Federal State Treasury Educational Institution "Moscow Suvorov Military School"

Ministry of Defense of the Russian Federation

ORGANIZATIONAL CULTURE:

CONCEPTS, FUNCTIONS, STRUCTURE

methodological guide for teaching staff

educational institution

additional teacher

education Guryanov A.N.

Moscow

Introduction.

Organizational culture is a new field of knowledge, part of a series of management sciences. It also emerged from a relatively new area of ​​knowledge of organizational behavior, which studies general approaches, principles, laws and patterns in the organization.

Organizational culture is a set of socially progressive norms, rules and standards adopted and supported in the field of organizational relations. Recall that organizational relations are the interaction, opposition or neutral attitude of the elements of the organization inside or outside it.

The phenomenon of organizational culture has already won the recognition of scientists and practitioners around the world. It not only distinguishes one organization from another, but also determines the success of the company's functioning in the long term.

In the field of Russian industrial relations, the concept of organizational culture appeared relatively recently and, for various reasons, is not sufficiently studied, unlike Western business (I. Ansoff, M. Albert and F. Hedouri, G. Dessler, F. Lutens, M.Kh. Meskhon, E. Shane and others). At the same time, interest has recently been growing in the processes of formation of organizational culture in Russian companies and institutions, and in the study of the system of organizational relations, which are considered, first of all, as important components of achieving success in the production and management sphere.

The purpose of this methodological development is to familiarize employees of the organization with the concept, functions and structure of organizational culture, as well as the impact of organizational culture on the development of the organization.

1. History of organizational culture research.

Organizational culture research has a long history.

The emergence of the term "organizational culture" and its careful detailed study can be dated back to the 70s. 20th century This is due to the emergence of new business conditions, the growing uncertainty of the external environment, scientific and technological progress, the growth of staff education, and changes in employee motivation.

There are three schools of study of organizational culture that differ in understanding of its essence and direction of research.

"Behavioral" -representatives of this schoolthe study of organizational culture was based on the search and analysis of patterns of creation of common values, concepts, rules and norms of behavior by personnel in the course of their activities in the organization (for example, R. M. Cyert and J. G. March; D. Hampton)

"Efficiency School" -focused attentionon the influence of organizational culture on the effectiveness of organizations (T. Deal and A. Kennedy; Thomas J. Peters and Robert Waterman, and others).

"School of Modeling" -organizational culture is perceived as an independent object of research, models of its formation are developed, assessment methods are proposed, culture types are classified, etc. (E. Shane, C. Handy, K. Cameron and R. Quinn and others)

Special studies devoted specifically to organizational culture began to be carried out in the United States as early as the 60s of the twentieth century. The reason for the growing interest in organizational culture is the confrontation between Western and Japanese models of organizational management. The success of Japanese companies against the backdrop of a recession in the American economy in the 70s - early 80s. was explained by the peculiarities of the Japanese mentality, national culture and traditions, which largely determine the organizational culture of firms (the cohesion of employees, their loyalty to the organization, the priority of the company's interests over personal interests, etc.).

By the end of the 80s. the problem of organizational culture has become one of the main issues in the management of organizations in the United States and Western Europe. This is primarily due to the appearance on the international market of a fairly strong competitor in the field of science-intensive products: telecommunications, information technology, electronics, automotive, etc. - Japanese firms.

Practitioners and theorists of management in the United States and Western Europe were among the first who drew attention to organizational culture as an intangible factor in successful competition due to their economic well-being, which required manufacturers to find new ways to attract consumers. Such a high interest in organizational culture in the United States and Western Europe was caused by the thoughtful promotion of the very idea of ​​improving the efficiency of organizations through the creation of ethical values, a management ideology that unites the team.

In the USSR, the existing uniformity in management, unification, control, bureaucracy, low standard of living, state monopolies in industry did not cause the need to think about the image, reputation, culture of organizations. The factor that brought people together was Political Party and her goals. This manifested the similarity of Soviet organizations with Japanese ones: the priority of the goals and interests of the organization over personal ones, the success of the organization was equated with the success of the country as a whole. There was no personality in this chain, initiative and individuality were suppressed, so now in Russia there is another extreme - the unequivocal priority of individual, personal well-being, the increased value of money.

However, it can be said that Soviet organizations, in their own way, paid attention to organizational culture. The most striking examples are socialist competition, the struggle for the possession of a challenge banner, the desire to overfulfill the plan - the annual, five-year plan; timing any changes and achievements in organizations to memorable national anniversaries; honor boards, joint celebration of various holidays, etc. All this united the team, created a special internal atmosphere and psychological climate, formed a specific image and reputation of the organization in society. And that is organizational culture.

Japan, by virtue of national traditions, has a developed culture, a market economy, and a developed system of social guarantees. The clan way of life of the Japanese also determined the style of managing organizations - collectivism, lifelong employment, the authority of the leader, the transfer of family relationships to the practice of managing organizations. However, the collective spirit of the Japanese is combined with a high degree of attention and respect for the person as an individual.

It should be noted that currently in Japan there is a revision of the management ideology. For example, some Japanese companies refuse to hire new employees for life; workers retire as early as possible. There are opinions that collective decision-making reduces initiative, the desire to search for non-standard solutions; and the consent of the majority forces us to recognize this position as the only true one and does not allow us to accept another point of view. Among the shortcomings of the Japanese organizational culture, the difficult transition of workers from one company to another is also mentioned, since, firstly, many workers still receive the knowledge, skills and abilities necessary for this particular organization, and secondly, this is hindered by the existing system zeroing of seniority when moving to a new place of work. Another drawback is the reward system, based not on qualifications, but on the seniority of the position. Hence, such a feature of the organizational culture of Japanese companies as the loyalty of employees to their organization is called into question.

In general, today in the world there is a tendency to weaken extreme individualism and the desire to rally workers.

This is largely due to an extremely unstable external environment, high mobility of workers, changes in industrial relations and working conditions and characteristics: the so-called “home office”, the availability of the Internet, etc. provide the opportunity to work without leaving home. And this deprives the company of such an insignificant factor in ensuring the stability of existence as a close-knit permanent team. At the same time, extreme collectivism is also losing its significance. As a result of globalization, the spread of information technologies, etc., there is an integration of two opposite - Western and Eastern organizational cultures. Western (American, Western European) organizations adopt those elements of the organizational culture of the Eastern (in particular, Japanese) that can increase their efficiency, and vice versa.

However, in Russia such priorities as individualism, personal success and promotion up the career ladder are still very strong. Approximately in the 90s. there was a gap in the movement of Russia and the rest of the world in the field of organizational culture. However, in recent times, the state doctrine in the field of the formation and development of society as a single social system could not but affect the organizational culture. Today, more and more companies are thinking about the problem of self-organization, team cohesion, the search for non-traditional non-material methods of stimulating staff; in many ways, the traditions of the USSR are being revived (honor boards, collective responsibility for the result, the priority of the organization's common interests over personal ones, etc.). Integration of organizations in global community, their unification require the formation of the ideology of management, which would correspond to global trends.

The culture of the organization is formed under the influence of the national culture, the culture of the individual and those values, goals, etc., characteristic of this organization.

Organizational culture, like the culture of mankind, is formed in the process joint activities people in the organization. However, the main difference between organizational culture and culture in general sense in the fact that culture is formed spontaneously in the course of development, life and activity of mankind, and organizational culture, due to the fact that organizations are designed and created by people, must also be created by conscious design with subsequent management of its development.

It should be noted that in the most developed countries, firms today are placed in conditions where they cannot but reckon with the requirements of society, and, therefore, do not particularly manage their organizational culture. This forces organizations to monitor their reputation in society, and also indicates a high level of civic responsibility in the population of industrialized countries. For Russia, the determining factor in the process of activity, both organizations and employees, is the maximum profit, and the ethical side of the matter and its possible consequences are usually of secondary importance.

At the level of the world community, global trends in the development of organizational culture are being formed, which set the direction of movement for the level of the state. At this level, there is an adjustment of global trends, taking into account the peculiarities of national culture and religion, the specifics and identity of each state. Naturally, this also affects the organizational cultures of individuals, enterprises, companies, organizations: at this micro level, it is necessary to take into account the specifics of the type of activity of the organization (organizational cultures of banks and industrial enterprises will be different), the characteristics of the industry of operation, the organization itself - its size, number of staff , stage life cycle etc.

1. Organizational culture: concepts, functions, structure.

1. The concept of organizational culture.

AT contemporary literature There are quite a few definitions of the concept of organizational culture, and there is no universal definition. Only a variety of functional descriptions of the cultural area are possible, which are each time formulated depending on the specific goals of the study, but there is no holistic - essential - definition of organizational culture that has received generally recognized distribution.

Here are some sets of definitions for the term "organizational culture":

A set of attitudes, values, ideas supported by all members of the organization that guide the behavior of members of this organization;

Philosophy, ideology, values, norms shared by members of the organization that bind the organization into a single whole;

A core set of beliefs, attitudes and internal rules that continually guide behavior in the workplace;

The system of values ​​and beliefs shared by all employees of the company, which determines their behavior, the nature of the life of the organization;

A sample of the main assumptions of this group, discovered or developed in the learning process to solve problems of external adaptation and internal integration;

The historically established system of common traditions, values, symbols, beliefs, formal and informal rules of conduct for members of the organization that have stood the test of time;

The totality of the values, beliefs, attitudes that prevail in this team, as well as the general moral climate, helping employees to understand the purpose of the organization as a whole (the meaning of their activities, in the name of which they work), the mechanism of its functioning and thereby create norms of activity and behavior, rules for following them .

Organizational culture- these are beliefs, norms of behavior, attitudes and values, which are those unwritten rules that determine how people in this organization should work and behave.

Edgar Schein, whose name is most closely associated with foreign studies in the field of organizational culture, defines it as a set of core beliefs - self-formed, learned or developed by a particular group as it learns to solve the problems of adaptation to the external environment and internal integration - which proved to be effective enough to be considered valuable, and therefore passed on to new members as the right way of perceiving, thinking and relating to specific problems.

And here is how the term "organizational culture" is defined by the dictionary "Social theories of organization":

organizational culture - a set of basic ideas shared by the majority of members of the organization or its active core (see below), which serve as a means of internal regulation and programming of the organizational behavior of individuals or groups at the symbolic level.

Organizational core- a stable and authoritative part of the organization's personnel, acting as a carrier of professionalism and organizational culture.

Organizational behavior- such behavior of a person in an organization, as a result of which certain organizational relationships are established, provided or executed.

It can be seen that all definitions and interpretations have an area of ​​intersection: organizational culture is a set of ideas, attitudes, values, beliefs shared by members of the organization that predetermine the organizational behavior of members of the organization.

In everyday life, two very common, but, if you think about it, still different concepts are often confused: “organizational culture” (enterprise culture) and “organizational culture”. Underorganizational culture(of an enterprise) in general, one should understand the totality of common values ​​and norms of behavior recognized by the employees of a given enterprise. Accordingly, underorganizational cultureAn enterprise needs to understand the totality of values ​​and norms of organizational behavior adopted at a given enterprise.

The culture of the organization is most often focused on the external environment. This is a culture of behavior in the market; culture of maintaining external relations with suppliers and customers; customer service culture (consumers of services and products); dynamism, commitment and stability of relations.

Organizational culture is focused on internal environment and manifests itself, first of all, and mainly in the organizational behavior of employees.

Organizational culture is often confused with corporate culture. Corporate culture are some invented rules that employees at work must follow: how to dress, how to arrive on time for work, etc.

Organizational culture is a culture that expresses itself in the system of relations that has developed in this organization, through the standard decisions that people make. Over time, the situation changes, the environment may change, but these decisions remain as some kind of rituals: “It is customary for us ...”.

Organizational culture should also not be confused with business culture. Business culture can be defined as the culture of making and sharing profits. In turn, business culture can be decomposed into organizational culture, or the culture of this particular firm, this particular community of people who are organized in some kind of institution.

Properties of organizational culture:

Generality. 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.

Objectivity. The core elements of an organization's culture don't require proof, they go without saying.

Hierarchy and priority. Any culture involves the ranking of values. Often, absolute values ​​are put at the forefront, the priority of which is unconditional.

Consistency. Organizational culture is a complex system that combines individual elements into a single whole.

Meaning organizational culture for the development of any organization is determined by a number of circumstances. Firstly, it gives employees an organizational identity, determines the intra-group view of the company, being an important source of stability and continuity in the organization. This gives employees a sense of the reliability of the organization itself and their position in it, and contributes to the formation of a sense of social security. Secondly, knowing the basics of the organizational culture of your company helps new employees to correctly interpret the events taking place in the organization, identifying everything that is most important and significant in them. Thirdly, the intra-organizational culture stimulates the self-awareness and high responsibility of the employee who performs the tasks assigned to him.

Organizational culture is so important that it can either be a breeding ground for the most ambitious plans, or a "swamp" in which the best idea gets bogged down.

Organizational culture influences the strengthening of the mutual integration of workers, improving their mutual understanding and forcing them to comply even with rules that are not written anywhere, allows you to anticipate organizational behavior and not resort to regulating everything through prescriptions. In addition, external control is successfully replaced by self-control.

Organizational culture cannot be designed and implemented. It cannot even be borrowed. Transplanting from one soil to another image of organizational behavior, as a rule, is unsuccessful. Each team is unique. Great importance has a history of the formation of the enterprise, the formation of the team itself and established traditions.

1. Functions of organizational culture.

Organizational culture performs two main functions:
- internal integration: carries out internal integration of the members of the organization in such a way that they know how they should interact with each other;
- external adaptation: helps the organization to adapt to the external environment.

Among the areas of internal integration, the following can be noted:
- common language and conceptual categories (selection of communication methods; determination of the meaning of the language and concepts used);
- the boundaries of the organization and the criteria for entry and exit from it (the establishment of criteria for membership in the organization and its groups);
- power and status (establishment of rules for the acquisition, maintenance and loss of power; definition and distribution of statuses in the organization);
- personal relationships (establishing formal and informal rules on the nature of organizational relations between employees, taking into account their age, gender, education, experience, etc., determining the acceptable level of openness at work);
- rewards and punishments (determination of the basic criteria for desirable and undesirable behavior and their corresponding consequences);
- ideology and religion (determining the meaning and role of these phenomena in organizational life).
The external environment has an impact on the organization, which naturally affects its culture. However, in practice, two organizations operating in the same environment can have very different cultures. This is because, through their shared experience, the members of the organization deal with two important problems in different ways. The first is external adaptation: what must be done by an organization in order to survive in the face of fierce external competition. The second is internal integration: how internal organizational processes and relationships contribute to its external adaptation.
The process of external adaptation and survival is associated with the search for and finding by the organization of its niche in the market and its adaptation to the constantly changing external environment. This is the process by which an organization achieves its goals and interacts with representatives of the external environment.
The problems of external adaptation and survival include the following:
- mission and strategy (determining the mission of the organization and its main tasks; choosing a strategy for fulfilling this mission);
- goals (setting specific goals and their internal acceptance by employees);
- means (resources used to achieve goals; combining efforts to achieve the chosen goal; adapting the organizational structure; optimizing incentive and reporting systems);
- control (establishment of individual and group criteria for effective performance; creation of information infrastructure);
- adjustment of behavior (creation of a system of rewards and punishments linked to the fulfillment or non-fulfillment of the tasks set).
Next group issues related to the establishment of goals and the choice of means to achieve them. In some organizations, employees participate in goal setting and therefore take responsibility for achieving them. In others, employees participate only in the choice of methods and means to achieve goals, and in others, there may be neither one nor the other, or both.
In any organization, employees should be involved in the following processes:
- distinguish from the external environment what is important and unimportant for the organization;
- develop ways and means of measuring the results achieved;
- find explanations for success and failure in achieving goals.
The process of external adaptation is inextricably linked with internal integration, i.e. Establishing and maintaining effective work relationships among members of the organization. It is the process of finding the most effective ways to collaborate across an organization.

1. Structure of organizational culture.

There are several attempts to define the structure of organizational culture. The most successful is the proposal of F. Harris and R. Moran to consider organizational culture on the basis of 10 characteristics. These characteristics are as follows:
1. Understanding yourself and your place in the organization(Some cultures value the employee's concealment of their inner moods, others encourage their outward manifestation; in some cases, independence and creativity is manifested through cooperation, and in others through individualism).
2. Communication system and language of communication(use of oral, written, non-verbal communication, " telephone law"and openness of communication varies from group to group, from organization to organization; jargon, abbreviations, gestures change depending on the industry, functional and territorial affiliation of organizations).
3. Appearance, dress and self-image at work(variety of uniforms, business styles, cleanliness, cosmetics, hairstyle, etc.).
4. What and how people eat, their habits and traditions in this area(organization of meals for workers, including the presence or absence of special places for meals in the enterprise; people bring food with them or visit the cafeteria inside or outside the organization; food subsidies; the frequency and duration of meals; whether workers of different levels eat together or separately).
5. Awareness of time, attitude towards it and its use(the degree of accuracy and relativity of the concept of "time" among employees; compliance with the time schedule, encouragement for this).
6. Relationships between people(by age and gender, status and power, wisdom and intelligence, experience and knowledge, rank and protocol, religion and citizenship; the degree of formalization of relationships, support received, ways to resolve conflicts).
7. Values (as a set of guidelines about what is good and what is bad) and norms (as a set of assumptions and expectations about certain type behavior - what people value in their organizational life: their position, titles or work itself and how these values ​​are maintained).
8. Belief in something and attitude or disposition towards something(belief in leadership, success, one's own strength, in mutual assistance, in ethical behavior, in justice; attitude towards colleagues, clients and competitors, towards evil and violence, aggression, etc.; the influence of religion and morality).
9. Worker development process and training(thoughtless or conscious performance of work; workers rely on intelligence or strength; procedures for informing workers; approaches to explaining the reasons).
10. Work ethic and motivation(attitude towards work and responsibility in work; division and substitution of work; cleanliness of the workplace; quality of work; work habits; work evaluation and remuneration; man-machine relationships; individual or group work; promotion at work).

Here is another structural interpretation of the concept of "organizational culture". It consists of several links. The first element of organizational culture ismyths or legends. They fix the criteria that determine the way of life of the organization. In all legends, as a rule, the experience of interaction between the leader and the subordinate or employees in the labor process or outside it can be traced.
The second link of organizational culture is rituals . AT Everyday life rituals play an important role. They strengthen the structure of the firm. Rituals (ceremonies) and ceremonies are, in a sense, the true embodiment of the most significant moments that symbolize the corporate spirit and unity of all staff, the rapprochement of all members of the labor community, show them new and still unknown pages of the history and present of the company, introduce all participants in the ritual to the main its values ​​and traditions. On the other hand, ritual is non-rational behavior because ritual is never purposeful.

Considering in the general plan rituals used in the working environment, they can be divided into the following main types:
- rituals when applying for a job;
- organizational rituals;
- integrating rituals;
- rituals associated with rest and recovery.

The first ones aim to introduce the newcomer to the basic values ​​of the enterprise, the second ones - additionally, to emphasize the importance of this or that event in the life of the organization, the third and fourth ones are aimed at achieving greater team cohesion, creating a favorable psychological atmosphere in the team.

The next integral parts of organizational culture arelanguage and business ethics. Business ethics is a set of principles that separate correct behavior from the wrong, formed in the process of interaction of employees in the labor process.

Edgar Shein proposes to consider the level structure of organizational culture, which has three levels. Knowledge of the culture of an organization begins with the first, "superficial" or "symbolic" level , which includes such visible external facts as applied technology and architecture, use of space and time, observed behavior, language, slogans, or everything that can be felt and perceived through the known 5 senses of a person (see, hear, taste and smell, touch ). At this level, things and phenomena are easy to detect, but not always possible to decipher and interpret in terms of the culture of the organization.

Those who try to understand the culture of the organization more deeply affect the second, "subsurface" level. At this level, the values ​​and beliefs shared by the members of the organization are examined 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. These are the main elements of culture, they are a set of guidelines in what is good and what is bad. This set suggests a division according to the importance, correctness and significance of the goals, preferences and priorities of the organization. Values ​​are the central element of organizational culture, which determines the specifics of all other aspects of the "human aspect" of the organization: individual and group interests, interpersonal and group relations, motivation, etc. Based on the system of values, organizational norms are formed, which act as regulators of official behavior. They involve the sanctioning of behavior on the basis of a number of evaluation criteria developed and legitimized in the course of the functioning of the organization. In organizational culture, norms are usually enshrined in the form of a kind of code of conduct and desirable course of action, quality and service standards, a system of rituals and ceremonies. Researchers are often limited to this level, because. at the next level there are insurmountable difficulties.

The third, "deep" level, includes basic assumptions that are difficult to grasp even for the members of the organization without special focus on this issue. These hidden and taken for granted assumptions guide people's behavior, helping them perceive the attributes that characterize organizational culture.
Some domestic experts in the field of organizational culture understand the third level of representation based on traditions in the field of national business culture.

In domestic philosophy and the science of labor, the concepts of "culture of production" and "culture of labor" prevailed. Labor culture was understood as the culture of the people, determined by the cultural behavior of the worker, his professionalism, education, competence, observance of discipline, norms and rules of work, forms of communication with other people.

Work culture as a phenomenon related to the personality of the worker.

The uniqueness of organizational culture has its own criteria. We list them in the form of features of the culture of a progressive organization.
1. Culture must be valuable; this will allow the firm to conduct business in a way that adds value to the firm in the form of high sales, low costs, and so on. Perfect financial position is an economic concept; respectively culture, if it is intended to lead to good financial position should have positive economic consequences.
2. Culture must be rare; it must have traits and characteristics that are not in common with the cultures of most other firms.
3. Culture must be inimitable; if Company A, for example, is remarkably successful, Company B cannot hope to achieve comparable success by trying to copy Company A's culture. Company "B" will always remain in the background while making such an effort.

Thus, it can be summarized that organizational culture has a number of important characteristics. The following are those that do not cause controversy among researchers:
1. Observable regular patterns of behavior. Members of the organization, interacting with each other, resort to a common language, terminology, as well as rituals to show respect for each other or demonstrate acceptable behavior of one of the colleagues.
2. Norms. Existing standards of behavior determine the attitude to work, in many organizations they come down to the formula: "Do not work too much and do not work too little."
3. Dominant values. The core values ​​that an organization upholds are expected to be shared by its members. Typical examples are high quality products, rare absenteeism, and high productivity.
4. Philosophy. The organization has a policy that reflects its beliefs about how the company's employees and/or customers should be treated.
5. Rules. Organizations have strict rules of conduct. Newly hired employees must learn them in order to become full members of the organization.
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 customers and strangers.

1. The influence of organizational culture on the life of the organization.

The influence of organizational culture can be assessed by the degree of manifestation of certain phenomena and processes, such as the level of staff turnover, the degree of team management, the level of conflict, etc. Let's consider some of them.

The degree of control of the organization.

Any organization at any time someone manages. It should be distinguished that by control we mean the impact on the control object, by controllability we mean the response of the control object to such an impact. In every specific case the degree of response to such an impact may be different. Under the degree of controllability of the organization refers to how and with what speed, the organization responds to management decisions. In other words, when managing an organization, the manager is interested in whether the organization responds in the form he expects and as quickly as he would like to every decision he makes about the organization. Interest in the problem of the manageability of an organization arises only if it turns out that the organization is poorly managed. The degree of manageability of the organization can be high, medium, normal and low.

In all likelihood, a high degree of controllability also does not apply to the desired characteristics of the control process. The degree of manageability of the organization should be normal, that is, corresponding to the norm, to the order that is fixed in the mind of the leader as satisfying him. If the organization as a whole or its subdivisions react to the decisions made by the head, and if such a response appears quickly enough, then the organization can be called managed. Conversely, if the organization as a whole or its individual components do not respond to the decisions made, then the organization is classified as unmanageable. If the reaction proceeds very sluggishly, and even not in the form in which the leader expected it, then the organization is poorly manageable.

For effective management, a low degree of manageability is unacceptable; the best would be a normal degree of manageability for a given management team. The normal degree of controllability of an organization means the presence of such an internal situation, organizational culture, when any accepted managerial decision corresponds to the appropriate content and speed of the reaction of the organization itself, its team.

Unmanaged or little managed organization, main characteristics.

An unmanaged or poorly managed organization is characterized by a separate existence of the management apparatus and the rest of the organization. The administrative apparatus lives its own life, it can act very actively, but all its activity has almost no effect on the basis of the organization, its main part. Its activity in this case is reduced to apparatus games, to intrigues, to the struggle for places (posts). Even in such a situation, the apparatus exerts some influence on the rest (main) part of the organization, since it has the levers of power available only to it. For example, the apparatus can make an investment decision, i.e., the decision to allocate financial resources for the implementation of a specific project, and the rest of the organization will not be able to oppose such a decision of the management apparatus, it, this main part of the organization, is forced in this situation to adapt to such decisions taken by the apparatus solutions.

However, the organization itself, i.e. its main part, lives and functions on the basis of an established or emerging order, which is called organizational culture. In this situation, organizational culture is a mechanism for finding compromise options for resolving the multidirectional individual and group selfish interests of all members of the organization, each of which aims to survive within the organization if he decides to stay in it. The production itself is carried out only because everyone realizes that his individual survival is possible only through the production of what acts as the profile of the organization. No one thinks about the goal, about the fate, about the future of the organization: the apparatus needs to hold its positions, everyone else needs to survive, survive, wait for better times.

In such a situation, informal leaders cannot but appear in the organization, who eventually begin to interact with the management apparatus, searching for compromises that satisfy (at least to the slightest degree) both sides.

Normally managed organization, main characteristics:

In organizations where management and staff act as a single entity, where there is a unifying force - organizational culture, and as a result, there is a normal degree of manageability. There may be some problems, inconsistencies, but the unity of goals and actions remains. Decisions made by the management apparatus are controlled. The organization responds to such decisions in the form and speed expected. The attention of the members of the organization is concentrated on the deed, the productive process. It is not possible to realize one's selfish interest, except through the realization of organizational interest: the organization will eventually force out the one who does not take into account the common interest.

Ineffective management or incompetence in such an organization becomes apparent almost immediately, and the organization's response to such inefficiency or competence begins to appear.

Staff turnover rate- the content of this indicator has objective limits - the lower limit is due to the need for a natural change of personnel (for example, retirement) and is 3-5%, and the upper limit is due to the ability of the organization to self-preserve. The excess of this indicator over the industry average characterizes the organizational culture as ineffective, if the value of the indicator

below the industry average, this indicates an effective organizational culture. The dynamics of this indicator shows both the attitude of the staff to changes and the change in the state of the organizational culture (changes in the information system, increased sanctions for non-compliance with norms of behavior, improvement or deterioration of the socio-psychological climate are reflected in the level of staff turnover).

Of course, there are other factors that affect employee turnover, but

organizational culture, in my opinion, is one of the most important, and, in addition, formed and managed (with the realization of the importance of this phenomenon, the correct development of a personnel management strategy, the systematic implementation of the necessary measures in management practice).

Level of conflict- this indicator can be used both separately and in combination with others, for example, with the level of staff turnover or the number of innovations, inventions. When combined high level conflict, a large number innovations and inventions and a low level of staff turnover, it can be said that conflicts in this organization are constructive, aimed at solving organizational goals, the culture has an attitude towards conflict as a necessity, as a criterion for testing an idea for viability (i.e., an innovative organizational culture). Conversely, a high level of conflict and a high level of staff turnover indicate an ineffective organizational culture, a clear confrontation between management and staff. If the level of conflict is low and staff turnover is high, then we can assume the presence of hidden resistance on the part of the staff, the reasons for which still need to be clarified.

The level of conflict is determined by testing the frequency, strength, scale, causes of conflicts and assessing their consequences (positive, negative, developmental or inhibitory). The assessment by the respondents of the desirable, tolerable and unbearable levels of conflict in the organization will allow you to set limits on the level of conflict for this organization. Changes in the parameters of organizational culture may initially provoke an increase in the level of conflict. Therefore, it is necessary to track the direction of the conflicts and the effect that is obtained as a result: if the activity of workers, creativity, disputes aimed at improving activities increase, then the development of culture must continue in the same direction. However, conflicts may arise as a result of increased tension associated with changes in the parameters of organizational culture. The consequences can be twofold: some employees who do not like the changes may leave, but both the worst part of the workers and the best can leave, especially if the changes will worsen their situation. But in any case, changes in organizational culture will be accompanied by a change in the level of conflict.

Conclusion.

Organizational culture can be defined as a set of thinking that determines the internal life of an enterprise - it is a way of thinking, acting and being. The organizational culture of an enterprise is made up of a set of values ​​shared by employees and a system of norms and rules adopted by them. From the point of view of this factor, it is important to what extent the employees of the enterprise are integrated into the corresponding value system (to what extent they unconditionally accept it as “their own”) and how sensitive, flexible and ready they are for changes in the value sphere due to changes in living conditions and activities. It is also important whether the enterprise as a whole lives by the same rules and principles of decision-making, or whether different groups in the enterprise live by different rules and profess different principles.

Organizational culture determines the mission and strategy of the enterprise, keeps management practices within certain regulatory frameworks in the implementation of such a strategy.

The modern level of management assumes that the object of management activity is organizational cultures of various types, and not processes, people, activities, etc. Therefore, mastering the latest scientific technologies is impossible without mastering the foundations of the organizational and cultural approach, which gives an understanding of the processes of development and functioning of various organizations, taking into account the underlying mechanisms of people's behavior in multifunctional, dynamically changing contexts.

In order to create a certain organizational culture, it is necessary to "Select - Inform - Stimulate - Manage", that is: select employees for work in the company with such motivation, values, attitudes, standards of behavior that would be close to the organizational culture that is desired in the company ; effectively inform employees about what is valuable to the company, through orientation and adaptation programs for new employees, through training, formal training and mentoring, through own example behavior of leaders, through all available "media", presentations, meetings, meetings, etc.; stimulate what is valuable, thank and celebrate the behavior that should be normal for employees, reward heroes who should be role models, celebrate what is outstanding and should be appreciated; continuously manage culture, i.e. keep your finger on the pulse and adjust what you need.

At the same time, such an approach to improving the efficiency of the enterprise management system will allow more attention to be paid to the most pressing strategic problems, on which, in turn, the culture and efficiency of the functioning of enterprises depends.

It is necessary to theoretically substantiate new approaches to the assessment and formation of a system of methods and technologies for working with personnel, to determine the role of the personnel loyalty factor in building strategies for working with the organization's personnel. Features of the perception of the elements of organizational culture and the loyal attitude of the staff to the organization depend on the type of organization and the characteristics of interpersonal relations.

Improving organizational culture is a complex task, the solution of which is influenced by environmental factors: political, organizational, technical, economic, cultural. It needs to be systematically solved not only by the employees of the organization on their own strength and means, but also by a large number of organizations at different levels of management, using the appropriate financial, material, technical, energy, labor and other resources.

Organizational culture exists in any enterprise. And it is constantly and dynamically changing. If you do not actively manage the organizational culture, it will soon cease to meet the needs of the company. Developed entrepreneurship is possible only with a high degree of ethics and culture, which determines the degree of its influence on the economy.

List of used sources.

1. Solomanidina T.O. Organizational culture of the company.–M.: "Infa-M" 2009.- 463p.
2. Bazarov T.Yu. Personnel Management. Workshop. – M.: UNITI-DANA, 2009.- 239p.
3. Podoprigora M.G. Teaching aid for the course "Organizational behavior" for senior students and undergraduates. - Taganrog: Publishing House of TTIUFU, 2008.- 261p.
4. Stein E. Organizational culture and leadership. - St. Petersburg: "Peter", 2007.- 336s.
5. Steklova O.E. Organizational culture: Textbook. – Ulyanovsk: UlGTU, 2007.- 127p.
6. Gromova L.A. Ethics of management: Educational and methodical manual. - St. Petersburg: Publishing house of the Russian State Pedagogical University im. A.I. Herzen, 2007.- 183p.
7. Asul A.N. Organization culture: problems of formation and management / A. N. Asul, M. A. Asul, P. Yu.
8. Corporate culture: Educational and methodical manual / Ed.-comp. T. A. Lapina. - Omsk: OmGU Publishing House, 2005.- 96s.
9. Organizational Behavior: Textbook. Dorofeev V.D., Shmeleva A.N., Chastukhina Yu.Yu. - Penza: University Publishing House, 2004.- 142p.
10. http://journal.kuzspa.ru/articles/143/
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12. http://www.managerline.ru/stmans-298-1.html

The beginning of the study of the phenomenon of organizational culture was laid by the outstanding German scientist (sociologist, economist, historian, culturologist Max Weber (1864 - 1920). The author of the concept of rational bureaucracy, as many people know, paid great attention to the cultural component of the "machine model of organization". From the standpoint of the theory of rationality M. Weber presented four "ideal types" of social action:

purposeful action - the thoughtful use of conditions and means to achieve the goal;

value-rational action - based on faith in values;

affective action - due to the emotional state;

traditional action - based on a long habit or custom.

And this is at the beginning of the last century.

The development of the concept of organizational culture began actively in the early 1980s. last century in the USA. Today, the discipline "Organization Culture" is taught as an independent course and is included as a section in the disciplines " Strategic management”, “Organization Theory”, “Organizational Behavior” for future professional managers. And yet, in the vast majority of textbooks and scientific papers, no distinction is made between the term "organizational culture" and "organizational culture". As for the practical use of research in the field of organizational culture, the situation, to put it mildly, leaves much to be desired. Blind striving for results at any cost, or rather, by any means, determines the style of behavior of leaders. Acting by the power of their official powers, management with their own hands reduces the effectiveness of management.

The value of the culture of the organization as a set of fundamental beliefs, values, traditions, norms, and customs adopted at the enterprise is not in doubt today. There is a tendency of world management to strengthen the cooperative vector in managerial interaction, since the effectiveness of collective work depends on the level of development of the organization's culture. On the Russian enterprises there is still no purposeful management of the process of creating an intra-company culture, and the tendency towards extreme centralization of management remains, which is explained by a number of features that had developed at the beginning of perestroika or emerged during it. This is first of all:

powerful privileges that the directors of enterprises received during the years of reforms, the only way to preserve them is strict centralization and depersonalization;

the social vulnerability of our workers, which contributes to the bureaucratic rigidity of domestic organizations;

low level of legal and economic culture of the population, which is a direct consequence of the long-term existence of the administrative-command system.

The vast majority of both managers and employees of industrial enterprises have developed the skills and attitudes of value-oriented behavior with specific status decision-making criteria. Basically, the remaining management system is amenable to change only in the case of severe dysfunctions, which are carried out from the top down, and, as a rule, the managers who make decisions on them do not have sufficient information to make the necessary adaptive changes.

Since market relations and institutions have not yet developed in Russia, and past social experience assumed only rigid centralization, the question of the optimal ratio of centralization and decentralization, which is the essence of improvement in any organizational system, is especially relevant in our country.

In the West, there are two types of staff turnover - physical and mental. Some leave the organization de jure, others de facto. Passive presence, and even hidden resistance, is quite difficult to detect, and even more difficult to eradicate it administratively. No one disputes that human actions in an organization are not limited to purely economic relations, but there are very few leaders who try to highlight the socio-cultural aspect of efficiency: you need to start with yourself.

According to modern sociological vocabulary "culture– a specific way of organizing and developing human life activity, represented in the products of material and spiritual world, in the system of social norms and institutions, spiritual values, in the totality of people's relations to nature, to each other and to themselves" . And then the culture of the organization is a specific way of organizing and developing people united to achieve a common goal. The specificity lies in the methods of activity, forms of development, the nature of the response to changes in the external and internal environment.

“a system of symbolic intermediaries that direct and limit the activity of members of the organization;

a set of basic ideas shared by the majority of members of the organization or its active core, which serve as a means of internal regulation and programming of the organizational behavior of individuals or groups at the symbolic level.

One of the first attempts to distinguish between the concepts of "organizational culture" and "organizational culture" was as follows: "Based on the basic definition of culture, under the culture of the organization(of an enterprise) in general, one should understand the totality of common values ​​and norms of behavior recognized by the employees of a given enterprise. Respectively under organizational culture enterprises need to understand the totality of values ​​and norms of organizational behavior adopted at this enterprise. If one can unequivocally agree with the first definition, then the second does not quite accurately reflect the meaning of the concept.

Organizational behavior is the behavioral response of an individual (group) to organizational influences. The theory of organizational behavior is an independent field of research that emerged from management science in the 1950s and 1960s. last century. There are three levels of organizational behavior:

personal - behavioral reactions of the individual, determined by the characteristics of the individual himself and the conditions of his activity;

group - behavioral reactions of the group in which this person is included, determined by the characteristics of the group and the conditions of joint activity;

organizational - behavioral reactions of the individual (group), determined by the characteristics of the organization.

These behavioral responses must fit within the organization's accepted social order, supported by administrative arrangements, and/or provided by the organization's culture. The higher the level of culture of the organization, the lower the cost of maintaining social order. The degree of self-organization depends on this level.

Organizational culture is the process of uniting members of an organization into a single whole based on informal procedures for regulating their organizational behavior. Informal regulation procedures, carried out on the basis of common values, ethical norms, traditions, bring the divergent personal goals of the members of the organization in line with the goals of the organization. If the culture of an organization is a system of symbolic intermediaries (an object), then organizational culture is the process of ensuring orderliness and coordination of actions of members of an organization on the basis of ideal images and informal relationships.

Organizational culture, being a factor of self-organization, affects the degree of centralization of the management mechanism, and hence the formation of the organizational structure of management. Its importance for innovation is especially great: determining the intensity and direction of innovation, the culture of the organization predetermines the strategy for overcoming intraorganizational resistance to change.

Personnel management of a modern organization Shekshnya Stanislav Vladimirovich

1.3. Organizational structure and organizational culture

Achieving organizational goals involves the joint work of people who are employees of the organization. Every organization, whether it is a limited liability partnership with five people or a university with tens of thousands of employees, needs to coordinate this interaction, to establish a certain internal order. This order is manifested in the form of organizational structure and organizational culture.

ORGANIZATIONAL STRUCTURE determines the relationship (subordination) between the functions performed by the employees of the organization. It manifests itself through the division of labor, the creation of specialized units, the hierarchy of positions, internal organizational procedures and is a necessary element of an effective organization, since it gives it internal stability and allows it to achieve a certain order in the use of resources.

Traditionally, the organizational structure is primarily understood as the principle underlying the division of labor. Many organizations are built on the principle of division of responsibilities between functional units responsible for one of the areas of activity - production, finance, procurement, personnel. Such an organization is called a FUNCTIONAL (See Fig. 3).

Another type of organizational structure is called PRODUCT, since the division of labor is based on the products or services provided - the department for the production of refrigerators, the department for the production of washing machines, etc. (see Fig. 4).

AT post-war years, especially in connection with the development of multinational corporations, the so-called DIVISIONAL type of organizational structure has become widespread (see Fig. 5). The basis of such an organization is divisions organized according to geographical or product principles and representing largely autonomous profit centers within the company. Corporate management decides on the overall development strategy of the organization, distributes capital investments and controls their use with the help of the staff of functional specialists. Divisions develop their own business strategy for the use of resources allocated to them and carry out activities to implement it. A classic example of a divisional structure created back in prewar years, is the American General Motors, which includes Oldsmobile, Pontiac.

MATRIX organizational structure, which is designed to overcome the shortcomings of traditional organizational forms, is their "hybrid" (See Fig. 6). The matrix organization combines the work of functional specialists with the existence of product divisions - experts from functional departments are assigned to one or more product divisions and provide support to their employees.

In the fig. 6 of the organization, the compensation specialist simultaneously performs the functions of a personnel management specialist (“generalist”) for departments and departments.

In recent years, due to the acceleration of scientific and technological progress and increased competition and the need for a quick response of companies to changes in the competitive environment, many experts have started talking about the design organization. In such an organization, there is no rigidly fixed division of labor between departments according to the functional or product principle; employees are united in temporary groups working on the implementation of a specific project.

Groups exist only as long as the project lives. Employees can simultaneously be members of several teams working on different projects. The design organization does not exist in its pure form, but this method of organization is widely used by modern consulting, information and other companies operating in dynamic markets.

From the point of view of the functions performed, the employees of the organization were traditionally divided into three main categories - managers, specialists and performers. MANAGERS manage the resources of the organization and make decisions about their use. The leaders are the general director of the plant, the head of the department, the foreman. specialists do not have administrative power, but are experts in a particular field and assist managers in the decision-making process. Specialists are the chief designer, medical consultant, researcher educational department. PERFORMERS implement the decisions of the leaders, directly implement the plans of the organization. These include a restaurant waiter, a turner at a factory, an attending physician, and a university professor. The division into the three categories above is conditional, since it is very rare to find a “pure” leader, specialist or performer, most employees combine all three roles (albeit to varying degrees), but it makes sense to characterize the various functions performed by employees of the organization.

Another important characteristic of the organizational structure is the hierarchy or the distance between the highest and lowest levels of the organization. The greater the distance (number of levels) between the manager and the ordinary performer, the higher the degree of hierarchy in the organization (See Fig. 7).

Hierarchical organizations are effective in terms of control over the distribution and use of resources, provide a high degree their concentration in certain areas of activity. At the same time, in such structures, the communication process is ineffective (especially from the bottom up), the independence of employees is limited, and inertia is high. Organizations with fewer hierarchical levels are more dynamic, adapt more easily to change, but require a higher level of responsibility and preparedness from their employees.

The structure is created to achieve organizational goals, therefore, as these goals or conditions change, their implementation (the state of the external environment) can and should undergo changes, otherwise the effectiveness of the organization may significantly decrease. At one time, the American automobile corporation General Motors was forced to reduce the number of hierarchical levels (from director to assembler) at its assembly plants from 22 to 6 in order to increase the degree of production flexibility, share responsibility for product quality with workers, and use their intellectual potential for increasing the company's competitiveness in a market focused on high quality, diversity, manufacturability.

The organizational structure is the formal means of organizing the employees of any institution. In addition, each organization has a special organizational culture, i.e. the values ​​and behavioral norms shared by its employees. There are several levels of organizational culture (see fig. 8).

Rice. 8. Organizational culture

What we see in everyday life is the white shirts and blue suits of the IBM employees and the jeans of their main competitor, Apple Computers; performance of the company's anthem before the start of each working day by Toyota employees; nameplates on the chest of McDonald's staff are the top layer of organizational culture, which is based on behavioral norms arising from the basic values ​​​​of the organization. Some companies state their core values ​​in terms of a credo. (cm. insert: Credo of the Johnson & Johnson Company); values ​​are something intangible, perceived by employees through the whole range of their interaction with the organization: work, communication with managers, colleagues and subordinates, reading internal publications, etc. However, the influence of organizational culture on results is very large - in case of inconsistency of organizational goals or its structure to the values ​​and behavioral norms of employees, an internal conflict arises, which can develop into a deep crisis.

Credo of Johnson & Johnson.

Above all, we have a responsibility to doctors, nurses and patients, to mothers and fathers, and in general to everyone who uses our products. Everything we do to meet their needs and requests, we must do with excellent quality. We constantly strive to reduce the cost of our products, which allows us to keep prices at an acceptable level. Customer orders must be executed quickly and accurately. Our suppliers and distribution agents must be able to earn their honestly earned profits.

We have a responsibility to our employees, the men and women who work for us around the world. Each of them must be considered as an individual. We must respect their dignity and celebrate their accomplishments. They should be made to feel confident in their work. Remuneration for work must be fair and proportionate, and working conditions must ensure cleanliness, order and safety. We must do everything possible to ensure that the duties of our employees do not conflict with their family obligations. Employees should feel free to make suggestions and complaints. Everyone should be on an equal footing and in terms of getting a job, upgrading skills and promotion for those who deserve it. We have an obligation to ensure that leaders are competent and their decisions are fair and ethical.

We are responsible to the people of the country in which we live, as well as to the peoples of the whole world. We are obliged to be exemplary citizens - to contribute to good undertakings, to engage in charity, to honestly pay the taxes due. Our duty is to encourage public initiative, strive to improve the health care system and education. We must maintain our property in an exemplary manner, taking care of the protection of the environment and natural resources.

And finally, we are accountable to our shareholders. The business must generate appropriate profits. We must strive to introduce new ideas. Research work should be developed in every possible way, advanced technology should be used, and mistakes made should be corrected. It is necessary to acquire the latest equipment, build new buildings, produce new products. In case of unfavorable circumstances, it is necessary to create reserves in advance. If we act in this way, our shareholders will receive a tangible return on their capital.

The organizational culture that has developed over many years is the most cementing element of the organization. However, it is also undergoing changes. First, organizational culture evolves naturally under the influence of changes occurring in the external environment. After fifty years of vigorous resistance, the University of Oxford opened a department for business training, and American flying schools began to accept women among their cadets. Secondly, organizational culture can be consciously changed by management or another influential group of employees. This process is extremely complex and time-consuming, requiring outstanding leadership qualities, perseverance, patience, strategic thinking of the people who manage it. Most attempts to change organizational culture have ended in failure, but leaders of many organizations are making such attempts again because the culture is not neutral with respect to results. There are cultures that contribute to the achievement of the goals of the organization in certain conditions and, conversely, hinder this. The transformation of organizational cultures takes many years and even decades.

From the book Organizational Behavior: Workshop the author Gromova Olga

7.3. Practical exercise "Organizational culture" Purpose. Development of skills in analyzing the essence of organizational culture. Task. Determine which of the following statements are true and which are not. Stages of work.1. Complete the proposed task

From the book Management author Dorofeeva L I

10. Organizational culture, its elements and types

From the book Management: lecture notes author Dorofeeva L I

3. Organizational culture, its elements and types The internal environment is permeated with organizational culture, which is its integrated characteristic. Organizational (corporate) culture is a set of main assumptions, values, traditions,

From the book Management Theory: Cheat Sheet author author unknown

43. ORGANIZATIONAL STRUCTURE Structure and organizational culture are important factors in activating human resources. One of the main tasks of any leader is to create organizational structures that allow not only to adapt to what is happening

From the book Human Resource Management for Managers: tutorial author Spivak Vladimir Alexandrovich

44. ORGANIZATIONAL CULTURE OF AN ENTERPRISE

From the book Human Resources author Doskova Ludmila

Organizational culture It is difficult to find modern domestic or foreign work in the field of management, where questions of organizational culture are not raised.

From the book Management: a training course author Makhovikova Galina Afanasievna

49. The concept of "organizational culture" Consideration of organizations as a cultural phenomenon has a relatively long history and goes back to the traditions of M. Weber, F. Selznick, K. Lewin, T. Parsons and especially C. Barnard and G. Simon (who anticipated in the concept

From book Job description leader, or "Management Eight" author Kuvshinov Dmitry

3.7. Organizational culture and its management Organizational culture is understood as a system of historically established common traditions, values, symbols, beliefs, formal and informal rules of behavior for administration and staff, their interaction with each other

From the book Value-Based Management. The Corporate Guide to Surviving, Successful Living and Making Money in the 21st Century author Garcia Salvador

2. Organizational structure If the organizational structure changes, then this is a restructuring. Typically, this buzzword refers to a change in the structure on an enterprise-wide scale. At the line manager level, most often you only have to introduce or reduce some

From the book Faster, Better, Cheaper [Nine Methods of Business Process Reengineering] author Hammer Michael

From the book The Practice of Human Resource Management of the author

Starting the study of organizational culture, it should be noted that the beginning of the study of the phenomenon of culture in the sociology of organizations was laid in the works of M. Weber and T. Parsons.

Guided by his main task, M. Weber left the study of the figure of the bourgeois, the entrepreneur, so attractive to him, in order to analyze capitalism as a whole. It gives the genesis and "inventory" of mutually connected religious, economic, political and other structures that form a special phenomenon - Western European capitalism as a cultural and historical integrity.

According to M. Weber, it is in culture that the origins of modern Western European capitalism lie, its rationality, which turned into a "techno-bureaucratic mechanical skating rink and a belittling of the spirit." Therefore, Weber sharply and harshly raises the question of "the specifics of the rationalism of Western culture."

Special merit in developing the problem of organizational culture belongs to C. Barnard and G. Simon, who introduced the concept of "organizational morality" into the vocabulary of organizational theory, which is very close in content and functions to the modern concept of "organizational culture".

In their recent works. Ch. Barnard considers in detail the question of moral responsibility, "organizational morality", etc. The concept of responsibility is reduced to a complex of moral, legal, technical, professional and organizational codes. I regulate the activities of the organization, they turn out to be effective not due to external sanctions, but due to a sense of moral duty in a member of the organization, a certain feeling of internal guilt that arises in him when he refuses any obligation. In this regard, Barnard points out the need to carefully consider the moral factors that affect the functioning of the organization, emphasizing that they are fundamentally in the field of informal organization.

The very introduction of the term "organizational culture" and its detailed study date back to the end of the 70s. It is generally accepted that the starting point was the West's encounter with the so-called "Japanese challenge". For a number of American researchers, it became obvious that rational-normativist managerial theories and the universalist methods of regulating labor behavior based on them have ceased to justify themselves. It turned out that the same type of managerial influences in different organizational environment cause different (sometimes opposite) behavioral reactions, and the methods and methods of management themselves are largely determined by traditions and cultural characteristics.

Differences in approaches to the study of organizational culture were determined in the late 70s. A number of specialists in management were inclined to see the main reason for the beginning of the United States lagging behind Japan in the imperfection of management methods. This stimulated interest in the study of organizational culture as a derivative of the national culture, the features of which were considered through the prism of the effectiveness of the functioning of the organization, methods of stimulating labor, experience in working with personnel, etc. Interest in this issue was associated primarily with the desire to study and, if possible, borrow those practically useful, from the point of view of ensuring the organization's activities and successful competition, "Japanese" methods and methods of relationships, regulation of behavior, mechanisms of socialization. A characteristic feature of these studies was the consideration of organizational culture as a phenomenon formed from the outside, under the influence, mainly, of the macro environment (national culture). Other features - the lack of sufficient clarity in the definition of the concept of "organizational culture"; insufficient development of methods for analyzing organizational culture as a hidden factor, which can only be judged by its influence on other organizational variables; mixing organizational culture with other concepts, for example, with the concept of "organizational climate". Characteristically, the criticism of these concepts in this period was also carried out from pragmatic positions. So, according to a number of authors, the main drawback of the concepts of this period is that they cannot be applied reliably enough to increase labor productivity in the organization.

The difference in understanding the origins and essence of organizational culture is reflected in a significant number of definitions. Like many other concepts of organizational and managerial disciplines, the concept of organizational culture does not have a single "correct" interpretation. Each of the authors seeks to give their own definition of this concept. There are both very narrow and very broad interpretations of what an organization's culture is. As examples, the following definitions can be distinguished: a set of techniques and rules for solving the problems of external adaptation and internal integration of workers, rules that have justified themselves in the past and confirmed their relevance; a system of material and spiritual values, manifestations that interact with each other, inherent in a given corporation, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of oneself and the environment; a set of the most important proposals accepted by the members of the organization and expressed in the values ​​declared by the organization, setting people guidelines for their behavior and actions; attitudes, points of view and behavior in which core values ​​are embodied; expression of values ​​that are embodied in the organizational structure and in personnel policy, exerting their influence on them.

According to the dictionary “Social theories of organization”, the concept of “organizational culture” is used in two senses: 1) a system of symbolic intermediaries that direct and limit the activity of members of the organization; 2) a set of basic ideas shared by the majority of members of the organization or its active core, which serve as a means of internal regulation and programming of the organizational behavior of individuals or groups at the symbolic level.

Despite the obvious variety of definitions and interpretations of organizational culture, they have common points. Thus, in most definitions, the authors refer to samples basic assumptions, unprovenly accepted and shared by members of a group or organization in their behavior and actions. These assumptions are often associated with the vision of the individual's environment (group, organization, society, world) and the variables that regulate it (nature, space, time, work, relationships, etc.).

Values(or value orientations) are the second general category included in the definition of organizational culture. Values ​​guide the individual in what behavior should be considered acceptable or unacceptable.

The third general attribute of the concept of organizational culture is considered to be "symbolism", through which value orientations are "transferred" to the members of the organization. Many firms have special documents intended for all, in which they describe in detail their value orientations. However, the content and meaning of the latter are most fully revealed by employees through "walking" stories, legends and myths, which sometimes have more influence on individuals than those values ​​that are written in the company's advertising booklet.

The diversity of views on organizational culture can be significantly narrowed if one tries to base the understanding of organizational culture not on attributive characteristics, the diversity of which is clearly visible in the above definitions, but on something more significant - a system of general methodological principles underlying them.

In general, as S.V. Shcherbina, the concepts of organizational culture, with a certain degree of conventionality, can be divided into two large groups: 1) considering organizational culture as an attribute of an organization (it is assumed that it is possible to influence its formation). This approach can be conditionally called "rational-pragmatic"; 2) interpreting organizational culture as a designation of the very essence of the organization (this is not a property that an organization has, but what it essentially is; such concepts, as a rule, deny the possibility of a purposeful direct impact on the formation of organizational culture). This approach is most often associated with the "phenomenological model of organization". Such concepts, as a rule, deny the possibility of a targeted direct impact on the formation of organizational culture.

Representatives of the first direction (E. Shein, I. Ansoff, T. Peters, R. Waterman) consider organizational culture as one of the variables that act as a regulator of the behavior of employees in an organization, along with others (for example, such as formal and a structure, organizational climate, technology). The formation of culture is associated primarily with the processes taking place within the organization, although the latter can also be prompted by changes in the state of the environment.

Thus, according to S.V. Shcherbina, despite the variety of versions presented in the framework of the first approach, its common hallmark is that the organizational culture is considered, firstly, as a factor that can be used by management to maximize the effectiveness of the organization, strengthen its integrity, improve the mechanisms of socialization of employees, increase their productivity and motivation; secondly, the formation of organizational culture is considered as the result of internal processes occurring in the organization, moreover, to one degree or another, controlled.

Such a view of the nature and functions of organizational culture in various modifications, on the one hand, has become quite widespread among managers - practitioners and representatives of innovative and strategic versions of management. On the other hand, he became the object of well-reasoned criticism from a number of experts.

Thus, E. Frenik subjected the rationalistic approach to rigorous analysis. Its results can be reduced to the following points.

1. Organizational culture expresses not only the relationship between individuals in the organization, but also represents a set of ideas about the organization and its parts. 2. Culture does not lend itself to arbitrary manipulation by the leadership, but itself determines the style and nature of leadership. 3. Culture should not be described in terms of "strong - weak", "adequate - inadequate", "effective - ineffective": culture expresses the essence of the organization itself, and its functional consequences depend on specific conditions. No need to strive to adapt or transform organizational culture. In some cases, this can lead to destruction. 4. The mechanism of influence of culture on efficiency is complex and has not yet been adequately described. So, not all components of organizational culture are able to influence efficiency, this influence can go in an indirect way. When designing organizational change, the complex nature of such impacts must be taken into account.

Second - phenomenological- the direction of research on organizational culture goes back to the theoretical developments of D. Silverman and P. Berger, although the former does not use the term "organizational culture". They made an attempt to rethink the relationship between the rules of organizational behavior and organizational goals. D. Silverman proposes to abandon the view of the organization as an instance that predetermines the behavior of an employee, and focus on how participants use formal rules to determine and interpret their own behavior and the behavior of others. The rules of conduct are developed by the members of the organization. They constitute a kind of conventional reality in which its members live and act. Formal rules operate in social situations through the constant interpretation of their meanings in each specific context of decision making. Activities that appear to be organized according to rules are in fact the product of the practical activities of the members of the organization, at best demonstrating that what they are doing is in accordance with established rules.

Similar theoretical provisions of the phenomenological approach to describe organizational culture were used by M. Louis and S. Robbins. According to their approach, individuals act as creators of social reality, interpreting it in a certain way. Meanings are not given to individuals a priori, but are assigned to reality in the process of comprehending it. Obviously, these "meanings" do not exist "in reality" - objectively and universally - but only in an intersubjective context.

The process of interpreting the situation occurs at three levels: 1) universal, which is a certain basic set of meanings accepted by all members of the group, to which an appeal is constantly taking place; 2) cultural - a unique set of potentially possible meanings characteristic of a given group, in other words, the repertoire of this group. This level is the objectification of the first within the organization; 3) individual - the creation by a member of the organization of his own "cultural code", using the meanings laid down at the universal and cultural level. The individual adapts them, correlating with his daily experience.

Keeping the framework of the phenomenological approach, A. Pettigrew, exploring the phenomenon of organizational culture, considers the individual as a carrier of ideas, symbols, language, vision of reality, etc. In his concept, culture is a system of such socially accepted meanings that exist in a given group at a given time, a set of certain restrictions, stable moods and images that interprets the situation for the individual. The leadership of the organization should focus on bringing such a system of ideas into the consciousness of the individual.

The order in the organization appears, refracted through the ideas and actions of the founders of the organization, and is contained in the meanings, symbols, ideology, language, rituals, myths, which can be united by the concept of "organizational culture" (the key is the concept of "symbol").

Symbol in the context of A. Pettigrew's approach, it is interpreted as an object, action, relation or linguistic form that has a different meaning in different situations, awakens certain emotions or induces action. The existence of symbols in the organization determines the nature of the interpretation of the situation: it accentuates or, conversely, leaves certain aspects of the surrounding world in the shade. Thus, symbols perform the function of giving meaning to the elements of the organizational structure, activities, organizational goals and organizational environment.

Ideology- a set of ideas about social world and what goes on in it. Ideology includes the blueprint for a proper social order; plays an important role in the development of the organization, because able to determine to a large extent the actions of individuals in accordance with the ethical guidelines contained within its framework. Function myths and rituals in the organization is the maintenance of ideological ideas. In myths, ideology receives, so to speak, a visual form and becomes available for perception by all members of the organization. Pettigrew defines a myth as "a false simplification that rejects and ignores all evidence." Ritual, just like myth, concretizes ideological ideas, turning existing social relations into "conventional, stylized and prescribed norms."

Here mythology is a system of verbal symbols, ritual is a system of symbols in action, ritual is the enactment of a myth.

The basis of mythology is language. Language, due to its variability and complexity, is able to streamline and stabilize the life experience of an individual and integrate it into some significant value, to create a certain unity with the community. This process of "ordering and stabilizing" is the essence of the process of formation of organizational culture. Language is not only the bearer of certain elements of culture, being the product of a more general cultural shell of the organization, but it is also able to transform within the organization under the influence of its internal culture.

Organizational culture has a certain structure, being a set of assumptions, values, beliefs, and symbols that help people in an organization cope with their problems. So, E. Shine proposed to consider organizational culture at three levels.

The first, "surface" or "symbolic" level, includes such visible external factors as applied technology and architecture, use of space and time, observable behavior, language, slogans, etc., or everything that can be felt and perceived through five human senses.

The second level - "subsurface" - is the values ​​and beliefs shared by the members of the organization, in accordance with the extent to which these values ​​are reflected in symbols and language.

The third, "deep" level includes basic assumptions that are difficult to understand even for the members of the organization without special focus on this issue. These hidden and taken for granted assumptions guide people's behavior, helping them to perceive the attributes that characterize organizational culture.

According to which of these levels are studied, there is a division of organizational cultures into subjective and objective. Subjective organizational culture comes from the patterns of assumptions, beliefs and expectations shared by employees, as well as the group perception of the organizational environment with its values, norms and roles that exist outside the individual. This includes, for example, myths, stories about the organization and its leaders, rites and rituals, the perception of the language of communication and slogans.

Subjective organizational culture serves as the basis for the formation managerial culture, that is, leadership styles and problem solving by leaders, their behavior in general.

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

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

Considering the phenomenon of organizational culture, V.A. Spivak identifies the following main corporate culture principles:

cultural corporation is a modern organization for all factors of culture (material and spiritual);

It is a harmonious organization in which the individual elements of culture correspond to each other in terms of their level of development, direction, ideas, goals, tasks, methods of achieving goals;

It is an organization that lives according to the law, and not “according to concepts”;

It is based on modern achievements of sciences socio-economic and technical system;

This is an organization in which people are perceived as the main value, and therefore, interaction between people and groups is organized at the psychological level, since the most valuable thing in a person is his soul (such a view of the employees of a corporation, or a point of view, or a moral position of a leader, or approach can be called systemic socio-psychological approach);

· it is a developing organization that builds its relations with the subjects of the internal and external environment on the basis of understanding their system essence and uniqueness and spares no efforts to gain more and more knowledge about business partners and employees for their better understanding.

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

awareness of oneself and one's place in the organization;

communication system and language of communication;

Appearance, dress and self-image at work;

what and how people eat, habits and traditions in this area;

awareness of time, attitude to it and its use;

Relationships between people

· values ​​and norms;

belief in something and attitude or disposition towards it;

The process of employee development and learning;

· work ethic and modeling.

The above characteristics of organizational culture, taken together, reflect and give meaning to the concept of organizational culture.

According to A.I. Naumov, the content of organizational culture affects the direction of behavior and is determined not by a simple sum of assumptions, but by how they are interconnected and how certain patterns of behavior function.

A.G. Moll proposes to review and compare the organizational cultures of various corporations in the following ways: characteristics:

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 on the social aspects of its functioning. One of the options for social orientation is the steady attention of the organization to the everyday, personal problems of employees.

3. A measure of readiness for risk to introduce innovations.
A measure of activity orientation towards innovation processes or stabilization.

4. Measure to encourage conformism or individualism
members of the organization. Orientation of incentives to group or individual achievements.

5. Degree of preference for group or individual
decision-making forms. A measure of centralization - decentralized decision-making.

6. The degree of subordination of activities to pre-planned plans. An example of planning detail that characterizes the organizational culture of an organization is the creation of a business plan for moving a branch of Bashcredit Bank from one office to another within St. Petersburg, which was drawn up in great detail and more than three months before the real event.

7. Expression of cooperation or rivalry between
individual members and between groups in the organization.

8. The degree of simplicity or complexity of organizational procedures.

9. A measure of members' loyalty to the organization.

10. The extent to which members are aware of their role in achieving the goals of the organization. Loyalty of members of "their" organization.

In turn, S.P. Robbins proposes to consider organizational culture on the basis of ten characteristics most valued in the organization:

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

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

3) direction of actions, i.e. the organization sets clear goals and expected results of implementation;

4) consistency of actions, i.e. the position in which units and people within the organization interact in a coordinated manner;

5) management support, i.e. ensuring free interaction, assistance and support to subordinates from management services;

6) control, i.e. a list of rules and instructions used to control and monitor the behavior of employees;

7) identity, i.e. the degree of identification of each employee with the organization;

8) reward system, i.e. the degree of accounting for the performance of work, the organization of a reward system;

9) conflict, i.e. the willingness of the employee to openly express his opinion and go into conflict;

10) interaction models, i.e. the degree of interaction within the organization, in which the interaction is expressed in a formal hierarchy and subordination.

Evaluating any organization according to these ten characteristics, one can, according to S.P. Robbins, to make a complete picture of the organizational culture, against which the general idea of ​​employees about the organization is formed.

Wherein, scope of organizational culture within a single organization is quite broad, and may cover:

organizational autonomy - the degree of commonality of goals, methods, interests and tasks of people within the organization, organization methods
labor, labor morality and ethics;

Identification - the degree of identification of employees with the organization;

· structure, power and influence (leadership) - interaction of bodies and persons, operating rules, direct leadership and control; accepted forms of influence, prohibitions in this area;

support and care - the level of assistance provided by managers to their subordinates;

Motivation - the degree of dependence of material and non-material remuneration on the results of work;

individual value and freedom within the organization - the degree of responsibility, independence and opportunities to express initiative in the organization; the value of the individual for the organization;

· conflict management - an approach to conflict resolution;

Creativity and development - the degree of risk to which employees are encouraged to innovate and search for non-standard solutions;

direction - the degree of formation of the goals and prospects of the organization;

integration - the extent to which parts (subjects) within the organization are supported in the interests of the implementation of coordinated activities;

management support - the degree to which managers provide clear communication links, creating a working environment for their subordinates;

· risk management - the extent to which employees are encouraged to innovate and take risks.

At the same time, the relationship between culture and the results of the organization's work depends on the content of those values ​​that are affirmed by a particular culture in the organization. A company that ignores a person is most likely far from long-term success.

INTRODUCTION 3

1. CONCEPTS AND DEFINITIONS OF ORGANIZATIONAL CULTURE 6

1.1. Organizational culture: essence, meaning 6

1.2. Organizational climate as a component of organizational culture 12

2. FUNCTIONS, STRUCTURE AND TYPES OF ORGANIZATIONAL

CULTURES 15

2.1. Functions of organizational culture 15

2.2. The structure of organizational culture, its main elements 16

2.3. Types of organizational culture 29

3. Analysis of the organizational culture of the enterprise on the example of LLC "Chief Accountant - INFO". 33

CONCLUSION 52

REFERENCES 54

“Culture guides the manager to a greater extent

to the extent that he manages it."

The term "organizational culture" covers most of the phenomena of the spiritual and material life of the team: the material values ​​and moral norms that dominate in it, the adopted code of conduct and ingrained rituals, the manner of staff dressing and the established quality standards of the product. We encounter manifestations of organizational culture as soon as we cross the threshold of an enterprise: it determines the adaptation of newcomers and the behavior of veterans, is reflected in a certain philosophy of the managerial level, especially top managers, and is implemented in a specific strategy of the organization. Culture has a pervasive impact on the activities of the organization. Organizational culture is a hot topic these days. Purposeful formation organizational culture can allow:

efficient use of the company's human resources to implement its strategy;

increase the level of company management;

Strengthen team cohesion

Use as a strategic motivating factor that directs employees to achieve company goals.

Western entrepreneurs have already understood that the organization is a complex mechanism, the basis of the life potential of which is the organizational culture: that for which people became members of the organization; how the relationship between them is built; what stable norms and principles of life and activities of the organization they share; what, in their opinion, is good and what is bad, and much more from what relates to values ​​and norms. All this not only distinguishes one organization from another, but also significantly determines the success of the functioning and survival of the organization in the long term. If we can say that an organization has a "soul", then this "soul" is the organizational culture. People are the carriers of organizational culture. And it is on them that the height of the level of organizational culture depends.

In other words, naturally, an organizational culture that is not the most favorable for business can spontaneously form, where, for example, it is customary to work with coolness and somehow, there is a high level of conflict, disrespect for technology, for the client, etc.

The purpose of this work is to prove the influence of the organizational culture of an economic entity on the effectiveness of its work, to substantiate the need to form an organizational culture.

The object of the study is the relationship between the organizational culture of an economic entity and the final results of its activities.

1. To reveal the nature of the concept of "organizational culture"

2. Show the comprehensive influence of organizational culture on the effectiveness of the organization.

3. To characterize the organizational culture of business entities of the Republic of Belarus.

1. CONCEPTS AND DEFINITIONS OF ORGANIZATIONAL CULTURE

1.1. Organizational culture: essence, meaning

In modern literature, there are quite a few definitions of the concept of organizational culture, and there is no universal definition. Only a variety of functional descriptions of the cultural area are possible, which are each time formulated depending on the specific goals of the study, but there is no holistic - essential - definition of organizational culture that has received generally recognized distribution.

Here are some sets of definitions for the term "organizational culture":

¨ a set of attitudes, values, ideas supported by all members of the organization that guide the behavior of members of this organization;

¨ shared by members of the organization philosophy, ideology, values, norms that bind the organization into a single whole;

¨ a basic set of attitudes, attitudes and internal rules that constantly guide behavior in the workplace;

¨ the system of values ​​and beliefs shared by all employees of the company, which determines their behavior, the nature of the life of the organization;

¨ a sample of the main assumptions of this group, discovered or developed in the learning process to solve the problems of external adaptation and internal integration;

¨ a historically established system of common traditions, values, symbols, beliefs, formal and informal rules of conduct for members of the organization that have stood the test of time;

¨ the totality of values, beliefs, attitudes prevailing in this team, as well as the general moral climate, helping employees to understand the purpose of the organization as a whole (the meaning of their activities, for the sake of which they work), the mechanism of its functioning and thereby create norms of activity and behavior of the rules of following them .

Organizational culture- these are beliefs, norms of behavior, attitudes and values, which are those unwritten rules that determine how people in this organization should work and behave.

Edgar Schein, whose name is perhaps most closely associated with foreign studies in the field of organizational culture, defines it as "... totality core beliefs - self-formed, assimilated or developed by a particular group as it learns to solve the problems of adaptation to the external environment and internal integration - which have proved effective enough to be considered valuable, and therefore transmitted to new members as the correct way of perceiving, thinking and relating to specific problems" .

And here is how the term "organizational culture" is defined by the dictionary "Social theories of organization":

Organizational culture - a set of basic ideas shared by the majority of members of the organization or its active core (see below) , which serve as a means of internal regulation and programming of the organizational behavior of individuals or groups at the symbolic level .

Organizational core- a stable and authoritative part of the organization's personnel, acting as a carrier of professionalism and organizational culture /31/.

Organizational behavior- such behavior of a person in an organization, as a result of which certain organizational relationships are established, provided or executed.

It can be seen that all definitions and interpretations have an area of ​​intersection: organizational culture is a set of ideas, attitudes, values, beliefs shared by members of the organization that predetermine the organizational behavior of members of the organization.

For the first time the concept of organizational culture was introduced in the late 70s. in connection with the attempts of American scientists to comprehend the successes of the Japanese economy and respond to the "Japanese challenge". According to U. Ouchi, Japanese enterprises were characterized by: lifelong employment, slow gradual promotion of workers through the hierarchy, non-specialized careers, collective decision-making mechanisms and responsibility, implicit forms of control, consideration of all emerging problems through the prism of the whole; for Americans, short-term employment, rapid promotion, specialized careers, overt forms of control, focus on individual solutions and responsibility, and an attitude to solving particular problems.

In everyday life, two very common, but, if you think about it, still different concepts are often confused: “organizational culture” (meaning the culture of the enterprise) and “organizational culture”. Under organizational culture(of an enterprise) in general, one should understand the totality of common values ​​and norms of behavior recognized by the employees of a given enterprise. Accordingly, under organizational culture businesses need to understand a set of values ​​and norms organizational behavior adopted by the enterprise.

The culture of the organization is most often focused on the external environment. This is a culture of behavior in the market; culture of maintaining external relations with suppliers and customers; customer service culture (consumers of services and products); dynamism, commitment and stability of relations.

Organizational culture is focused on the internal environment and is manifested, first of all, and mainly in the organizational behavior of employees /24/.

Organizational culture is often confused with corporate culture. Corporate culture is some made-up rules that employees at work must follow: how to dress, how to come to work on time, etc. .

Organizational culture is a culture that expresses itself in the system of relations that has developed in this organization, through the standard decisions that people make. Over time, the situation changes, the environment may change, but these decisions remain as some kind of rituals: “It is customary for us ...”.

Organizational culture should also not be confused with business culture. Business culture can be defined as the culture of making and sharing profits. In turn, business culture can be decomposed into organizational culture, or the culture of this particular firm, this particular community of people who are organized in some kind of institution.