.

The purpose of the course work is to study the management of the organizational culture of a modern organization.

Tasks: to consider and analyze the concept, characteristics and effectiveness of organization management, to study the formation of organizational culture.

Organizational culture as an element of organization management

The concept and characteristics of organizational culture

New economic conditions, dynamism of external conditions, increase educational level personnel and civic maturity of employees, the change in motivation contributed to the development of organizational culture and required management to revise traditional management theories and methods based on them for regulating labor behavior and motivation.

Management services have changed their attitude to the culture of the organization and began to use it more actively as a factor in increasing competitiveness, production efficiency and management.

Culture is developed and changed in the process of human activity. People are carriers of corporate culture. However, in corporations with a well-established corporate culture, it sort of separates from people and becomes part of the corporation, influencing the behavior of employees.

Emphasizing the importance teamwork or hard work, entrepreneurial spirit or loyalty to their organization, discipline or aggressive focus on competition, the narrators of such stories are often able to very accurately and in a concentrated form express the dominant atmosphere that reigns in the organization, which is called the organizational culture Tomilov V.V. Culture of entrepreneurship / V.V. Tomilov. St. Petersburg: Piter, 2000. 368 p.

Considering organizations as communities with common understanding their goals, meanings and places, their values ​​and behavior, brought to life the concept of organizational culture. Organizational culture is "philosophical and ideological ideas, values, beliefs, beliefs, expectations, norms that bind the organization into a single whole and are shared by its members.

Culture gives meaning to many of our actions. Therefore, it is possible to change anything in people's lives only if this significant phenomenon is taken into account. Culture is formed over years and decades, so it is inertial and conservative. And many innovations do not take root only because they contradict those mastered by people. cultural norms and values.

Organizational culture is an acquired meaning system, transmitted through natural language and other symbolic means, that perform representative, directive and affective functions and are capable of creating a cultural space and a special sense of reality.

By acquiring individual and personal experience, employees form, maintain and change their semantic systems, which reflect their attitudes to various phenomena - the mission of the organization, planning, motivational policy, productivity, labor quality, etc. Such coordinate systems are not obvious and rarely completely coincide with the declared goals, but very often they determine behavior to a greater extent than formal requirements and rules. What a manager or any member of an organization does is largely a function of the totality of his ideas about the world around him. In extreme cases, these coordinate systems work against organizational goals and, by expanding or limiting the range of behavioral and cognitive capabilities of workers, reduce the effectiveness of collective activity.

Thus, organizational culture defines a certain system of coordinates that explains why the organization functions in this way and not otherwise. Organizational culture can largely smooth out the problem of harmonizing individual goals with the overall goal of the organization, forming a common cultural space, which includes the values, norms and behavioral models shared by all employees.

In a broad sense, culture is a mechanism for reproducing social experience that helps people live and develop in a certain climatic, geographical or social environment, while maintaining the unity and integrity of their community. Of course, the need to reproduce the acquired and borrowed social experience is also relevant for the organization. However, until recently, the processes of formation of organizational culture proceeded spontaneously, without attracting the attention of either the subject of organizational power or researchers E.P. Tretyakova. Theory of organization: textbook. allowance / E.P. Tretyakov. M.: KNORUS, 2008. 224 p.

As already noted, organizational culture is understood as a set of norms, rules, customs and traditions shared and accepted by the employees of the organization. It is quite obvious that if the culture of an organization is consistent with its overall purpose, it can become an important factor organizational efficiency. Therefore, modern organizations consider culture as a powerful strategic tool that allows all departments and individuals to focus on common goals, mobilize the initiative of employees and ensure productive interaction. In other words, we can talk about organizational culture only when top management demonstrates and approves a certain system of views, norms and values ​​that directly or indirectly contribute to the achievement of the strategic objectives of the organization. More often than not, companies develop a culture that embodies the values ​​and behaviors of their leaders. In this context, organizational culture can be defined as a set of norms, rules, customs and traditions that are supported by the subject of organizational power and set general framework behavior of employees, consistent with the strategy of the organization.

Organizational culture includes not only global norms and rules, but also the current regulations of activity. It may have its own characteristics, depending on the type of activity, form of ownership, position in the market or in society. In this context, we can talk about the existence of bureaucratic, entrepreneurial, organic and other organizational cultures, as well as organizational culture in certain areas of activity, for example, when working with clients, staff, and so on.

For example, the organizational culture of IBM Corporation in work with personnel is most clearly manifested in the following principles:

1) Transferring 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;

2) Engagement of high-class specialists with a fairly independent and independent mindset;

3) Creation by the administration of the priority of trust and support of specialists over the control of their activities;

4) Division into cells, the functioning of each of which can be autonomously provided by one person;

5) Carrying out permanent structural changes;

6) Regular surveys;

7) Financial incentives based both on indicators individual activities, and on the results of the work of the organization as a whole;

8) Carrying out a policy of guaranteed employment, in which even in conditions of economic downturns, the organization makes every effort to maintain the number of staff;

9) Stimulating the personal initiative of employees in solving common tasks and constancy of the rules of conduct in the firm;

10) Trust in individual employee companies by managers;

11) Development collective methods problem solution;

12) Career planning, in which the selection of managers for new or vacant positions occurs from among the company's employees;

13) Providing employees with a wide range of social services.

People are the carriers of organizational culture. However, in organizations with a well-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 impact on employees, modifying their behavior in accordance with the norms and values ​​that form its basis.

Since culture plays a very important role in the life of an organization, it should be the subject of close attention from the leadership. The management of large organizations has enough resources and means to influence the formation and development of organizational culture, but they do not always have enough knowledge of how to analyze and change it in the desired direction.

Next, we consider the main characteristics of the organization. In any of McDonald's restaurants, no matter in which country of the world it is located, you can see a familiar atmosphere, an identical menu - all these are components of the image of one of the most successful organizations in the world. The success of this company is due not only to the taste of food, but also a strong organizational culture Spivak VA Corporate culture / VA Spivak St. Petersburg: Peter, 2001. Every employee of the company is well acquainted with the norms of behavior adopted in it. High quality, qualified service and cleanliness - these are the main conditions for success. Do not compromise the company, use only the best ingredients for cooking - that's fundamental principles companies.

This corporate culture was formed by R. Kroc, who headed the company until 1984. After his death, the company's position on the market remains stable. Today's leaders, fully imbued with the philosophy of R. Kroc, usually come to decisions that are in many ways similar to those that Kroc took during his leadership. This largely explains the phenomenon of McDonald's, which symbolizes stability and harmony.

Corporate culture is an elusive, intangible, unexpressed category, the existence of which does not require proof. Every organization develops a set of rules and regulations that govern the day-to-day behavior of employees in their workplace. Until newcomers learn these rules of conduct, they will not be able to become full-fledged members of the team. Following them is encouraged by the administration with appropriate rewards and promotions. For example, it is no coincidence that employees of the Disney company are perceived by everyone as charming, always fit and smiling people. This is the image of the company, supported by all its employees. That is why it is quite obvious that, having received a job in a company, employees will try to behave in accordance with the rules that are accepted in it.

According to modern theoretical approach, an organization like any social group, has its own rules of conduct, roles. rituals, heroes, values. The culturological approach considers both the organization and its members as carriers of common values ​​and performers of common tasks. Like citizens of one country, workers must contribute to the growth and prosperity of their organization. On the other hand, they also enjoy the fruits of this prosperity. Thus, the productivity of the members of an organization and their morale are inseparable.

Every organization has its own culture. Corporate culture is similar personal characteristics of a person: it is a kind of intangible, but always present image that gives meaning, direction and basis to its life activity. Corporate culture is shared by all the values, ideas, expectations, norms acquired as you enter the company and during your work in it. Just as character influences human behavior, organizational culture influences the behavior, opinions, and actions of people in a company. Corporate culture determines how employees and managers approach problem solving, serve customers, deal with suppliers, respond to competitors, and how they generally operate now and in the future. It determines the place of the organization in the world around it, personifies those unwritten laws, norms and rules that unite the members of the organization and bind them together.

Corporate culture develops over time like national or ethnic cultures and in the same way develops its values ​​and behavioral norms. Certain behaviors are supported in some organizations and rejected in others. Some organizations, for example, create an "open" culture where it's okay to question everything and come up with new ideas. original ideas. In others, novelty is not supported and communication is kept to a minimum. It is more pleasant for someone to work in an organization with a “closed” culture: a person comes to work, does his job individual task and returns home to his personal life, unrelated to work, someone needs a family-type organization in which personal life and work are closely connected.

An organization usually creates traditions and norms that contribute to its corporate culture Milner B.Z. Theory of organization: textbook / B.Z. Meilner. M.: INFRA-M, 2008. 864p. For example, the award ceremony for distinguished employees affirms the value of hard work and creativity in the organization. In many companies, it is a common tradition on Fridays not to wear a jacket and tie to work, but to come in looser clothes, which helps to create an atmosphere of informal communication and rapprochement of the team. In other organizations, this is even impossible to imagine: all members of the work team adhere to formal rules in clothing, which, in turn, leaves an imprint on the forms of communication.

Corporate culture determines the degree of risk that is acceptable in an organization. Some companies reward an employee who strives to experience new idea, others are conservative, they prefer to have clear instructions and guidance when making any decision. Attitude towards conflict is another indicator of corporate culture. In some organizations, conflict is considered constructive and viewed as component growth and development, in others - they seek to avoid conflicts in any situations and at any organizational levels.

There are many approaches to highlighting various aspects that characterize and identify the culture of an organization, both at the macro level and at the micro level. Thus, S.P. Robbins proposes to consider corporate culture on the basis of the following 10 criteria: personal initiative, i.e. the degree of responsibility, freedom and independence that a person has in an organization; degree of risk, i.e. employee's willingness to take risks; direction of action, i.e. the establishment of clear goals and expected results by the organization; coordination of actions, i.e. the position in which units and people within the organization interact in a coordinated manner; management support, i.e. ensuring free interaction, assistance and support to subordinates from management services; control, i.e. a list of rules and instructions used to control and monitor the behavior of employees; identity, i.e. the degree of identification of each employee with the organization; remuneration system, i.e. the degree of accounting for the performance of work, the organization of a reward system; conflict, i.e. willingness to openly express one's opinion and go into conflict; interaction patterns, i.e. the degree of interaction within the organization.

Evaluating any organization according to these criteria, you can make complete picture organizational culture, against which the general idea of ​​employees about the organization is formed.