Formation of the corporate culture of the organization. Fig.1 Classification of types of corporate culture. "Regulations on corporate culture"

20.09.2019

There is a concept of strong and weak corporate culture. A strong culture is characterized by the values of the organization, which for a long time still act on the finger of the song of this entire team. The more Members of the organization are committed to this opinion, the stronger and stronger the corporate culture. A weak culture is usually formed to have such a status only at the stage of company growth or in companies that simply do not have a corporate culture, although based on the above proposals this cannot be, but still cases have been recorded. But I also don't all companies already with experience mean that they have a strong corporate culture. How to change corporate culture? Over time, that is, visiting a certain period of two here, those other factors of corporate culture may change. The methods of changing culture coincide with the methods of maintaining the same corporate culture, namely: - changing attention from one subject to another; – Changing management style; – change in incentive conditions; – change in personnel policy; – change of corporate symbols and logos.

To form a corporate culture, many organizations order services from special specialized teams building agencies. The principles of corporate culture formation began to take shape in the 1990s. and adopted the format of the normative document "norms of corporate conduct". This document regulated corporate behavior.

In Russia, this regulatory document was also developed, but did not have the status of an official state standard. It is advisory in nature and does not require the application of any obligations. The document contains a number of rules, principles that have no legal force. AT different countries this document looks different and has different paragraphs and subparagraphs, and also has a different status, there are countries in which the application of this document is one of the main points of the organization's work. In Russia, this document does not replace legislative and regulations, but only regulates those moments when the issue does not concern the legislative sphere. Such moments as the rules of communication, norms of behavior, also includes communication with partners and government organizations.

The main principles of corporate culture formation include the following points:

Complexity of scenario development of the company;

Determining the values that are acceptable and desirable for a given company;

Observance of traditions, which largely determine the character economic system, management style;

The denial of forceful influence, according to which it is impossible to artificially plant a strong culture in a weak culture and vice versa, or to correct it. The effectiveness of a strong culture, like a weak one, depends on the specific conditions;

Comprehensive assessment, according to which the assessment of the impact of culture on the performance of the company should be based on an integrated approach. This principle provides not only for taking into account the ways in which culture directly influences the effectiveness of this system, but also for taking into account the many invisible indirect ways of influence.

When forming a corporate culture, they take into account everything that has happened with the organization from the beginning of its creation to the present moment and look into the future, that is, what this or that element of the emerging corporate culture can lead to. An important condition is the coordination of each step with some members of the organization, so that innovations do not become so abrupt and inconsistent. After all, corporate culture implies this open communication between management and employees. Corporate culture influences the behavior of members of the organization, the format of communication, and much more.

In the process of formation and development of corporate culture, it is important to determine and take into account the factors that have the most significant impact on it. Corporate culture is also involved in the following essential elements of economic culture:

Purpose of the organization (mission, goals, objectives). An aimless existence is destructive, and the mission just expresses the main meaning, purpose and principles of life. If it is clearly formulated (and together with the team) and its provisions are followed daily, such an organization can be considered an unconditional innovator. Ideally, the mission of the company should be formulated even before its creation. However, it is even more erroneous to come up with a mission just because it is accepted in classical management, or because others have it. The leader must feel the inner need to create a mission - only then will it move forward;

Means, including the activities of members of the organization, the incentive system, information support, etc.;

Criteria for achieving goals and evaluating results;

Means of internal integration, which include methods for incorporating new members into the organization, ways of sharing power, style of relationships, a system of rewards and punishments, ceremonies (honoring heroes, symbols, myths of the organization), rituals (symbolic events designed to remind employees of behavior that they are required), etc.

In an organization it is impossible to create rules and say follow them, many employees will turn their backs on the leader, simply because these rules were not agreed upon and were not invented by joint work. And to impose these rules, the principles of corporate culture, the rules of communication will be very difficult and may even have to be punished with a ruble for non-compliance with the rules. A leader who respects his team will not allow this and at least consult, but it is also important that the last decision is still his. The power given to the manager allows him to form models of corporate communication, values, and it is even important that he does this, otherwise you can lose the trust of employees.

When forming a corporate culture in an organization, parallel work should be carried out in two directions:

Interaction with the external environment;

Interaction with the internal environment.

On the one hand, this activity is very important for its employees, because it plays a big role in their own activities. Accordingly, they are most sensitive to any of its actions. However, on the other hand, they, like no one else, can see what exactly corresponds to reality, since they are actually the conductors of this activity.

Employees understand true values better when they begin to compare them with realizable values in reality. Thus, they gradually understand what and how is done in the company. And it is at this stage that people can evaluate themselves as an employee of the organization: either they will be satisfied with themselves, or not.

If high-tech production is important in an organization, then workplaces should be equipped with the necessary equipment for this. Conditions must also be created for its proper operation.

If we are talking about the manufacture of quality products, then quality control must be carried out. If about the professionalism of employees as an important value of the organization, then conditions should be created for career growth and the implementation of relevant skills.

And if the behavior of employees is not encouraged or the behavior of management discredits them, then it is stupid to talk about any moral morals.

In general, any activity in the organization causes any attitude of employees towards it, which means that it can become a subject of discussion. Awareness of this makes it possible to understand the complexity of the work on the formation and development of corporate culture.

Interaction with internal departments begins with understanding, formulating and fixing in documents the foundations of corporate ideology, that is, the purpose of the organization. Its clarification implies an answer to the question: “Why does this organization exist?” And this, in fact, is finding people interested in its work.

The answer to the question: "Where is the organization heading?" allows you to construct the main goals that indicate the main directions of the organization's activities within its purpose. They allow employees to find a solution themselves, without giving a ready answer. The main goal is to guide and unite.

Having decided on this, you still need to understand how it moves, because then the basic principles of work will be formed. They describe its most important qualities (the nature of doing business), with the help of which the organization achieves its goals, and also outlines its area of responsibility in cooperation with interested groups (shareholders, employees, customers, society).

In fact, such a system does not allow working in only one specific direction and provides an opportunity for competent setting of one's own tasks. It gives a certain direction in their work, allows them to build their strategies, create personal aspects of behavior, predict the quality of certain actions.

Thus, it is this that increases the employees' sense of clarity and stability in terms of relations with the company, which is a very important factor in increasing motivation. And of course, it is clear that this must also be conveyed to employees.

Introduction………………………………………………………………………………………. 3

Chapter 1. General concepts and essence of corporate culture…………………………….4

1.1 The concept of corporate culture…………………………………………………………….4

1.2 Ways of forming a corporate culture………………………………………….4

Chapter 2. Types, classification and structure of corporate culture……………………6

2.1 Types of corporate culture and their classification………………………………………6

2.2 The structure of the corporate culture………………………………………………………..7

Chapter 3. The main elements of corporate culture………………………………………9

3.2. Corporate values, slogans, symbols, myths and legends………………………10

Chapter 4. Features of the formation of corporate culture………………………….11

4.2 Stages of corporate culture formation……………………………………….12

Chapter 5. The meaning and functions of corporate culture in the organization………………….14

5.1 The meaning and functions of corporate culture……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

Conclusion……………………………………………………………………………………… 17

List of literature used………………………………………………………….18

Introduction.

More and more leaders and HR managers today are thinking about the need for purposeful formation of a corporate culture in the organization. To a large extent, this situation is due to the transition Russian business to a new stage of development, which is characterized by the search for ways to improve the efficiency of the use of available resources, including personnel. At the same time, not all companies that have decided to create a corporate culture have an idea of what it is.

In Russia, the concept of "corporate culture" has spread along with the development of competitive business. Corporate culture in Russian perception is such an atmosphere of the company, when employees feel like a part of the company. Any culture, be it the culture of behavior, communication, appearance, speech, creates this favorable aura. Corporate culture brings the company a very specific material result.

Since culture plays a very important role in the life of an organization, it should be the subject of close attention from management. Very often, a firm's successes and failures are based on causes directly or indirectly related to its corporate culture. The leadership style, the psychological climate in the team, the established image of the organization - all this cannot but affect the results of the work of any enterprise.

Therefore, managers must be able to analyze the corporate culture and influence its formation and change in the desired direction.

Currently, corporate culture is an interdisciplinary area of research, which is located at the intersection of several areas of knowledge, such as management, organizational behavior, sociology, psychology, cultural studies.

The relevance of the topic is due to the growth of competition in the service sector, the production of goods and services, and it is necessary to form competitive advantage one of which is corporate culture.

The purpose of this work is to reveal the essence of the concept of "corporate culture", to identify the main methods and directions for the formation and promotion of corporate culture in the organization. To achieve this goal, the following tasks will be required:

1) give the concept of corporate culture;

2) identify ways to form a corporate culture and its content;

3) determine the types, classification and structure of corporate culture;

4) identify the main stages in the formation of corporate culture;

5) determine the meaning and functions of corporate culture in the organization.

Chapter 1. General concepts and essence of corporate culture

1.1. The concept of corporate culture.

The concept of "corporate culture" came into use in developed countries in the twenties of the last century, when it became necessary to streamline relationships within large firms and corporations, as well as to understand their place in the infrastructure of economic, trade and industrial relations.

In modern business, corporate culture is an important condition for the successful operation of the company, the foundation of its dynamic growth, a kind of guarantor of the desire to increase efficiency.

Corporate (organizational) culture can be defined as a set of basic values, beliefs, unspoken agreements and norms shared by all members of the organization. This is a kind of system of common values and assumptions about what and how is done in the company, which is learned as one has to deal with external and internal problems. It helps the company survive, win the competition, conquer new markets and develop successfully.

Corporate culture is determined by the formula: common values - mutually beneficial relationship and cooperation is good organizational behavior. Corporate culture is a complex of social norms, attitudes, orientations, stereotypes of behavior, beliefs, customs that are developed and recognized by the organization's team that make a person, a group behave in certain situations in a certain way. At the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends, linguistic symbols, and artifacts. In modern conditions, the management of the corporation is interested in the fact that flexibility and innovation are the most important and integral components of the corporate culture.

1.2 Ways to form a corporate culture

Corporate culture is directly related to the corporate spirit, employee loyalty to the organization. One of the most important tasks of the PR department of a corporation is to maintain a corporate spirit both in an individual employee and in a work team, uniting employees with common interests and understanding the common goals of the enterprise.

In order to form a corporate culture that is adequate to the modern requirements of the economy and business, it is necessary to transform the values of people that have been formed under the influence of command and control methods of management and take a course towards introducing into the consciousness of all categories of employees the elements that make up the basic structure of a market-type corporate culture. One of key indicators such a culture is focused not only on providing favorable atmosphere, normal relations in the team, but also to achieve the intended goals and results of the corporation.

Corporate culture can be created purposefully from above, but it can also be formed spontaneously from below, from various elements of different structures introduced by human relations between employees, managers and subordinates, different people who became employees of the corporation.

When developing a new strategy for an organization, introducing changes to the strategy, structure and other elements of the management system, leaders and managers of internal corporate PR should assess the degree of their implementation within the existing corporate culture and, if necessary, take steps to change it. At the same time, it should be taken into account that the corporate culture is inherently more inert than other elements of the management system. Therefore, the actions to change it in the corporation should be ahead of all other transformations, realizing that the results will not be visible immediately.

Chapter 2. Types, classification and structure of corporate culture

2.1 Types of corporate culture and their classification

The very concept of "corporate culture", like many other terms of organizational and legal disciplines, does not have a single interpretation, there is no single standard in the approach to classifying the types of corporate culture.

Consider the classification proposed by S.G. Abramova and I.A. Kostenchuk, through which they distinguish the following types of corporate culture:

1) According to the degree of mutual adequacy of the dominant hierarchy of values and the prevailing ways of their implementation, stable ( high degree adequacy) and unstable (low degree of adequacy) cultures. A stable culture is characterized by well-defined norms of behavior and traditions. Unstable - the lack of clear ideas about the optimal, acceptable and unacceptable behavior, as well as fluctuations in the socio-psychological status of workers.

2) According to the degree of conformity of the hierarchy of personal values of each of the employees and the hierarchical system of intra-group values, integrative (high degree of conformity) and disintegrative (low degree of conformity) cultures are distinguished. An integrative culture is characterized by the unity of public opinion and intra-group cohesion. Disintegrative - the lack of a unified public opinion, disunity and conflict.

3) According to the content of the values dominant in the organization, personality-oriented and functionally-oriented cultures are distinguished. A person-oriented culture captures the values of self-realization and self-development of the employee's personality in the process and through the implementation of his professional and labor activities. A functionally oriented culture supports the value of implementing functionally defined algorithms for the implementation of professional and labor activities and behavior patterns determined by the status of an employee.

4) Depending on the nature of the influence of corporate culture on the overall performance of the enterprise, positive and negative corporate culture are distinguished.

5) According to the degree of separability and intensity, they distinguish: strong and weak corporate culture.

6) According to the general characteristics of the company, there are: hierarchical (emphasis on strategy within the organization), clan (sharing by all employees of the values and goals of the organization, cohesion), market (the organization's desire to win) and adhocracy (flexibility and creativity of employees in situations of uncertainty and ambiguity) corporate culture.

2.2 Corporate culture structure

When researching a corporate type of culture, as well as in the formation and maintenance of a particular type of culture, it should be taken into account that each culture has its own structure.

Consider corporate culture at three levels:

The first, most superficial level of culture is artifacts. At this level, a person encounters the physical manifestations of culture, such as the interior of the office, the observed "patterns" of employee behavior, the "language" of the organization, its traditions, rites and rituals. In other words, the "external" level of culture gives a person the opportunity to feel, see and hear what conditions are created in the organization for its employees, and how people in this organization work and interact with each other. Everything that takes place in the organization at this level is the visible result of conscious formation, cultivation and development.

The next, deeper, level of corporate culture is the proclaimed values. This is the level, the study of which makes it clear why the organization has exactly such conditions for work, rest of employees and customer service, why people in this organization demonstrate such patterns of behavior. In other words, these are values and norms, principles and rules, strategies and goals that determine the internal and partly external life of the organization and the formation of which is the prerogative of top managers. They can be either fixed in instructions and documents, or loose. The main thing is that they are really accepted and shared by workers.

The deepest level of organizational culture is the level of basic ideas. It's about about what is accepted by a person at a subconscious level - this is a certain framework for a person's perception of the surrounding reality and existence in it, how this person sees, understands what is happening around him, how he considers it right to act in various situations. Here we are mainly talking about the basic assumptions (values) of managers. Since it is they who, by their real actions, form organizational values, norms and rules.

Chapter 3. The main elements of corporate culture

Corporate culture has a certain content, which includes subjective and objective elements. The former include beliefs, values, rituals, taboos, images and myths associated with the history of the organization and the lives of its famous members, accepted norms of communication. They are the basis of a managerial culture characterized by leadership styles, problem-solving methods, and managerial behavior. Objective elements reflect the material side of the life of the organization. For example, symbols, colors, comfort and interior design, the appearance of buildings, equipment, furniture, etc.

The culture of a corporation is, as it were, two organizational levels. At the top level are such visible factors as clothing, symbols, organizational ceremonies, work environment. The top level represents elements of culture that have an external visible representation. At a deeper level, there are values and norms that determine and regulate the behavior of employees in the company. The second level values are closely related to visual patterns (ceremonies, style business clothes and etc.). These values are supported and developed by the employees of the organization, each employee of the company must share them or at least show their loyalty to the accepted corporate values.

Rice. Levels of corporate culture

3.2. Corporate values, slogans, symbols, myths and legends

Values are a fundamental element of corporate culture. Through the concrete actions of PR managers, they manifest themselves throughout the organization and are reflected in its goals and policies. Values include the basic ideological attitudes and ideas adopted in the company.

Values give each employee confirmation that what he does is in line with his self-interest and needs, and the interests and needs of the work team and the specific unit in which it is employed, the entire corporation and society as a whole. The values of the organization are the core of the organizational culture, on the basis of which the norms and forms of behavior in the organization are developed. It is the values shared and declared by the founders and the most authoritative members of the organization that often become the key link on which the cohesion of employees depends, the unity of views and actions is formed, and, consequently, the achievement of the organization's goals is ensured.

The fundamental values of modern companies are perceived through visible embodiment in the form of symbols, stories, heroes, mottos and ceremonies. The culture of any company can be explained by these factors. Being one of the elements of corporate culture, symbols and slogans in a capacious and concise form emphasize the strongest, most significant aspects of a particular company. For example, the social symbol of the Samsung company is a five-pointed star formed by people holding hands. It expresses five programs: on social security, culture and art, scientific activity and education, conservation and voluntary community activities of employees.

The most important part of the corporate culture of any organization is also, oddly enough, its mythology. Developed corporate cultures develop quite a diverse mythology. The mythology of enterprises exists in the form of metaphorical stories, anecdotes that constantly circulate in the enterprise. Usually they are associated with the founder of the enterprise and are called upon to convey the company's values to employees in a visual, lively, figurative form. In addition, the visible manifestations of corporate culture are rituals. A ritual is a repetitive sequence of activities that expresses the core values of any organization. Rituals serve as a means of visually demonstrating the company's value orientations, they are designed to remind employees of the standards of behavior, norms of relationships in the team that the company expects from them.

Chapter 4. Features of the formation of corporate culture

The formation of corporate culture, as a rule, comes from formal leaders (company management) or, less often, informal ones. Therefore, it is important that a manager who wants to shape a corporate culture formulate for himself the core values of his organization or his unit.

According to different sources, firms with a pronounced, established corporate culture are much more efficient in the use of HR (human resources). Corporate culture is one of the most effective means attracting and motivating employees.

There are several methods to study the existing culture. These include interviews, indirect methods, questionnaires, the study of oral folklore, the analysis of documents, the study of the rules and traditions that have developed in the organization, as well as the study of management practices.

There are two main areas of corporate culture formation methodology:

1. Search for the values of a successful organizational culture that best meets the following factors: organizational technology, opportunities and limitations of the external environment of the organization, the level of professionalism of the staff and the peculiarities of the national mentality.

2. Fixing the identified values of the organizational culture at the level of the organization's personnel.

In this case, if the first direction in the formation of an organization's culture relates to the sphere of strategic development, during which organizational values are identified that correspond to the maximum extent to the goals of organizational development and the characteristics of the organization's personnel, then the second block of tasks relates to tactical management, which develops a system of specific activities and procedures. to reinforce the values identified in the first phase.

Both stages are interrelated and interdependent: how correctly organizational values are defined and formulated at the first stage will depend on the depth of commitment to them, supported by the measures of the second stage. And vice versa, the correctness, consistency and systematic nature of specific measures to maintain organizational culture will largely determine its strength in the end.

The measures to implement the tasks of the first block include the following: studying the peculiarities of the national mentality from the point of view of certain principles of organization management; determination of the capabilities and limitations of personnel; determination of the main technological possibilities and possibilities of the external environment.

The desired values of culture, identified by the manager at the first stage, become the main goal for the second stage of their formation in the organization. The second block of tasks is implemented by identifying key figures or creators of organizational culture, who are called upon to form the necessary organizational values of culture.

4.2 Stages of formation of corporate culture

Building a corporate culture is a long and complex process. The main (first) steps of this process should be as follows: defining the mission of the organization; definition of core core values. And already, based on the basic values, the standards of behavior of the members of the organization, traditions and symbols are formulated. Thus, the formation of corporate culture is divided into the following four stages:

1. Definition of the mission of the organization, basic values;

2. Formulation of standards of conduct for members of the organization;

3. Formation of the traditions of the organization;

4. Development of symbols.

Stage 1. According to managers, the creation of a corporate value system is the answer to the questions: “What are we doing? What are we good for? What are we capable of? What are our attitudes in life? What is our plan? and etc."

Values should respond to people's need to be reassured that the cause they are doing matters beyond a particular business, a particular position, a particular co-worker, or a particular salary.

In other words, the strength of an organizational culture is determined by at least two important factors: the extent to which the members of the organization accept the company's core values and the extent to which they are committed to those values.

Stage 2. The difficulty of maintaining the required level of organizational culture lies in the fact that newly hired employees bring with them not only new ideas and individual approaches to solving professional problems, but also their own values, views, beliefs. The individual personal values of employees can significantly shake the established cultural values within the organization. To maintain the existing system of cultural values of the organization, it is necessary to constantly influence the formation of the value orientations of employees in order to bring them as close as possible to the values of the organization itself.

Stage 3. An important part of the formation of corporate culture is the creation and support of the traditions of the organization. Let's look at some examples of traditions, external signs which can be used to judge the corporate culture of organizations:

All employees go to work in office-style clothes;

- "You work for healthy lifestyle life - do not smoke ";

A certain bonus is paid for each year worked;

Everyone communicates “like you” and by name (this is the setting);

Be sure to use the products (cosmetics, photos, accessories) that your company sells.

Stage 4. Despite the seeming formality, the development of symbols is milestone formation of corporate culture. Even the simplest preference interior decoration premises and the appearance of employees of the "leading" color of the company - plays an important role in shaping the unity of the team. The use of symbolism is a two-way process. On the one hand, it forms the external image of the organization, allowing partners and consumers to easily recognize the corresponding symbol in a series of many, and on the other hand, the symbolism allows the employees themselves to feel the internal idea of the organization.

Chapter 5. The meaning and functions of corporate culture in the organization

5.1 The meaning and functions of corporate culture

Significance of corporate culture:

1.Forming a certain image of the organization and creating a sense of security among employees;

2. Culture helps newcomers to quickly understand the activities of the organization and correctly interpret the events taking place in the organization;

3. The level of responsibility increases, and, consequently, the level of viability of the organization;

4. Stimulates employees to achieve common goals, which causes an increase in the innovative potential of the organization;

5. Culture sets internal rules and standards of behavior - "collective programming";

6. Culture regulates management activities;

7. Culture contributes to the identification of the employee with the company, forms a commitment to the company;

8. Culture creates a sense of security among employees.

Functions of corporate culture:

1. Informational, which consists in the transfer of social experience;

2. Cognitive, which consists in the knowledge and assimilation of the principles of culture at the stage of adaptation of the employee to the organization and, thus, contributes to his inclusion in the life of the team;

3. Normative, as the culture establishes the norms of acceptable behavior in the organization;

4. Regulatory, by means of which the real behavior of a person or group is compared with the norms adopted in the organization;

5. Value (sense-forming), since culture affects the worldview of a person;

6. Communicative, because through the values adopted in the organization, norms of behavior and other elements of culture provide mutual understanding of employees and their interaction;

7. Security - culture serves as a barrier to the penetration of undesirable tendencies;

8. Integrating - the adoption of a corporate culture forms a community of people and they feel like part of a single system;

9. Substitutive - a strong culture allows you to reduce the flow of formal orders and orders;

10. Motivational - the adoption of a culture usually creates additional opportunities for a person and vice versa;

11. Educational and developmental - mastering a culture creates additional knowledge and positively affects its activities;

12. Quality management - over time, the most effective components remain in the culture, and all negative ones disappear;

13. Formation of the company's image - customers, visitors and other contractors do not get acquainted with official documents - they see the outside of the company and this creates its image.

5.2 Influence of corporate culture on organizational life

At present, corporate culture is considered as the main mechanism that provides a practical increase in the efficiency of the organization. It is important for any organization because it can affect:

Employee motivation;

The attractiveness of the company as an employer, which is reflected in the turnover of staff;

The morality of each employee, his business reputation;

Productivity and efficiency of labor activity;

The quality of work of employees;

The nature of personal and industrial relations in the organization;

The relationship of employees to work;

The creative potential of employees.

There are four main approaches to resolving the problem of incompatibility of strategy and culture in the organization:

1) a culture is ignored that seriously impedes the effective implementation of the chosen strategy;

2) the management system adjusts to the existing culture in the organization;

3) attempts are made to change the culture so that it is suitable for the chosen strategy;

4) the strategy is changed to fit the existing culture.

In general, there are two ways in which organizational culture influences the life of an organization.

The first approach is that culture and behavior mutually influence each other.

The second approach is that culture influences not so much what people do as how they do it.

There are various models of the influence of organizational culture on organizational performance:

Sate Model,

Peters and Waterman model,

Parsons model.

In more general view the relationship between culture and the results of the organization's activities is presented in the model of the American sociologist T. Parsons. The model is developed based on the specification of certain functions that any social system, including an organization, must perform in order to survive and succeed. First letters English titles these functions in the abbreviation gave the name of the model - AG1L: adaptation (adaptation); goal-seeking (achieving goals); integration (integration) and legiacy (legitimacy).

The essence of the model is that for its survival and prosperity, any organization must be able to adapt to constantly changing environmental conditions, achieve its goals, integrate its parts into a single whole, and, finally, be recognized by people and other organizations.

This model proceeds from the fact that the values of organizational culture are the most important means or tools for performing the functions of this model. If the beliefs and values shared in an organization help it to adapt, achieve its goals, unite and prove its usefulness to people and other organizations, then it is obvious that such a culture will influence the organization in the direction of success.

Conclusion

Thus, based on the foregoing, we can conclude that corporate culture is a complex of social norms, attitudes, orientations, stereotypes of behavior, beliefs, customs that are developed and recognized by the organization's team, which make a person, a group behave in certain situations in a certain way. . At the same time, at the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends and artifacts. Corporate culture is a key factor determining the success and stability of a company. It binds employees together, increases staff loyalty to the company, and increases labor productivity. At present, corporate culture is considered as the main mechanism that provides a practical increase in the efficiency of the organization.

In my opinion, corporate culture is an integral part of any organization. It arises from the moment the company was founded and actively develops during its existence. Organizational culture has a significant impact on all employees of the company, on their views and behavior, and most importantly, the result of the company's activities depends on it. However, a spontaneously formed corporate culture can become an obstacle to achieving the company's strategic goals. Therefore, every leader must be able to competently manage it and keep its formation and growth under control. In addition, any manager is obliged to monitor the observance of certain norms, rules, customs and traditions that have existed since the inception of the company in order to preserve the culture of the organization. It should also be noted that the organizational culture should correspond with the mission and strategy of the organization. Only in this case, the organization will be able to achieve success in solving the set goals and objectives, and most importantly, to achieve the main result, namely, making a profit, and then increasing it. Since the development of organizational culture has big influence on the effectiveness of the company, I would also like to note that any manager should contribute not only to maintaining the corporate culture of the organization, but also to its promotion. In my opinion, today the competent management of an organization in combination with a developed corporate culture, a good team and clearly set goals, objectives and mission of the company is the key to the success of any organization.

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The authors of this book consider the following to be the main principles of corporate culture formation:

- complexity of scenario development of the company, which expresses not only the relationship between the members of the company, but also the ideas about the purpose of the company as a whole and its members, the goals, the nature of the products and the market, which determine the effectiveness of the production and marketing activities;

- defining values acceptable and desirable for the company;

- keeping traditions, which largely determine the nature of the economic system, management style;

- force denial, according to which it is impossible to artificially plant a strong culture in a weak one and vice versa, or to correct it. The effectiveness of a strong culture, like a weak one, depends on the specific conditions;

- integrated assessment, according to which the assessment of the impact of culture on the performance of the company should be based on an integrated approach. This principle provides not only for taking into account the ways in which culture directly influences the effectiveness of this system, but also for taking into account the many invisible indirect ways of influence.

Corporate culture is formed in accordance with its essence from certain organizational attributes (explicit and hidden norms, patterns of behavior, historical background, etc.), provided that they are perceived by the majority of company members and influence the behavior of these members. Therefore, in the formation and development of organizational culture, along with the basic principles, it is necessary to take into account a number of its specific features (Fig. 2.5).

Figure 2.5 - The main signs of the formation of a corporate culture

Means, including the activities of members of the organization, the incentive system, information support, etc.;

Criteria for achieving goals and evaluating results;

The organization does not have a monopoly on the right to create a common atmosphere. Culture cannot be imposed on a social mechanism such as an organization, but it can be modernized. At the same time, the formation of the mission always remains the prerogative of the authorities. The power given to the leader provides him with advantages both in the formation of corporate values and in the choice of behavior, if only for the reason that the formal leader has access to the levers of power with which he can influence key processes. And must do it.

Work on the formation of a corporate culture in a company should be carried out in two main and closely related areas: the first is interaction with the external environment, the second is interaction with internal divisions.

Specifics of interaction with internal divisions due to two main factors.

Figure 2.6 - Classification scheme of factors influencing the goals of corporate culture

On the one hand, for the employees of the organization, its activities are an integral and significant part of their own activities and therefore become significant for them. This means that they are the most "charged" to interact with it, the most sensitive to any of its actions.

On the other hand, since they are in fact the carriers, conductors of this activity, they can see, like no one else, how much what is proclaimed in the organization and what is actually carried out in it correspond to each other.

By comparing the values proclaimed with how they are implemented, employees begin to better understand the true values that characterize the company. As a result, they draw conclusions about what, why and how is done in the company. It is at this stage that either a feeling of satisfaction with one's membership in this organization or, conversely, dissatisfaction with work in it arises.

If the organization proclaims the value of high-tech production, then this should be accompanied by equipping workplaces with appropriate equipment, conditions should be created for its efficient and competent operation. When it comes to producing high-quality products, quality control must be ensured. If it is said that the professionalism of employees is one of the most important values of the organization, then at the level of tangible actions, opportunities for their professional growth and the realization of their professional abilities should be provided. It makes no sense to talk about moral standards if the appropriate behavior of employees does not receive positive reinforcement or the behavior of management discredits them.

In fact, any activity carried out within the organization - both production and non-production - gives rise to one or another attitude towards it by the employees of the organization and, therefore, can become a subject of discussion. Understanding this allows you to feel the complexity and versatility of activities for the formation and development of corporate culture.

Interaction with internal divisions begins with a set of measures to understand, formulate and consolidate in documents the foundations of corporate ideology, that is, the purpose (mission) of the organization, key goals and principles of its activities.

Finding out the purpose of the organization implies a detailed answer to the question: “Why does this organization exist?”. In fact, this is a definition of the circle of people interested in its activities.

The answer to the question: "Where is the organization heading?" allows you to formulate key goals that indicate the main directions of the organization's activities within its mission. Directions of action, not concrete results. Unlike step goals, they point employees in the direction of finding solutions, rather than the solutions themselves. Their main task is to guide and unite, not to achieve.

Having determined why and where the organization is moving, it is also necessary to establish how it is moving. Thus, the main principles of activity are formulated. The principles describe the priority qualities of activity (the nature of doing business), with the help of which the organization achieves its goals, and also outlines its area of responsibility in cooperation with interested groups (shareholders, employees, consumers, society). In fact, this system limits the activity within its certain directions, sets the personnel movement guidelines within the chosen direction.

At the same time, the position formulated in this way becomes for employees the most important condition for the competent setting of their own tasks. It sets a certain direction in individual activity, allows you to build individual strategies, form your own criteria for behavior, predict the quality of certain actions. And, as a result, it is a condition for increasing employees' feelings of certainty and stability in relations with the organization, and these are the most important factors for increasing the motivation of activities. Naturally, it is not enough just to develop an ideology, it still needs to be conveyed to employees.

Given the above circumstances, as well as the concept of forming an economic model of production and economic systems, the model for the formation of corporate culture in general terms can be represented by the following diagram (Fig. 2.7).

Let us consider the formation of the corporate culture of holding organizations, the corporate culture of which is largely determined by the level of development of the region or region in which specific enterprises are located. Accounting for regional Russian specifics is especially important if the main production units of the holding are remote from each other.

Figure 2.7 - Model of corporate culture formation

Take, for example, the formation of a social package. Differences in the economic development of regions, in the system of basic values of employees, prices and welfare of the population impose certain requirements on the social policy pursued by the company. It is not advisable to offer the same set of benefits and compensations in a metropolis and a provincial city, including because of the ambiguous attitude of the workers themselves to the elements of the social package.

The Journal of Company Management describes the following situation. A large holding company bought a plant in one of the regions of the Volga Federal District. After a year of successful work, it was decided to form a single social package for employees of branches and the parent company. One of its components in the capital was the organization of a hairdressing salon on the basis of the enterprise. However, the majority of workers in regional branches were men who were accustomed to having their wives, girlfriends or mothers cut their hair. As a result, the initiative of the central office did not receive support, and wishes were expressed to the management about the monetization of this service, that is, about increasing wages.

Symbiosis of formal and informal corporate culture within one holding company;

The interaction of negative and positive sides corporate culture;

Confrontation between the cultures of the branches and the head enterprise of the holding.

Russian social and labor relations are distinguished by the fact that, along with numerous formalized procedures, there are informal rules that affect the formation of corporate culture. Often this is due to the presence of formal and informal leaders in the company and can lead to the most unexpected consequences. For example, a manager - a formal leader is interested in the fact that employees dress strictly, classically. But the informal leader is a supporter of sports style, and all efforts to unify the appearance of the staff come to naught. Another example: a formal manager decided to bring a spirit of competition into the company and appointed understudy competitors for most of the key employees. The informal leader, having united the dissatisfied, drew up his plan of action aimed at intimidating the understudies, and the leader's plan failed. Similar situations develop in many enterprises. New employees first of all try to understand the informal, unwritten rules and are not at all interested in the instructions, regulations and regulations of the company.

Based on the foregoing, we will formulate the main issues that arise in the process of structuring the corporate culture of a modern industrial holding.

First, how to transfer the culture of the parent company to distant branches?

Secondly, how to exclude Negative influence individual employees on the culture of the enterprise as a whole?

Corporate culture can be both positive and negative. Its quality can be diagnosed using monitoring, during which employees evaluate the corporate culture of their enterprise, using the following definitions: daring, young, conservative, solid, boring, gray, etc. Characteristics reliable, young, daring talk about the positive image of the corporate culture; grey, solid, boring- about the negative. Circumstances may develop in such a way that the formal corporate culture will be negative, and the informal one will be positive. In this case, it is urgent to take serious measures: the organization is threatened with death. If it becomes negative informal culture(which happens much less often), all efforts must be concentrated on developing measures that contribute to its collapse and the elimination of the informal leader.

As noted above, corporate culture depends not only on the sector of the economy in which the company operates, but also on the type of production. For example, an innovative, scientific team is characterized by a culture of consent, success, and a plant, factory - a culture of rules.

As we noted earlier, there are traditional and innovative teams at the present time. We call a traditional team that was formed many years ago in a certain socio-economic and socio-psychological environment, living according to the established rules of "management in Russian, management in Soviet style." Modern managers are faced with such labor collectives when the owner of a large metropolitan or regional holding expands his business by buying industrial enterprises in the regions. After the completion of a successful transaction, the management, which has several entities, degrees, including the MBA, discovers that both the bosses and other employees of the newly acquired organizations do not understand either the forms, methods, or technologies of doing business in modern conditions. Trying to establish work, describe and model business processes that have proven themselves in the parent company, management begins with an attestation procedure.

The next major problem is the clash of cultures of the parent company and a separate regional subdivision. Similar situations arise, for example, when large corporations acquire assets, production sites in various regions of the country. The situation may be complicated by the fact that the acquired structural unit existed for a long time as an independent production unit, and it managed to develop its own unique culture, a special socio-psychological climate. A typical sign of such cultures is the patronage of employees who work for a long time at the enterprise. The clash between the old culture of the branch and the new - the parent company - is clearly manifested when the latter tries to figure out the level vocational training personnel, conduct certification, get rid of personnel ballast, increase labor productivity.

Assessing the effectiveness of the personnel, the personnel service is faced with open rejection of new forms of work, undisguised sabotage of the entire procedure: “Why is this necessary?”, “Who came up with this hassle?” etc.

Conclusion: managers and specialists of parent companies need to remember that they live and conduct their business in Russia. And in our country, especially in the regions where industrialists are so eager, there are many unwritten laws. It is possible, of course, with all rigor to evaluate professional level the chief accountant, whose close relative is the head of the local administration, to dismiss the incompetent chief accountant and invite a specialist who will work according to new methods and technologies, but ... one will have to forget about doing business in this region. The local authorities will not forgive the “wrong” attitude towards their relative and will not let the new team work.

In this case, it is necessary to clearly formulate goals: do not evaluate, do not dismiss former employees in order to bring your team, but shake up the team, define it pain points, outline steps for further development and force specialists to improve their skills.

Each company has the question of the conformity of its strategies with the existing culture in the organization. To answer this question, it is necessary to decompose the strategy into its component parts (tasks), which form a broad program of strategic actions. Taking these tasks as the basis of the analysis, it is advisable to consider them from two positions:

the importance of each task for the success of this strategy;

compatibility between the task and the aspect of corporate culture that is designed to provide it.

G. Schwartz and S. Davis proposed to build a matrix based on the above two variables, demonstrating the degree of risk of applying the chosen strategy in the context of the culture that has developed in the organization. With this approach, each task is positioned on the matrix field using managerial experience and intuition. This provides an answer to the question of what should be done in the event of a serious incompatibility between strategy and culture.

There are several main approaches to resolving the problem of incompatibility between strategy and culture in an organization:

Ignored culture, which seriously impedes the effective implementation of the chosen strategy;

The management system adjusts to the existing culture in the organization. The barriers created by the culture before the implementation of the desired strategy are identified, and alternatives are developed to bypass these obstacles without making major changes to the strategy itself;

Attempts are made to change the culture in such a way that it is suitable for the chosen strategy. This is the most difficult approach, taking a lot of time and requiring significant resources. However, there are situations when it may be the only way to achieve long-term success of the firm.

The experience of creating the corporate culture of the OPTIMA INVEST holding is not without interest. It combines several types of business at once, and such different ones as construction, real estate management, venture investment in innovation, production of petrochemical products, etc. Each organization is a society in miniature, and therefore culture, that is, subculture, has its own characteristics. Even different professional groups (for example, financiers, lawyers or marketers) differ in their own worldview and understanding of the essence of the business that the holding is engaged in.

There was a threat of incompatibility of subcultures of various areas of the holding, which could lead to incompatibility of strategy and culture in the organization. Therefore, it was important to develop a common corporate culture strategy that would unite all the subcultures of the company, and then use this monolith to create a team of like-minded people - not those who think alike, but those who strive for a common goal.

Here it is necessary to effectively manage corporate culture (see chapter 3.1).

It seems appropriate to give an example of the formation of a competitive corporate culture that meets the canons of Orthodoxy. The process of building culture in an organization consists of several iterative steps:

Formulation of the problem, determination of the "price of the issue";

Description of the final solution;

Development and implementation of the plan.

At the first stage, the company's management formulates for itself a list of the necessary characteristics of an organizational culture that meets the canons of Orthodoxy, which guarantees its competitiveness in the long term. Here are some of them:

Clarity of the goals and strategy of the company, which are based on eternal Orthodox values and laws;

Knowledge and sharing by employees of the goals, strategy and principles of the company;

Healthy spiritual, moral and psychological climate in the team;

Strong personal and professional connections between former and existing employees, etc.

Management behavior model (enshrined in several internal standards that reflect the rules for hiring, developing and firing staff, remuneration, and decision-making);

Behavior model of department heads and leading specialists (standards regulating marketing and production management processes, intra-group interaction and conflict resolution processes);

Model of "organizational life" (work schedule, rules for holding holidays, identifying and developing non-professional hobbies / abilities of employees).

The implementation of the plan takes place in two stages. The first- operational - consists in carrying out explanatory and educational activities ("round tables" with the participation of spiritually experienced specialists on professional and personal issues, joint meetings of Orthodox holidays, assistance to Orthodox organizations in need, etc.).

Second phase- strategic. The main sections of the plan for the long-term development of organizational culture are activities for the spiritual assessment of the company and individual employees, explaining to the professional community the position of the company's management (through the publication of articles, discussion of issues of Orthodox organizational culture during public seminars, round tables), participation in the life of the Orthodox Church .

Currently, the company "N" is developing quite successfully, is actively engaged in commercial and social activities. The Orthodox organizational culture of the company takes root well in regional branches, finds understanding at almost all levels of administrative and economic power.

Yurasov, I. Local corporate culture // Journal of company management - 2006. - No. 5. - S. 51-55.

Naumov, M. Organizational culture as a factor of long-term competitiveness // Company management magazine - 2002. - №7. - P.69.

The concept of "corporate culture" entered the practice of developed countries in the 1920s, when it became necessary to form relationships within large companies.

The formation of a corporate culture involves the creation of such labor, social, domestic, psychological and other conditions for the personnel of the organization in which he would feel comfortable.

Creates a corporate culture, as a rule, a formal leader (the head of the company), but its spokesmen are the entire staff of the company. The organizers of the work on the formation and development of corporate culture are usually specialists in personnel management together with specialists in public relations.

There are many approaches to the formation of corporate culture. So, F. Harris and R. Moran proposed to consider corporate culture on the basis of ten characteristics:

1. Awareness of oneself and one's place in the organization.
2. Communication system and language of communication.
3. Appearance, clothing and presentation at work.
4. What and how people eat, habits and traditions in this area.
5. Awareness of time, attitude towards it and its use.
6. Relationships between people.
7. Values and norms.
8. Belief in something and attitude or disposition towards something.
9. The process of employee development and learning.
10. Work ethic and motivation.

Corporate culture- one of the most effective means of attracting and motivating employees. As soon as a person satisfies the needs of the first level ("purely material"), he has needs of a different kind: in achieving a worthy position in a team, recognition, self-realization, etc. And here the corporate culture comes to the fore, one of the important functions of which is to support each member of the team, revealing their individuality and talents.

Corporate culture has its own classification (Fig. 8.4). Every organization tends to certain type corporate culture.

Rice. 8.4.

Features of corporate culture are often determined by the field of activity. For example, in the financial sector, it is more definite, strict, the behavior of employees is clearly defined, the style of communication is more formal. The corporate culture in the trade area is often very diverse, distinctive; as a rule, it is less definite, allows more variations in behavior, communication, the style of communication is less formal, more democratic; energy, sociability, sociability are welcome.

One of the important elements of corporate culture is the attitude towards newcomers, the adaptation of newcomers to the corporate culture itself. Implementation into it is often a complex and painful process. It is necessary not only to understand all the subtleties, but also to absorb them into oneself. Adapting to the corporate culture is one of the most difficult moments for new employees. In some companies, adaptation trainings and other events aimed at the adaptation of newcomers are specially held.

The structure of the corporate culture is shown in fig. 8.5.

Let's consider each element of the structure in more detail.

The mission of any company - this is its social purpose, that is, what society expects from the functioning of this organization, and it expects the satisfaction of any of its needs. However, in addition to the external goal, any organization has an internal goal - this is what the members of this organization want to get for themselves as a result of their activities.

A well-defined mission contributes to at least three management objectives.

Rice. 8.5.

1. The mission forces management to systematically engage in a comprehensive analysis of the strengths and weaknesses organization and its competitors, identifying opportunities and threats and, on this basis, improve the overall effectiveness of its activities.
2. The mission, which is known and shared by the employees of the organization, contributes to better integration of people into a single whole, increasing the level of commitment and motivation of staff and better interaction between managers and subordinates at different levels.
3. A well-defined mission contributes to the formation of a favorable image of the organization in the eyes of consumers, suppliers, business partners and investors.

Different organizations approach their mission in different ways. In some cases the mission statements are condensed, in other cases they are quite detailed and structured. You can formulate a mission by answering the following questions: what is the main purpose of our organization? what do we want to achieve? why did we enter the market? For example:

1) The mission of the Ford Motor Company is to continuously improve our products and services to meet the needs of our customers, which allows our business to flourish and provide high income to our shareholders, the owners of our business;
2) the mission of "Pharmacy 36.6" is to bring health and beauty to people;
3) the mission of JSC "Giprosvyaz SPb" is determined by its main goals and objectives, which are reflected in the Development Concept of JSC "Giprosvyaz SPb", approved by the board of directors.

Values - stable beliefs about the preference of one representation in relation to another. Values always involve choice, and each company builds its own hierarchy of priorities for a given period of activity. For example, the corporation "Perspektiva" - reliability, professionalism, success, openness, assistance. Publishing house "Abak-Press" - ethics and responsibility; we are convinced that the future belongs to honest companies; team.

Values determine both behavioral styles and communication styles with colleagues and clients, the level of motivation, activity, etc.

Corporate ethics is an integral part of corporate culture. The Code of Corporate Ethics is a significant factor in the development of corporate culture. The Code can convey the company's values to all employees, regulate the behavior of employees in difficult professional ethical situations, orient employees towards common corporate goals and thereby enhance corporate identity.

Features of the organization and working conditions express the culture and professionalism of management and subordinates, as well as a certain maturity of the team. Experience shows that the decisive role here is played by the personality of the leader, which leaves a unique imprint on the style, culture of management, mode of operation, working conditions, its rhythm, distribution of tasks and control of execution.

Culture of internal communications consists of the following elements:

1) meetings, meetings, meetings with the head, which are a form of direct communication and information transfer;
2) information stands and corporate publications informing a large number of employees, partners and customers. Corporate publications (magazines, newspapers, bulletins) can be addressed only to staff, only to customers, or both;
3) corporate holidays - solemn awarding of veterans, employees who have reached record levels, the company's birthday, initiation ceremonies, etc. Such events reinforce the norms and values that are formed by the company's management. For example, the plant "Rostselmash" annually holds the competition "Best in Profession", in which more than 1.5 thousand employees of the plant are constantly involved. Production competitions, according to the company, are an integral part of the Rostselmash corporate culture.

Any activities aimed at the development of employees (training, recreation, holidays) affect the corporate culture of the company. A business game allows you to achieve a wide range of goals:

- consolidation, cohesion;
– identity (belonging);
- awareness;
– involvement in decision-making;
– the formation of collective self-awareness.

The results of business games are:

- awareness;
- creative;
- communication;
– interaction skills;
- an experience joint activities;
- creation psychological climate;
– common vision;
- understanding the goals of the company;
- relaxation.

All these elements are tools for the development of the company's corporate culture. As an example, consider the method of business game"Optimization of the company's activity".

The purpose of the business game is to realize the creative potential of the company's young employees, expand their vision of the company's work, enhance the sense of involvement in its activities, and develop managerial and leadership qualities.

Objective: to identify inefficient processes in the functioning of the company and develop plans for optimizing these processes.

Game planning scheme:

Introduction. Presentation, introduction.

Stage I - immersion. System analysis of the company's activities, schemes of functional relations with external systems, updating of all interaction processes, designation of the main aspects of activity, consideration of the company's activities in different planes.

Stage II - diagnosis. Identification of processes that need optimization, their grouping by areas.

Ethan III - design. Development of a strategy for optimizing the company's activities in selected areas.

Stage IV - implementation. Preparation of plans for the implementation of the strategy developed in the third stage.

Stage V - presentation. Protection and discussion of projects, their expertise.

Socio-psychological culture determines the state of interpersonal and group relations in the company and consists of:

1. From the socio-psychological climate that characterizes the style of leadership and employee relations, the level of staff involvement in the company's activities and the degree of satisfaction with it, the ability to resolve conflicts, the ability to trust subordinates, management and partners.
2. Systems of motivation and incentives for personnel, which involves a set of economic, social and moral ways to develop professional activity.

Socio-psychological climate - the socio-psychological state of the team, the result of the joint activity of people, their interpersonal relations, determined not so much by objective conditions, as by the subjective need of people for communication and its satisfaction. In other words, the socio-psychological climate of the company can be considered as the satisfaction or dissatisfaction of the members of the organization with interpersonal relationships, which manifest themselves as the mood and opinion of the team, assessment of the living conditions and work of the staff in the team. It is important to take into account the factors that determine the socio-psychological climate of the team: the similarity or difference in socio-demographic characteristics; systems of value orientations and social attitudes; psychological traits of interacting workers; working conditions; group culture, etc.

The analysis of the traditions, formal and informal rules operating in the organization should be aimed primarily at determining how they influence the working behavior of the staff and to what extent they support the organizational development strategy developed by the management.

information design (corporate style) includes the development of signs, namely a full-fledged sign system of graphic, visual, verbal, sound and other symbols of the organization. First of all, this is the name and its abbreviation. Their brevity and euphony are desirable. Elements of corporate identity are: emblem, trademark, corporate colors, slogan.

Emblem(logo) of an organization can be executed both on the basis of a pictorial symbol (attractive animal, plant, building, architectural or landscape silhouette, figurine, profile, etc.), and on the basis of a specially made spelling of the abbreviation.

Trademark is a duly approved original graphic image that is a brand name, company logo or product brand. The role of a trademark can be played by a logo or an abbreviation. However, a trademark that does not contain letters cannot be called a logo.

Corporate colors registered, as a rule, together with the logo and trademark. Use no more than three colors to avoid variegation.

You should take into account the design design, which involves a well-thought-out design of interior spaces, workplaces, reception areas. It is not only about the interior, furniture, equipment and office equipment. It is important, for example, that a visitor or a novice worker can easily navigate the interior. Therefore, it is very useful to think over a system of signs, with the help of which it was easy to navigate in the corridors and rooms.

In Russian companies, they have become more serious about how their staff looks. The concept of "dress code" over the past ten years has firmly entered the Russian language. Dress code refers to the appearance requirements that the administration imposes on company employees. Appearance and clothing at work are no longer a personal matter of employees. Each employee must take into account not only personal comfort, but also the reputation of the company.

A uniform uniform makes a very good impression. This shows both the viability of the company, and the organization and smartness of the entire team. Uniforms help distinguish workers from visitors.

Well-read badges with the names and positions of their bearers make it easier for customers to contact unfamiliar employees.

Corporate culture is a complex of social norms, attitudes, orientations, stereotypes of behavior, beliefs, customs that are developed and recognized by the company's team that make a person or group behave in certain situations in a certain way. The corporate culture of the company should be documented.

Each company defines its own tasks, for which it intends to use such a tool as the Regulations on Corporate Culture.

For example, in OJSC MGTS since 2008 the "Code of Corporate Ethics of Employees" came into force. The document was developed by the Human Resources Department and has the following structure:

1. Ethical standards of corporate conduct in relationships with customers and business partners.
2. Ethical standards of internal communications.
3. Protecting the interests of OAO MGTS.
4. Corporate business etiquette.
5. Compliance with the code.

But the creation of a provision, of course, is not limited to writing the text of the document. There is a specificity in the execution of such documents: it is impossible to force the implementation of the Regulations on Corporate Culture. Therefore, in order for it to really work, even at the stage of its creation, it is necessary to provide for procedures that include, if possible, all employees of the organization in the process of developing a document. Only if each employee accepts the Regulation on corporate culture, it will be actually implemented.

In this article you will read

What is corporate culture
Rules for the formation of corporate culture
How to convey company values to subordinates
Why esprit de corps is dying

Many businessmen faced a situation when, acquiring profitable business, they invested heavily in the company and planned to get a stable income, but almost all employees decided to quit and left the company. It would seem that they are provided with a motivation package and a good salary, but their decision does not change. For all their paradoxical nature, such situations are quite real - which will be confirmed by the experience of Euroset. The company acquired a network of communication salons "USSR" - and everything seemed perfect. After all, before the network worked smoothly, there should not have been any problems. However, in practice, everything was completely different - employees were informed about the prospect of working in one of the leaders in the European market, they were promised stable salaries, career and current motivational programs. But still faced with serious distrust on the part of employees. As a result, out of 250 employees, about 230 left in 2 weeks.

To avoid a serious shortage of employees, the management of Euroset had to urgently transfer more than 200 people to Voronezh to work in a branch of the network. It took about 3 months for the situation to stabilize. The reason for this situation is in the drastic changes in corporate culture /

When it is required to formalize the corporate culture of the company

If the formation of corporate culture was initially built on an informal principle (from the category of “do as I do”), then over time, with the expansion of the company, it will erode. New employees appear, so the manager can no longer influence everyone by personal example. Instead of a personal example of the director, various unwritten rules, stories, corporate traditions and anecdotes appear. During this period, it is necessary to formalize the corporate culture.

Practitioner tells

Alexander Reznik,

With the development of the company, it becomes necessary to structure all corporate processes, including personnel management. Top managers and HR specialists should help the CEO in this matter. The leader is required to form such a management team, with inspiration for work and setting strategic goals.

AT developing company There needs to be more distance between management and employees. Of course, long-term employees are the most difficult to succumb to such changes - one colleague becomes the boss, the other remains a subordinate. There may be dissatisfaction among old employees, but new employees quickly accept the established rules of the game while maintaining a given distance. And the old, established culture is being destroyed. There are old and new teams in the team - the CEO must choose which of the groups to work with, or else take the necessary measures to unite them. To unite the team will allow only a single goal. The CEO will have to create this goal and convey it to his employees.

Alexander Verenkov, Deputy General Director of CJSC BDO Unicon, Moscow

The strongest value system is considered to be based on leadership. After all, such a system combines credibility, visibility and administrative support. The key aspect in the formation of a positive socio-psychological atmosphere is the leadership role. But will such a system be able to transform and develop in the future in the context of the industry's rapid growth? Hardly. In our practice, there was a situation when many employees began to leave the organization with an excellent corporate culture. The frequent change of foreign partners simply did not suit them - each of them quickly destroyed a lot, but simply did not have time to create new ones.

What measures should be abandoned in the formation of corporate culture

Administrative controls. With the introduction of a system of fines, control over the employee and other intimidating measures. As a result, business is built on certain conditioned reflexes, the main place is given to the cult of power. With all the minimal bureaucracy, this approach involves many factors of emotionality and subjectivity in decision-making. Usually there is a problem of insufficient training of middle managers, with high staff turnover and arbitrary appointment of managers. In the work of such companies, statements about informal values \u200b\u200band collectivism are often heard. In fact, the values in the company are characterized by subjectivism, each time being interpreted in the most convenient way. All attempts to form a corporate culture are unsuccessful. Interestingly, the weakening of the center leads to destructive consequences for the company - the normal operation of the system is disrupted. The search for a new center of power does not bring results. There is a stagnation or destruction of the company, or there are serious consequences in the recovery from the crisis.
Appointment of employees who are responsible for the creation and integration of corporate culture. Often entire departments are formed, whose employees begin to clearly define the term "corporate culture" with the development of its principles. The developed principles of corporate culture are indicated in official documents. But the implementation of such measures faces serious obstacles. With insufficient understanding of this subject, the measures of employees are limited to the creation of a pseudo-culture that will not be fully accepted by the team. After some time, you just have to completely reduce or restructure this business, and the idea of \u200b\u200bcreating a corporate culture is abandoned for a long time.
Involvement of external specialists who will decide internal problems companies. Realizing the shortcomings of the corporate culture, but without understanding how to compensate for them, the CEO begins to attract external consultants. But even a great ideologist will not be able to set up an ideal corporate culture. After all, it will build its principles on its own ideas, which can radically differ from the opinion of the CEO. Correcting mistakes made in the formation of a mission or ideology turns out to be a rather lengthy and difficult process with a not always predictable result.

CEO speaking

Alexander Reznik, General Director of Trial Market LLC, Moscow

Changes in the formation of corporate culture is a rather delicate task for which an HR specialist is needed. You can't just appoint a person responsible for the formation of corporate culture, it's just that the boss and the thought leader cannot be the same concept. The leading role should be placed on the shoulders of a top manager who will be able to "charge" his subordinates. This task is not just an administrator. He must be an integrator in relationships and an entrepreneur in spirit. This role is assumed by the owner at the stage of formation of the company. In the future, this can be done by the CEO, who shares the values of the business owner.

As a general director, I consider it necessary to assess the microclimate in the team. If the company has 100-200 employees, they all remain in sight - the peculiarities of people's communication, their conflicts, who they listen to will be noticeable. To use formalized tools with personnel, the company needs to reach a certain level. Our company has at least 100 employees. Although this number is individual, it depends on the business. In my opinion, in some companies a clear definition of everything is already required with 20 employees in the state. The main condition is to keep the spirit of entrepreneurship in the company.

Summing up, I can talk about the development of the company's corporate culture at each stage according to its own laws. With a larger company, there should be more formalized and structured work with it.

Formation of a corporate culture in an organization step by step

The role of the CEO in shaping the corporate culture

The general director and founders of the company should act as the ideologist and bearer of the corporate culture. In my opinion, this way of forming a corporate culture and maintaining a corporate spirit is the most effective and natural.

Fundamental principles of corporate culture formation

Freedom. Every person has dreams of freedom and the search for truth. However, with a greater level of knowledge, the more a person will depend on them. When you get more freedom, its degree in life only decreases. This paradox became the basis of the first principle of creating a corporate culture. With a greater sense of freedom in the company, the more faithful he will be to the principles of the team.

Justice. Corporate culture is designed to bring together a community of people. Their personal freedom is limited by the common values and goals of the company. However, this restriction should not cross the line, overcoming which a feeling of lack of freedom appears. Such a barely perceptible border is considered injustice.

The corporate culture is based not only on justice and freedom, but also on other universal spiritual values that are necessary for a person in society.

Polar principles of corporate culture formation

In the work of Douglas McGregor, 2 main principles are noted on which management theory is based:

All people, by definition, are inherently thieving, lazy and non-executive. Therefore, they require absolute control. The formation of corporate culture in this case is carried out according to the principles of carrots and sticks.
Man is a rational being. For embodiment best qualities a person needs to provide the proper conditions conducive to this.

These two principles set the extreme poles, and the truth is always hidden in the middle.

Practitioner tells

Nina Litvinova,

The corporate culture of our company is based on the principle of "professionalism in everything". This rule has become the credo of the company, uniting all employees. In the work of the company, an important component of the corporate culture is the attitude towards employees. Investments in development of the personnel are provided. Perhaps our company will be the first to propose the introduction of options for each employee.

For the successful operation of the company, it is important that corporate values are fully accepted by the entire team. There were situations when it was decided to part with employees only because of non-compliance with the norms of the company's corporate culture.

Alexander Verenkov, Deputy General Director of CJSC BDO Unicon, Moscow

Corporate culture can be based on the principle of individualism - taking into account the individual characteristics of the company's employees. Modern business is at the heyday of individualism, so the CEO needs to understand human psychology. Only individuals can form a true team, so it is important to respect and appreciate your employees. At the same time, if possible, it is better to get rid of negligent employees who do not deserve respect. In the conditions of the dynamism of modern business, there is practically no time for re-education. Employees need to be motivated. Sometimes the opinion is expressed that patriotism to the company instills famous brand, but it turns out to be wrong. A common corporate spirit will be formed and strengthened when the results achieved by the whole team are understood.

Alexander Reznik, General Director of Trial Market LLC, Moscow

When working on corporate culture, the formation of a proper microclimate is of great importance. People must have a desire to work in the organization, a sense of pride in their work and a sense of comfort. Job satisfaction is manifested by loyalty to the company, despite another place of work, and pleasure in going to work and completing tasks.

As long as the microclimate in the team is an important factor for a person, he will remain in the company. When priority begins to be given to other factors (including social status or salary), a search for other proposals is noted. In the corporate culture, mutual understanding between employees is of great importance. It is difficult to count on success in conditions of regular conflicts and lack of agreement.

How does the type of company affect corporate culture?

When forming corporate values, it is necessary to take into account the type of activity of companies. In particular, in the service market, the attitude towards people is of fundamental importance. Including sincere love for customers is important. Only in this case, the client can really fall in love with the company in order to regularly apply for its services. Companies in the service market should have an atmosphere of creativity, mutual respect and initiative. To maintain this state of affairs, postulates are needed that will fix the company's values. When hiring new employees, you need to make sure that they share similar values.

Employees of manufacturing organizations are most important stability. The reason for this priority is that in production, personnel are oriented, first of all, to processes. And stability becomes the main success factor.

Companies in a market segment with significant competition will benefit from merging in the face of an external threat. In particular, it is possible to unite employees against a competitor, becoming a real well-coordinated team in the name of a common goal.

How to make corporate culture work for a company

For corporate culture to work, it is necessary to change its main principles. This condition is extremely important for large organizations. Transformations appear as a result of constant contact between managers and employees, due to informal conditions of communication. If you feel consistent, fair implementation of the principles of corporate culture, when actions correspond to words, you can count on the success of such changes. There is really painstaking work ahead, but the result fully justifies such measures.

Examples of corporate culture in Japan, USA and Russia

Japan and United States of America:

Corporate onboarding for newbies to help them understand the workflow.
Placement of corporate culture values, rules and slogans in various messages, brochures, stands, media pages.
The company's management regularly organizes speeches, during which they consider in detail the corporate values, rules and goals of the organization.
Methods of inspiring employees to work - through the performance of the best employees, highlighting the goals in front of the team, singing the anthem, etc.

Russia:

Celebration of federal celebrations - in the company's office or restaurant.
Singing the corporate anthem.
Carrying out sports events.
Joint trips.
Videos dedicated to the hobbies of employees.
Joint leisure activities - including bowling, hunting, curling, etc.
Special traditions in the company - for example, the organization of skits in honor of the organization's birthday.

Based on the materials of the book: Samoukina N. Effective motivation of personnel at minimal financial costs. M.: Vershina

Practitioner tells

Nina Litvinova, Director of Human Resources Department, Arpikom, Moscow

Training can be one of the effective means of creating corporate culture. The main requirement is that the employee who has received this knowledge can use it in practice. As I have already noted, the corporate culture in our company is based on professionalism. To implement this principle, about a year ago we launched the General Manager Training program. The program is carried out by the general manager, the goal is to train employees to be proud of their profession. As a tool for this, we use information sheets, a corporate newspaper, holding corporate events, etc.

CEO speaking

Alexander Reznik, General Director of Trial Market LLC, Moscow

The most effective (although not always simple) way to form new rules in a company is to invite new employees. Since all new employees usually follow the established requirements. In my own practice, I have seen many similar examples - an employee who was not satisfied with certain procedures leaves the company, and a new employee is hired instead who is ready to follow these standards. The reason is that he is not forced to resist the new corporate culture, but immediately becomes one of the building blocks in the organization. It is necessary to initially hire employees who fit into the provisions of the current corporate culture.

When spreading corporate culture to remote divisions, it will be necessary to take into account 3 factors:

Public basic values and ideology.
Key branch employees need to visit the head office regularly to absorb its energy. After all, they are entrusted with the role of agents of the introduction of a common corporate culture in the work of the branch.
Corporate principles should be formalized (described in the documentation). Otherwise, the transfer of corporate culture norms to branches will be distorted. In addition, this formalized documentation is necessary to familiarize new employees with the rules of conduct and the characteristics of the company's corporate culture.

The role of corporate culture in the company

You should regularly convey to your staff information about corporate values, rules, etc. Speeches by key employees, stands or corporate media are suitable for this.
If the process of blurring the corporate culture in the company begins or there are several strong groups with different rules, you need to decide which group will be more comfortable to work with.
Control of the informal corporate culture is required - consider informal leaders who should become your assistants to promote initiatives in the organization.
It is not necessary to resort only to administrative levers to manage corporate culture. After all, any order or order should be accompanied by explanatory communication with your employees.
There is no need to appoint those responsible for corporate culture - a top manager should deal with this issue by vocation.
Nothing can strengthen the team better than joint corporate events. Therefore, do not forget about organizing joint sports competitions, holidays, skits, various trips etc.
You need to be a fair leader. There must be predictable, objective decisions about sanctions against employees.
Corporate learning should be used to convey the values and goals of the organization to its employees.

HR policy, Corporate culture

Formation of the corporate culture of the organization. Fig.1 Classification of types of corporate culture. "Regulations on corporate culture"

When it is required to formalize the corporate culture of the company

What measures should be abandoned in the formation of corporate culture

Formation of a corporate culture in an organization step by step

The role of the CEO in shaping the corporate culture

Fundamental principles of corporate culture formation

Polar principles of corporate culture formation

How does the type of company affect corporate culture?

How to make corporate culture work for a company

Examples of corporate culture in Japan, USA and Russia

The role of corporate culture in the company

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