Introduction

Viewing organizations as communities sharing a common understanding of their purpose, meaning and place, values ​​and behavior has given rise to the concept organizational culture. The organization forms its own image, which is based on specific quality products produced and services provided, rules of conduct and moral principles of employees, reputation in the business world, etc. This is a system of generally accepted ideas and approaches in the organization to the organization of business, to the forms of relationships 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 by a high level of competition, it is no longer enough to have a prestigious diploma, you also need to be a leader, a professional, and have charisma, be a cultured person who strives for development, the organization must be different from all others, have its own culture. Organizational culture is the shell of any enterprise. Defining the state social system, within the framework of which all factors of production are transformed 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 series of management sciences. It also emerged from a relatively new field of knowledge - organizational behavior, which studies general approaches, principles, laws and patterns in an organization.

The main goal of organizational behavior is to help people perform their responsibilities in organizations more productively and derive greater satisfaction from it.

To achieve this goal, it is necessary, among other things, to form value systems of the individual, organization, relationships, etc. We are talking about norms, rules, or standards on organizational behavior. All behavior must be assessed or self-assessed according to the most socially progressive standards. This is a fairly large area of ​​application of effort for both theorists and practitioners. The relevance of studying and applying 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.

Purpose course work is the study of managing the organizational culture of a modern organization.

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

Organizational culture as an element of organization management

Concept and characteristics of organizational culture

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

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

Culture is developed and changed in the process of human activity. The bearers of corporate culture are people. However, in corporations with an established corporate culture, it seems to be separated from the people and becomes part of the corporation, influencing the behavior of employees.

Emphasizing the importance of teamwork or hard work, entrepreneurial spirit or loyalty to one's organization, discipline or an aggressive focus on competition, the tellers of such stories are often able to very accurately and in a concentrated form express the dominant atmosphere prevailing in the organization, which is called organizational culture Tomilov V. IN. Culture of entrepreneurship / V.V. Tomilov. St. Petersburg: Peter, 2000. 368 pp..

Viewing organizations as communities sharing a common understanding of their purpose, their meaning and place, their values ​​and behavior, gave rise to the concept of organizational culture. Organizational culture is “philosophical and ideological ideas, values, 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 by taking this significant phenomenon 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 what people have mastered cultural norms and values.

Organizational culture is the acquired meaning systems conveyed through natural language and other symbolic means that perform representational, directive, and affective functions and are capable of creating a cultural space and a distinct sense of reality.

By acquiring individual and personal experience, employees form, preserve and change their semantic systems, which reflect their relationships to various phenomena - the organization’s mission, planning, motivational policy, productivity, quality of work, etc. Such coordinate systems are not obvious and are 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 beliefs about the world around him. In extreme cases, these frames of reference 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 sets a certain frame of reference that explains why the organization functions in this particular way and not in another way. Organizational culture allows us to significantly smooth out the problem of coordinating individual goals with the overall goal of the organization, forming a common cultural space, which includes values, norms and behavioral patterns 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, preserving the unity and integrity of their community. Of course, the need to reproduce 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. Tretyakov. Organization theory: textbook. allowance / E.P. Tretyakov. M.: KNORUS, 2008. 224 pp..

As already noted, organizational culture is understood as a set of norms, rules, customs and traditions shared and accepted by employees of the organization. It is clear that if an organization's culture is aligned with its overall purpose, it can be an important factor in organizational effectiveness. Therefore, modern organizations view culture as a powerful strategic tool that allows them to focus all departments and individuals on common goals, mobilize employee initiative and ensure productive interaction. In other words, we can talk about organizational culture only in the case when top management demonstrates and approves a certain system of views, norms and values ​​that directly or indirectly contribute to the implementation strategic objectives organizations. More often than not, companies develop a culture that embodies the values ​​and behavioral styles 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 define general framework employee behavior consistent with the organization's strategy.

Organizational culture includes not only global norms and rules, but also current regulations. 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, etc.

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

1) 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;

2) Attracting high-class specialists with a fairly independent and independent way of thinking;

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

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

5) Carrying out permanent structural changes;

6) Regular surveys;

7) Material incentives based both on individual performance indicators and on the results 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 personnel;

9) Stimulating the personal initiative of employees in solving common problems and the constancy of the rules of behavior in the company;

10) Trust in individual employee company 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.

The bearers of organizational culture are people. 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 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 management. 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 it and change it in the desired direction.

Next, we will look at the main characteristics of the organization. In any McDonald's restaurant, no matter what country in the world it is located, you can see a familiar environment, 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 explained not only by the taste of the food, but also a strong organizational culture Spivak V. A. Corporate culture / V. A. 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 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 formed by R. Kroc, who headed the company until 1984. After his death, the company’s position in 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 made 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 presence of which does not require proof. Every organization develops a set of rules and regulations that govern the daily behavior of employees in their workplace. Until newcomers learn these rules of behavior, 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 Disney employees are perceived by everyone as charming, always fit and smiling people. This is the company's image, 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 adopted in it.

According to modern theoretical approach, an organization, like any social group, has its own rules of behavior and roles. rituals, heroes, values. The cultural 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 organizational members and their morale are inseparable.

Every organization has its own culture. The corporate culture is similar personal characteristics person: this is a certain intangible, but always present image that gives meaning, direction and the basis of her life. Corporate culture is the values, ideas, expectations, and norms shared by everyone, acquired as they enter the company and during their time working in it. Just as character influences a person's behavior, organizational culture influences the behavior, opinions, and actions of people in a company. Corporate culture determines how employees and managers approach problems, serve customers, deal with suppliers, respond to competitors, and how they generally conduct their business now and in the future. It determines the organization’s place in the surrounding world, 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 models of behavior are supported in some organizations and rejected in others. Some organizations, for example, create an “open” culture in which it is okay to question everything and come up with new, original ideas. In others, novelty is not supported and communication is kept to a minimum. Some people find it more pleasant 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, which has nothing to do with work, while 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. Organization theory: textbook / B.Z. Meilner. M.: INFRA-M, 2008. 864 p.. For example, an 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 create an atmosphere of informal communication and bring the team closer together. In other organizations, this is even impossible to imagine: all members of the work team adhere to formal rules of dress, which, in turn, leaves an imprint on the forms of communication.

Corporate culture determines the degree of risk 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 guidelines when making any decision. Attitude towards conflict is another indicator of corporate culture. In some organizations, conflict is considered creative and is seen as component growth and development, in others, they strive to avoid conflicts in all situations and at any organizational levels.

There are many approaches to identifying various aspects that characterize and identify the culture of a particular organization, both at the macro and micro levels. Thus, S.P. Robbins suggests considering corporate culture based on 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. the employee's willingness to take risks; direction of action, i.e. establishment of clear goals and expected results by the organization; coordination of actions, i.e. the situation in which departments and people within the organization interact in a coordinated manner; management support, i.e. providing 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; reward system, i.e. the degree of accounting for work performance, organization of the incentive system; conflict tolerance, i.e. readiness to openly express one’s opinion and enter into conflict; interaction patterns, i.e. the degree of interaction within the organization.

By assessing any organization using these criteria, one can draw up full picture organizational culture, against the background of which is formed general idea employees about the organization.

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

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

Posted on http:// www. allbest. ru/

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 is beginning to emerge, based on rigorous research, that variations cultural values can have a significant impact on the turnover of employees in the organization and, possibly, on the performance of employees.

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 given geographical region and society as a whole and is affected 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 cultures 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 seen as creating effective business relations 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 - this is a stable system internal connections group, manifested in the 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 goal of corporate culture is to ensure 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. This is a macro approach to culture that expresses distinctive characteristic organizations.

Subcultures are developed in large organizations and reflect common problems, situations faced by employees, or experience in resolving them. They develop geographically or in separate units, vertically or horizontally. When one manufacturing division of a conglomerate has a unique culture that is different from other divisions of the organization, then a vertical subculture exists. 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, possible Negative consequences 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 an individual company employee on the part of 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 beliefs 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, the external environment has undergone such serious 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. Predictable challenges are related to the skills acquired by employees, the people, the relationships, the division of roles and the organizational structures that together support and enable 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 constructive exchanges 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

Posted on Allbest.ru

Similar documents

The nature of organizational culture. Homogeneity of culture. Strong and weak cultures. Creating and maintaining culture. How organizational cultures are created. Changing organizational culture. Organizational climate.

abstract, added 01/04/2003


Criteria for analysis and principles of organizational culture. Advantages and disadvantages current system changes in the culture of the organization. Recommendations for improving organizational culture and bringing it in accordance with the goals and objectives of the organization.

course work, added 04/18/2009


What is an organization? Analytical approach to organizational culture. Structure and content of organizational culture. Formation of organizational culture. The influence of culture on organizational effectiveness. Changing organizational culture.

course work, added 10/09/2006


The concept and essence of organizational culture. Main characteristics, types, tasks and classification of organizational culture. Features of organizational decision making. Operation of communication processes. The process of developing employee loyalty.

abstract, added 12/19/2008


Concept and sources of organizational culture. Multilevel model of organizational culture. Features and principles of organizational culture, structures and types. Change and recommendations for changing organizational culture. Culture management.

course work, added 11/02/2008


The concept of organizational culture, its elements. Objective and subjective aspects of organizational culture. Options for interaction between management and organizational culture. Analysis of organizational culture at Kommunenergo OJSC and proposals for its development.

course work, added 11/07/2013


The phenomenon of organizational culture, its research in science. Approaches to the study of organizational culture. The concept of organizational culture. Components of organizational culture. Maintaining and developing organizational culture. Organizational behavior.

abstract, added 01/18/2008


Concept, essence and types of organizational culture. Features of Russian organizational culture and ethics of Russian business. Subcultures within the organizational culture of enterprises. Culture management at OAO Sibneft. Making changes.

course work, added 11/30/2014


Structure, characteristics, functions and types of organizational culture, its impact on the organization and employee behavior. Formation, management and methods of transfer of organizational culture. Reasons for change and tools for improving the culture of the organization.

course work, added 05/15/2011


The concept of organizational culture, values ​​and norms. Approaches to the study of organizational culture. Methods for forming organizational culture. Formation of the ideology of organizational culture based on the sectoral approach in FermaStroyKomplekt LLC.

Annotation: The concept of organizational culture. Three levels of organizational culture according to E. Schein. Characteristics of organizational culture according to P. Harris and R. Moran. Organizational Culture Assessment (OCAI) and use of the results of its analysis. Formation and maintenance of organizational culture. Organizational rituals. National factors in organizational culture. G. Hofstede's model. Lane and Distefano model. Model U. Ouchi. Organizational development. Change management. Types of changes. driving forces changes. Resistance to change: forms, sources. Methods of overcoming resistance according to J. Kotter and L. Schlesinger.

Purpose of the lecture: consider the concept organizational culture, as well as approaches to its formation based on scientific research. Identify methods for overcoming resistance.

Most Western and Russian entrepreneurs have come to the understanding that the effective development of an organization is one in which a cohesive team has been created, hierarchical barriers have been eliminated, and everyone is maximally interested in the overall success, because it depends on it material well-being. The organization that has a developed organizational culture.

Direction " Organizational culture" is a field of knowledge included in the series of management sciences. It comes from the relatively new field of knowledge "Organizational Behavior", which explores the general approaches, principles, laws and patterns in the organization.

The main goal of organizational behavior is to help people perform their responsibilities in organizations more productively and gain greater satisfaction from doing so.

To achieve this goal, it is necessary, among other things, to determine the value systems of the individual, organization, etc. First of all, we mean norms, rules, or standards.

Each specific organizational behavior has its own organizational culture, which form a single whole.

Organizational culture is a set of norms, rules and standards accepted and supported in society and organizational relations. Thus, organizational relations are the interaction, opposition or neutral relationship of structural elements in the organization and outside it.

Thus, organizational culture, represents:

• the values ​​and norms learned and applied by members of the organization, which at the same time decisively determine their behavior;
• atmosphere or social climate in the organization;
• the dominant system of values ​​and behavioral styles in an organization.

Levels of organizational culture

According to the research of E. Schein, organizational culture must be considered from the perspective of three levels.

So, the first level is cognition organizational culture. At this level, a person learns the entire set of external factors that shape the culture of an organization.

At the second level, which is called “subsurface” or “organizational ideology,” a person begins to perceive the values, beliefs, and beliefs shared by all members of the organization through language, symbols, and behavior.

At the third level, “deep,” unconscious acceptance of hidden proposals occurs. For example, the attitude towards existence, the perception of space and time, the attitude of people towards work and each other, etc.

Characteristics of organizational culture according to F. Harris and R. Moran

According to the research of these scientists, organizational culture should be considered according to the following characteristics: (Table 30.1).

The organizational cultures defined above reflect and give meaning to the organizational culture. The organization's team, sharing faith and expectations, creates its own physical environment, develops a language of communication, performs actions that are adequately perceived by others and displays feelings and emotions that are accepted by everyone. All this helps employees understand and interpret the culture of the organization, i.e. give your meaning to events and actions.

OCAI Corporate Culture Assessment Tool is based on the theoretical model "Competing Values ​​Framework". Four dominant types of corporate culture emerge from this framework. The instrument was developed based on a review of empirical studies of 39 indicators that define a comprehensive set of measures of organizational effectiveness. As a result of these studies, the two most important indicators were identified and four core values ​​were formulated, representing opposing or competing assumptions. The tool is designed to assess the effectiveness of corporate culture and identify those aspects of it that the company would like to change, and examines those aspects that determine the foundation of the organization's culture.

Components organizational culture, on which the assessment is based:

1. External characteristics.
2. General leadership style in the organization.
3. Employee management.
4. The connecting essence of the organization.
5. Strategic goals.

Formation organizational culture

Process external adaptation and survival associated with the organization’s search and finding of its niche in the market and adapting it to the constantly changing external environment. This is the process of the organization achieving its own goals and interacting with external environment. As part of this process, issues related to the tasks being performed, methods for solving them, reactions to successes or failures, etc. are resolved.

In almost any organization, employees strive to take part in the following processes:

• determine in the external environment what is important and what is not;
• develop options for measuring achieved results;
• determine the reasons for success and failure in achieving goals.

It has been noticed that employees of the organization feel the need to develop acceptable ways of conveying information about their own capabilities, advantages and successes to representatives of the external environment.

Process internal integration represents the connection with establishing and maintaining effective work relationships between members of the organization. Essentially, it is the process of finding ways to work together and collaborate within an organization. The process of internal integration begins with defining oneself, which in a certain way applies both to individual groups (subcultures) and to the entire team of the organization as a whole.

Working with each other, members of the organization’s team strive to define for themselves the “organizational world” that surrounds them.

At almost all stages of an organization’s development, the managerial culture of its leader (personal faith, values, norms and behavior) in most cases determines the culture of the organization.

As previously defined, the formation of an organization's culture is associated with the external organizational environment:

• business environment in general and in the industry in particular;
• elements of national culture.

The adoption of a certain culture by an organization can be predetermined by the specifics of the type of economic activity in which it operates, with the characteristics of the market, consumers, etc.

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

The universality of organizational culture is expressed in the fact that it covers all types of 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 subject to necessity the best way adapt new employees to the existing culture in 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. Distinctive feature organizational culture in comparison with 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 stability of organizational culture is associated with such a general property of culture as the traditional nature 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, repeated event performed in certain time and on special occasions. 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 have a psychological impact on members of an 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 of 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 that exist under the “roof” general culture(they can specify 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.

Page 15 of 20

Main characteristics of organizational (corporate) culture.

In any McDonald's restaurant, no matter what country in the world it is located, you can see a familiar environment, 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 the food, but also to its strong organizational culture. Every employee of the company is well acquainted with the standards of conduct adopted in it. High quality, qualified service and cleanliness are the main conditions for success. Do not compromise the company, use only the best ingredients for cooking - these are the fundamental principles of the company.

This corporate culture was formed by R. Kroc, who headed the company until 1984. After his death, the company's position in 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 made 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 presence of which does not require proof. Every organization develops a set of rules and regulations that govern the daily behavior of employees in their workplace. Until newcomers learn these rules of behavior, 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 Disney employees are perceived by everyone as charming, always fit and smiling people. This is the company's image, 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 adopted in it.

According to the modern theoretical approach, an organization, like any social group, has its own rules of behavior and roles. rituals, heroes, values. The cultural 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 organizational members and their morale are inseparable.

Every organization has its own culture. Corporate culture is similar to a person’s personal characteristics: it is a certain intangible, but always present image that gives meaning, direction and the basis of its life activities. Corporate culture- these are the values, ideas, expectations, norms shared by everyone, acquired as they enter the company and during the time they work in it. Just as character influences a person's behavior, organizational culture influences the behavior, opinions, and actions of people in a company. Corporate culture determines how employees and managers approach problems, serve customers, deal with suppliers, respond to competitors, and how they generally conduct their business now and in the future. It determines the organization’s place in the surrounding world, 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 develops its values ​​and behavioral norms in the same way. Certain models of behavior are supported in some organizations and rejected in others. Some organizations, for example, create an “open” culture in which it is okay to question everything and come up with new, original ideas. In others, novelty is not supported and communication is kept to a minimum. Some people find it more pleasant to work in an organization with a “closed” culture: a person comes to work, completes his individual task and returns home to his personal life, which has nothing to do with work; others need a family-type organization, in which personal life and work is closely related.

An organization usually creates traditions and norms that contribute to its corporate culture. For example, a ceremony to recognize outstanding employees reinforces 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 create an atmosphere of informal communication and bring the team closer together. In other organizations, this is even impossible to imagine: all members of the work team adhere to formal rules of dress, which, in turn, leaves an imprint on the forms of communication.

Corporate culture determines the degree of risk acceptable in an organization. Some companies reward an employee who is eager to try a new idea, while others are conservative and prefer to have clear instructions and guidelines when making any decision. Attitude towards conflict is another indicator of corporate culture. In some organizations, conflict is considered creative and is seen as an integral part of growth and development, while in others, conflicts are sought to be avoided in all situations and at any organizational levels.

There are many approaches to identifying various aspects that characterize and identify the culture of a particular organization, both at the macro and micro levels. Thus, S.P. Robbins suggests considering corporate culture based on the following 10 criteria:

Personal initiative, i.e. the degree of responsibility, freedom and independence that a person has in an organization;

The degree of risk, i.e. the employee's willingness to take risks;

Direction of action, i.e. establishment of clear goals and expected results by the organization;

Coherence of actions, i.e. the situation in which units and people within the organization interact in a coordinated manner;

Management support, i.e. providing 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;

Reward system, i.e. the degree of accounting for work performance, organization of the incentive system;

Conflict tolerance, i.e. readiness to openly express one’s opinion and enter into conflict;

Patterns of interaction, i.e. the degree of interaction within the organization.

By assessing any organization according to these criteria, it is possible to create a complete picture of the organizational culture, against the backdrop of which employees’ overall perception of the organization is formed.