The first works that mentioned the concepts ""or "factory culture" appeared in the early 50s of the 20th century. The very problem of the nature and content of organizational culture attracted serious attention from researchers only in the late 1970s.
Let us highlight the main stages in the emergence of organizational culture. In 1977, Thomas J. Peters was the first to analyze the aspect of symbolic management in order to bring attention to the concept of "mainstream" in organizational theory. He then, together with Robert Waterman in 1982, demonstrated the advantages of companies with a strong ideology on broad values, which, of course, gave a tangible impetus to the researchorganizational culture . A year later, Louis Pondi and a team of authors edited the first systematic presentation of views on the problems of symbolic management. In the same year, Linda Smircic examined how systems of accepted concepts are developed and maintained in organizations through symbolic organizational processes, and also showed how these concepts characterize the commonality of organizational culture and the distinctive qualities of organizational members. Thomas Sergiovani and John Corbally produced the first widely recognized collection of papers on the organizational culture perspective in 1984, clearly laying out the fundamental underlying concepts of organizational culture and the symbolic management perspective. Alan Wilkins, in his research, has shown that it is difficult, but possible, to change elements of organizational culture without destroying the already existing positive aspects of the culture. A huge role in the development of criteria for assessing organizational culture was played by documents associatively developed (within the National Institute of Standards and Technology) on the initiative of Ronald Reagan and Malcolm Baldrige, as well as the criteria themselves set out in the rules for awarding the Malcolm Baldrige Award. John Kotter and James Hesketh proved in 1992 that there is a clear connection between an organization's culture and its profitability. They considered the main indicators of culture: extreme attention to consumers, to all participants in the creative process, delegation of responsibilities and dedication to continuous improvement of work.

First, let’s define the concept of “organization.”

According to D.M. Gvishivani, the organization acts as a kind of social medium, on the structure and functioning of which both labor productivity and the personal characteristics of its members depend; it is society that sets certain goals for the organization and creates a system of means that regulate its functioning in order to achieve these goals; Once created, the organization acquires relative independence and stability in relation to both society and individuals, a relatively stable social structure, a specific mechanism for the interaction of elements, which, when introducing the same factors, can give very different results.
The organization, according to the apt definition of A.I. Prigogine, there is a target community. This implies that, firstly, it is also a hierarchical and controlled community; secondly, not only a community, but also a social instrument and an impersonal structure.
According to B.Z. Milner, an organization is a self-organizing system at all stages of its life cycle.
In our opinion, an organization is people united by a common goal, who have sufficient means and are ready to accept certain values, determined by the specificity of these goals, means and their connection (and some other factors, including leadership style), to effectively achieve certain results .
Among the existing variety of definitionsorganizational culture Let us highlight, in our opinion, the most successful and frequently cited in foreign and domestic literature on management.
Barry Fegan understands organizational culture as “history presented in the present.” A less laconic, but more ironic definition of the phenomenon under study is also known:

" Organizational culture are the ideas, interests and values ​​shared by a group. This includes experience,
skills, traditions, communication and decision-making processes, myths, fears, hopes, aspirations and expectations as actually experienced by you or your employees. Organizational culture is how people feel about a job well done, as well as what allows equipment and personnel to work harmoniously together. It's the glue that holds, it's the oil that softens. This is why people do different jobs within a company. This is how some parts of the company see other parts of the company and what forms of behavior each of the divisions chooses for itself as a result of this vision. She manifests herself openly in jokes and caricatures on the walls, or she keeps herself locked up and declares herself only one of her own. This is something that everyone knows about, with the possible exception of the manager."
P. Weil defines organizational culture as “the unique general psychology of an organization.”
D. Newstrom and K. Davis see this concept as “a set of assumptions, beliefs, values ​​and norms that are shared by all members of the organization.”
M.H. Meskon, M. Albert and F. Khedouri understand organizational culture as the prevailing customs, mores, and expectations of the organization.
From E. Jacus we read: “The culture of an enterprise is a habitual, traditional way of thinking and a way of acting, which is shared to a greater or lesser extent by all employees of the enterprise and which must be learned and at least partially accepted by newcomers in order for new members of the team to become” their own."
D. Eldridge and A. Crombie believe that the culture of an organization should be understood as “a unique set of norms, values, beliefs, patterns of behavior, etc., which determine the way groups and individuals unite in an organization to achieve its goals.”
From D. Oldham's point of view, "to understand what an organization's culture is, it is necessary to consider the way work is done and how people are treated in that organization."
“Culture is a set of beliefs and expectations shared by members of an organization. These beliefs and expectations form norms that largely determine the behavior of individuals and groups in the organization,” suggest H. Schwartz and S. Davis.
According to K. Gold, “organizational culture is unique characteristics the perceived characteristics of an organization that differentiate it from all others in the industry."
M. Pakanovsky and N. 0"Donnell-Truzhillio look at the phenomenon under consideration on a large scale:

" Organizational culture “This is not just one part of the problem, it is the problem itself as a whole, it is not what the organization has, but what it is.”
V. Sathe believes that “... the culture of an organization is a set of important attitudes (often not formulated) shared by members of a particular society.”
G. Morgan defines “the culture of an organization as one of the ways of carrying out organizational activities through the use of language, folklore, traditions and other means of transmitting basic values, beliefs, and ideologies that guide the activities of the enterprise in the right direction.”
According to K. Scholz, organizational culture is “the implicit, invisible and informal consciousness of the organization, which governs the behavior of people and, in turn, is itself formed under the influence of their behavior.”
D. Drennan believes that “the culture of an organization is everything that is typical for the latter: its characteristic features, prevailing relationships, formed patterns of accepted norms of behavior.”
According to E. Brown, “organizational culture is a set of beliefs, values ​​and learned ways of solving real problems, formed during the life of the organization and tending to manifest itself in various material forms and in the behavior of members of the organization.”
Joan Martin pointed out the following aspects of organizational culture: “When people interact directly with an organization, they are confronted with the way it dresses, the stories employees tell about what happens in the organization, established rules and work practices, generally accepted norms of behavior, traditions, tasks, payment system, jargon and jokes that are understandable only to members of the organization, etc. constituent elements and are manifestations of organizational culture."
Edgar Schein defines organizational culture as “a set of core beliefs—self-formed, internalized, or developed by a group as it learns to cope with the problems of external adaptation and internal integration—that have been effective enough to be considered valuable and therefore passed on to new people.” members as the right image perception, thinking and attitude towards specific problems."
V.A. Gnevko and I.P. Yakovlev believe that organizational culture is “a certain picture of more or less homogeneous and mutually consistent ideas, meanings and generalizations that are not always visible, operate in the labor process and are shared by various categories of specialists, orienting them and giving meaning to their activities in a certain system."
N.S. Zlobin in his works points out that organizational culture is “the creative, constructive activity of an organization, both the past, embodied in values, traditions, norms, and the present, based on the objectification of these values, norms and traditions.”
B.F. Usmanov gives the following definition of organizational culture: “Organizational culture is the traditions and behavior that embody the basic values ​​of the organization and its personnel.”
According to I.G. Samoilova and E.N. Khandurova, who conducted a study of organizational culture at the Institute of Pedagogy and Psychology of Kostroma State University. N.A. Nekrasov in 2002, organizational culture is an integral characteristic of an organization (its values, patterns of behavior, ways of assessing the results of activities represented in the image of the organization).
According to T.Yu. Bazarov, organizational culture is “a complex set of assumptions, unprovenly accepted by all members of a particular organization and setting the general framework of behavior accepted by most of the organization. Manifested in the philosophy and ideology of management, value orientations, beliefs, expectations, norms of behavior. Regulates human behavior and makes it possible predict his behavior in critical situations."
S.V. Shekshnya points out that organizational culture is the values, attitudes, and behavioral norms characteristic of a given organization. Organizational culture shows the typical approach to problem solving for a given organization.
Z.P. Rumyantseva believes that organizational culture is “the joint values, social norms, and behavioral guidelines developed by the organization that regulate the actions of the individual.”
O.S. Vikhansky and A.I. Naumov give the following definition of organizational culture: “... this is a set of the most important assumptions accepted by members of the organization and expressed in the values ​​declared by the organization, which give people guidelines for their behavior and actions. These value orientations are transmitted by the individual through “symbolic” means of spiritual and material intra-organizational environment."
E.A. Smirnov in his work “Fundamentals of Organization Theory” provides the following definition of organizational culture: “... this is a system of socially progressive formal and informal rules and
norms of activity, customs and traditions, individual and group interests, behavioral characteristics of the personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization, development prospects."
G. Hofstede sees a certain predictive function in organizational culture: “organizational culture is a certain psychological asset that can be used for forecasting financial results activity of the company in five years."
In this work we will use the concept of “organizational culture”, filling it with the following meaning:
Organizational culture is the dominant moral norms and values, accepted patterns of behavior and ingrained rituals, traditions that are shared by members of the organization and can be reproduced in this organization through formal or informal leaders.
In addition, it is necessary to make the following clarification: in every organization, regardless of its size and scope of activity, there is a unique culture, even if it is expressed solely through distrust and has developed spontaneously. M. Cole notes in this regard: “Culture arises wherever people are involved in joint activities over a period of time.”
It should also be noted that the roots of the concept of organizational culture lie in two different Disciplines: anthropology and sociology. The basis of the anthropological approach is the definition:
"organizations are cultures", which developed a functional school of thought that interprets culture as an attribute that organizations possess and assumes that managers are able to clearly distinguish between organizational cultures, can engage in culture change, and are able to measure culture using empirical techniques .
Within the framework of the social approach (“organizations have cultures”) it is assumed that at the core of the organization there is nothing but culture, culture is interpreted as a metaphor used to describe what the organization is, therefore, when addressing any organizational phenomenon, the manager has to deal with the culture of the relevant organization. Thus, in the first case, culture acts as a potential predictor of other manifestations of the life of the organization (for example, the effectiveness of their activities), while in the second, it is a concept that should be interpreted independently of any other organizational phenomenon.
At the moment, along with the concept of organizational culture, the concept of corporate culture has come into common use, which, in our opinion, is worth distinguishing. An indicator of their differentiation is the variable of organization size. For small and middle group, what kind of organization is it, consisting of tens or hundreds of employees, the concept of organizational culture (personal, or status-role, contact, developed internal informal structure, etc.) would be more appropriate. In an organization with several thousand people, there is no internal informal structure, status-role contact, or even acquaintances at the status level; in relation to it, we can talk about corporate culture (corporate culture).

Organizational culture structure

There are several attempts to define the structure of organizational culture. Among the well-known ones, the most successful is the proposal of F. Harris and R. Moran to consider organizational culture based on 10 characteristics. These characteristics are as follows:
1. Awareness of yourself and your place in the organization (some cultures value the employee's concealment of his inner moods, others encourage their outward manifestation; in some cases, independence and creativity are manifested through cooperation, and in others through individualism).
2. Communication system and language of communication (the use of oral, written, non-verbal communication, "telephone rights" and openness of communication varies from group to group, from organization to organization; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations).
3. Appearance, clothing and self-presentation at work (variety of uniforms and workwear, business styles, neatness, cosmetics, hairstyle, etc.).
4. What and how people eat, their habits and traditions in this area (organization of meals for employees, including the presence or absence of special places for meals at the enterprise; people bring food with them or visit a cafeteria inside or outside the organization; subsidies for food; frequency and duration of meals; do employees of different levels eat together or separately, etc. .).
5. Awareness of time, attitude towards it and its use (the degree of accuracy and relativity of the concept of “time” among workers; adherence to time schedules, encouragement for this; monochronic or polychronic use of time).
6. Relationships between people (by age and gender, status and power, wisdom and intelligence, experience and knowledge, rank and protocol, religion and citizenship, etc.; the degree of formalization of relationships, support received, ways of resolving conflicts).
7. Values(as a set of guidelines about what is good and what is bad) and norms (as a set of assumptions and expectations about a certain type of behavior - what people value in their organizational life: their position, titles or the job itself, etc. and how these values ​​are preserved).
8. Belief in something and attitude or disposition towards something (belief in leadership, success, one’s own strengths, mutual assistance, ethical behavior, justice, etc.; attitude towards colleagues, clients and competitors, evil and violence, aggression, etc.; influence of religion and morality .
9. Employee development process and training (mindless or conscious performance of work; workers rely on intelligence or strength; procedures for informing workers; recognition or rejection of the primacy of logic in reasoning and action; abstraction and conceptualization in thinking or memorization; approaches to explaining reasons).
10. Work Ethic and Motivation (attitude to work and responsibility in work; division and replacement of work; cleanliness of the workplace; quality of work; work habits; work evaluation and reward; man-machine relationships; individual or group work; promotion at work).

Let us give another structural interpretation of the concept "".

The first link of organizational culture ismyths or legends . They establish the criteria that determine the way the organization operates. All legends, as a rule, trace the experience of interaction between a manager and a subordinate or employees in the process of work or outside of it.
The second link of organizational culture isrituals. In everyday life, rituals play an important role. They strengthen the structure of the company. Rituals (rites) and ceremonies are, in a sense, the true embodiment of the most significant moments that symbolize the corporate spirit and unity of all personnel, the rapprochement of all members of the work community, show them new and yet unknown pages of the history and present of the company, introduce all participants in the ritual to the main its values ​​and traditions.
On the other hand, ritual represents non-rational behavior, because ritual is never purposeful.
Considering in the most general terms the rituals used in the work environment, they can be divided into the following main types:
- rituals when entering a job;
- organizational rituals;
- integrating rituals;
- rituals associated with rest and recovery.
The first ones have the goal of introducing the newcomer to the core values ​​of the enterprise, the second ones additionally emphasize the importance of a particular event in the life of the organization, the third and fourth ones are aimed at achieving greater team cohesion and creating a favorable psychological atmosphere in the team.
The next integral links of organizational culture arelanguage and ethics of business relations . It is through language that culture is formed and transmitted. Business ethics is a set of principles that separate right behavior from wrong, formed in the process of interaction between employees in the work process.
Edgar Schein proposes to consider the level structure of organizational culture, which has three levels.
Understanding the culture of an organization begins with the first"superficial" or "symbolic" level , including such visible external facts as the technology and architecture used, the use of space and time, observed behavior, language, slogans, etc., or everything that can be felt and perceived through the known 5 human senses (see, hear, feel taste and smell, touch). At this level, things and phenomena are easy to detect, but cannot always be deciphered and interpreted in terms of the culture of the organization.
Those who try to understand the culture of an organization more deeply touch upon the second,"subsurface" level . At this level, the values ​​and beliefs shared by members of the organization are examined in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desires of people. These are the main elements of culture, they represent a set of guidelines for what is good and what is bad. This set involves ranking according to the importance, correctness and significance of the goals, preferences and priorities of the organization. Values ​​are the central element of organizational culture, determining the specifics of all other aspects of the “human aspect” of the organization: individual and group interests, interpersonal and group relationships, motivation, etc. Based on the value system, organizational norms are formed, which act as regulators of official behavior. They involve authorization of behavior on the basis of a number of evaluative criteria developed and legitimized in the process of functioning of the organization. In an organizational culture, norms are usually enshrined in the form of a kind of code of conduct and desired behavior, quality and service standards, and a system of rituals and ceremonies. Researchers are often limited to this level, because At the next level, insurmountable difficulties arise.
Third,"deep" level , includes basic assumptions that are difficult for even the members of the organization to understand without special focus on this issue. These implicit and taken-for-granted assumptions guide people's behavior by helping them perceive the attributes that characterize organizational culture.
Some domestic experts in the field of organizational culture understand the third level to be ideas based on traditions in the field of national business culture. From the point of view of psychosemantics, they can be considered as basic categories of everyday consciousness.
In Russian philosophy and labor science, the concepts of “production culture” and “labor culture” prevailed. Work culture was understood as the culture of the people, determined by the cultural behavior of the employee, his professionalism, education, competence, compliance with discipline, work norms and rules, and forms of communication with other people. Work culture as a phenomenon related to the personality of the employee.
Here are the definitions of the main elements of production culture (proposed by A.A. Pogoradze):
1. The culture of working conditions is a set of objective conditions and subjective factors that determine human behavior in the process of production activities. This part of the production culture includes characteristics and indicators of sanitary-hygienic, psychophysiological, socio-psychological and aesthetic working conditions.
2. Culture of the means of labor and the labor process. It is characterized by such elements as the introduction of the latest achievements of science and technology into production, the level of mechanization and automation, the quality of equipment and tools, the rhythm and orderliness of the enterprise, the level of material and technical support, the quality of products, the use of advanced labor methods, methods for assessing labor results , ensuring discipline. It is obvious that one of the most important directions for improving the culture of labor tools and labor processes is to improve the organization of labor and production: advanced technology requires advanced organization.
3. Culture of interpersonal relations (communications) in work collective. It is determined by the socio-psychological climate, the presence of a sense of collectivism, mutual assistance, the presence and sharing by all employees of the company’s values ​​and beliefs.
4. Management culture is determined by management methods, leadership style, humanism, individual approach, perception of personnel as an asset to the company, professionalism of managers, including communicative competence, methods of stimulation used, increasing the level of job satisfaction, etc.
5. Employee culture. It can be rightfully presented as a combination of moral culture and work culture. Moral culture has an external component, which is manifested in a person’s behavior, his knowledge of etiquette, rules of conduct, and good manners. Internal culture consists of the morality of his thinking, value orientations, beliefs and culture of feelings, the ability to empathically perceive the states of other people, to empathize. Work culture is determined based on the level of education and qualifications of the employee, his attitude to work, discipline, diligence, and creativity.
The uniqueness of organizational culture has its own criteria. Let us list them in the form of cultural features of a progressive organization.
1. Culture must be valuable; this will enable the firm to conduct business in a manner that adds value to the firm in the form of high sales, low costs, etc. Excellent financial position is an economic concept; Accordingly, culture, if it is intended to lead to a good financial position, must have positive economic consequences.
2. Culture must be rare; it must have attributes and characteristics that are not shared with the cultures of most other firms.
3. Culture must be inimitable; If Company A, for example, is amazingly successful, Company B cannot hope to achieve comparable success by attempting to copy Company A's culture. Company B will always remain in the background making such efforts.
The authors of the famous bestseller "In Search of Successful Management" T. Peters and R. Waterman, as mentioned earlier, discovered a connection between culture and success in an organization. Taking successful American firms as a model and describing management practices, they "derived" a set of beliefs and values ​​of the organizational culture that led these companies to success:
1. Faith in action. According to this value, decisions are made even in conditions of lack of information. Postponing decisions is tantamount to rejecting them.
2. Communication with the consumer. For successful companies, the consumer represents the focus in their work, because It is from him that the main information for the organization comes. Customer satisfaction is at the core of a company's organizational culture.
3. Autonomy and entrepreneurship. Companies struggling with a lack of innovation and bureaucracy are "dividing" into smaller management units and giving them, as well as individuals, a degree of autonomy to exercise creativity and risk. This cultural norm is maintained within the organization by spreading legends and stories about its own Edisons and Fords.
4. Human performance. This value recognizes people as the organization's most important asset. At the same time, the effectiveness of an organization is measured through the satisfaction of its members. The belief that treating people with respect leads to success is at the core of the culture of these organizations.
5. Know what you control. It is a deeply ingrained norm that successful companies are expected to be managed not from behind the closed doors of executive offices, but through managers' visits to the facilities they manage and through direct contact with subordinates in their places of work.
6. Don't do what you don't know. This provision falls under the category important characteristics culture
successfully operating companies. These firms do not accept diversification away from their core business.
7. Simple structures and few managers. Typical for successful companies is the presence of a small number of management levels and a relatively small staff of management employees, especially in the top echelon. The position of a manager in such companies is determined not by the number of his subordinates, but by his influence on the affairs of the organization and, most importantly, on the results. According to this cultural value, managers are more focused on the level of performance of subordinates in their work, rather than on increasing staff.
8. Simultaneous flexibility and rigidity in the organization. High organization in companies is achieved due to the fact that all employees understand the company’s values ​​and believe in them. This tightly binds and integrates the team. Flexibility is achieved by minimizing “managerial” interventions and minimizing the number of regulatory rules and procedures, which encourages employee innovation and risk-taking. As a result, the rigid structure of shared cultural values ​​makes possible a flexible structure of administrative control.
Thus, it can be summarized that organizational culture has a number of important characteristics. Listed below are those that do not cause disagreement among researchers:
1. Observable regular forms of behavior. Members of the organization, interacting with each other, resort to a common language, terminology, and rituals to show respect for each other or demonstrate acceptable behavior of one of their colleagues.
2. Norms. Existing standards of behavior determine attitudes towards work; in many organizations they boil down to the formula: “Don't work too hard and don't work too little.”
3. Dominant values. The core values ​​that an organization stands for are expected to be shared by its members. Typical examples include high product quality, low absenteeism, and high productivity.
4. Philosophy. The organization has developed policies that reflect its beliefs about how the company's employees and/or customers should be treated.
5. Rules. Organizations have strict rules of conduct. Newly hired employees must learn them in order to become full members of the organization.
6. Organizational climate. This is what general feeling, which is created physical organization space, the style of communication between employees and the form of behavior of employees in relation to clients and strangers.

Functions of organizational culture

In addition to the structural component of the nature of organizational culture, it is also necessary to note its procedural nature. An important element that connects other elements is communications. It is in the course of interaction and information exchange that shared ideas and values ​​are generated.
V.A. Spivak identifies the functions of organizational culture, in defining them based on similar, as it seems to us, general functions crops:
1) Production and accumulation of spiritual values;
2) Evaluative-normative - comparison of real human behavior with ideal;
3) Regulating and regulating - the use of culture as an indicator and regulator of behavior;
4) Identification - a way of inclusion in the life of society;
5) Meaning-forming - the participation of culture in determining by man and society the meaning in life, the meaning of his existence;
6) Communication - through the values ​​​​accepted by society, norms of behavior and other elements of culture, mutual understanding of members of society and their interaction are ensured;
7) The function of public memory, preservation and accumulation of human experience;
8) Recreational - restoration of spiritual strength in the process of perception or inclusion in cultural activities.
According to M.M. Alekseeva, organizational culture is most fully characterized by its following functions:
1. Security: culture serves as a kind of barrier to the penetration of undesirable tendencies and negative values ​​characteristic of external environment. Thus, it neutralizes the effects of negative external factors. Organizational culture as a consciously formed phenomenon clearly defines the boundaries within which the price mechanism ceases and uncertainty gives way to purposeful and systematic actions of entrepreneurs and managers. It includes a specific value system, a special climate and ways of interaction between organizational participants and thereby creates a unique image of the company, which allows it to be distinguished from other companies, economic entities and from the external environment as a whole.
2. Integrating: by instilling a certain system of values ​​that synthesizes the interests of all levels of the organization, organizational culture creates a sense of identity among individuals and groups - its participants. This allows each subject of intra-company life:
- better understand the goals of the organization;
- acquire the most favorable impression of the company in which he works;
- feel like part of a single system and determine your responsibility to it.
3. Regulatory: Organizational culture includes informal, unwritten rules that indicate how people should behave in the process of work. These rules determine the usual methods of action in the organization: the sequence of work, the nature of work contacts, forms of information exchange, etc. In this way, the unambiguity and orderliness of the main economic acts are established.
Integrating and regulating functions contribute to increased productivity in the organization because:
- a sense of identity and perception of the organization’s values ​​make it possible to increase the determination and perseverance of organization members in fulfilling their tasks;
- the presence of informal rules that streamline organizational activities and eliminate inconsistency and different directions of actions creates time savings in every business situation.
4. Substitute, or function of a substitute for formal relations: a strong organizational culture, capable of effectively replacing formal, official mechanisms, allows the company not to resort to excessive complication of the formal structure and an increase in the flow of official information and orders. Thus, there is a saving on management costs in the organization. As an objection to this thesis, an argument can be made that the creation and management of culture also requires certain costs. However, culture, in contrast to the formal mechanism, is for the most part a self-reproducing phenomenon - self-reproducing
cultural language, cultural communications, habitual forms of behavior within the cultural environment. The personal qualities and energy potential of the leaders of the psychological culture of the organization are not associated with formal regulation. Therefore, many cultural elements do not require special efforts or costs for their reproduction.
5. Adaptive: the presence of an organizational culture presupposes the mutual adaptation of employees to the organization and the organization to the employee. It allows new employees to "fit" into the economic system and the way of human interactions characteristic of a given organization most effectively. Adaptation is carried out through a set of measures called socialization. In turn, the opposite process is possible - individualization, when a company organizes its activities in such a way in a way that makes maximum use of the individual’s personal potential and capabilities to solve their own problems.
6. Educational and developmental: culture is always associated with an educational, educational effect. Firms are like large families, so managers must take care of the training and education of their employees. The result of such efforts is an increase in “human capital”, i.e. an increase in the knowledge and skills of employees that the company can use to achieve its goals. In this way, the organization expands the quantity and quality of economic resources at its disposal.
7. Quality management: since culture is ultimately embodied in the results of a company’s economic activities - economic benefits, organizational culture, by producing a more attentive and serious attitude to work, helps improve the quality of goods and services offered by an economic organization. In other words, the quality of the work and the working environment translates into the quality of the product.
The following are the functions that determine the need for a firm to adapt to its external environment. These include:
8. Customer focus. Taking into account the goals, requests, and interests of consumers, reflected in the elements of culture and, above all, in the company’s value system, helps to establish stronger and more consistent relationships between the company and its customers and clients. Many modern companies highlight customer care as the most significant and widely declared value.
9. Regulation of partnerships. Organizational culture develops rules for relationships with partners that imply not legal, but moral responsibility to them. In this sense, organizational culture develops and complements the norms and rules of behavior (elements of the “invisible hand”) developed within the framework of the economic culture of the market order.
10. Adaptation of economic organization to the needs of society. The action of this function increases the efficiency of the external environment and creates the most favorable external conditions for the company’s activities. Its effect, in contrast to the previous function, most likely lies not in increasing the productivity of an economic organization, but in eliminating barriers, obstacles, and neutralizing the impacts associated with a company violating or ignoring the rules of the social game.
Of all the above functions of organizational culture, we will highlight those that, in our opinion, are of fundamental importance: protective, regulating and replacing. They most effectively allow you to consolidate the sign of reproduction of existing relationships in the organization. This plays into the hands of the head of the organization: by creating a strong organizational culture, he acts farsightedly: formalizes (streamlines) existing informal relationships, creating that well-planed (polished) employee that we talked about in the introduction.

Federal State Treasury Educational Institution "Moscow Suvorov Military School"

Ministry of Defense of the Russian Federation

ORGANIZATIONAL CULTURE:

CONCEPTS, FUNCTIONS, STRUCTURE

methodological manual for teaching staff

Educational institution

Additional education teacher

education Guryanov A.N.

Moscow

Introduction.

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

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

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

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

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

1. History of the study of organizational culture.

Research in the field of organizational culture has a rather long history.

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

We can distinguish three schools of study of organizational culture, which differ in their understanding of its essence and direction of research.

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

“School of Efficiency” –emphasizedon the influence of organizational culture on the effectiveness of organizations (T. Deal and A. Kennedy; Thomas J. Peters and Robert Waterman, etc.).

“School of Modeling” –organizational culture is perceived as an independent object of research, models of its formation are developed, assessment methods are proposed, a classification of types of cultures is carried out, etc. (A. Shane, C. Handy, K. Cameron and R. Quinn et al.)

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

By the end of the 80s. the problem of organizational culture has become one of the main issues in the management of organizations in the USA and Western Europe. This is due, first of all, to the appearance on international market a fairly strong competitor in the field of high-tech products: telecommunications, information technology, electronics, automotive industry, etc. - Japanese companies.

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

In the USSR, the existing uniformity in management, unification, control, bureaucracy, low standard of living, and state monopolies in industry did not make it necessary to think about the image, reputation, and culture of organizations. The factor that united people was the political party and its goals. This showed the similarity of Soviet organizations with Japanese ones: the priority of the goals and interests of the organization over personal ones, the success of the organization was equated with the success of the country as a whole. There was no personality in this chain, initiative and individuality were suppressed, so now in Russia there is another extreme - a clear priority for individual, personal well-being, an increased value of money.

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

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

It should be noted that Japan is currently undergoing a revision of its management ideology. Thus, some Japanese companies refuse to hire new employees for life; workers retire as early as possible. Opinions are emerging that collective decision-making reduces initiative and the desire to search for non-standard solutions; and the agreement of the majority forces us to recognize this position as the only correct one and does not allow us to accept another point of view. Among the disadvantages of the Japanese organizational culture, the difficult transition of workers from one company to another is also mentioned, since, firstly, many workers still receive the knowledge, skills and abilities necessary specifically for this organization, and secondly, the existing system prevents this resetting the length of service when moving to a new place of work. Another drawback is the reward system, which is based not on qualifications, but on the seniority of the position. Hence, such a feature of the organizational culture of Japanese companies as the loyalty of employees to their organization is called into question.

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

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

However, in Russia such priorities as individualism, personal success and upward mobility are still very strong. Around the 90s. There was a gap in the movement of Russia and the rest of the world in the field of organizational culture. However, recently, the state doctrine in the field of formation and development of society as a single social system could not but affect the organizational culture. Today, more and more companies are thinking about the problem of self-organization, team cohesion, and the search for non-traditional non-material methods of stimulating staff; In many ways, the traditions of the USSR are being revived (boards of honor, collective responsibility for results, priority of the general interests of the organization over personal ones, etc.). The integration of organizations into the global community and their unification require the formation of a management ideology that would correspond to global trends.

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

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

It should be noted that in the most developed countries, firms today are placed in conditions where they cannot ignore the demands of society, and, therefore, cannot manage their own organizational culture. This forces organizations to monitor their reputation in society, and also demonstrates the high level of civic responsibility of the population of industrialized countries. For Russia, the determining factor in the process of activity of both organizations and workers is the maximum profit, and the ethical side of the matter and its possible consequences, as a rule, are of secondary importance.

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

1. Organizational culture: concepts, functions, structure.

1. The concept of organizational culture.

IN modern literature There are quite a few definitions of the concept of organizational culture, and there is no universal definition. Only various functional descriptions of the cultural area are possible, which are each time formulated depending on the specific goals of the study, but there is no holistic – essential – definition of organizational culture that has become generally accepted.

Here are some sets of definitions of the term “organizational culture”:

A set of attitudes, values, and ideas supported by all members of an organization that guide the behavior of members of a given organization;

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

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

A system of values ​​and beliefs shared by all employees of the company, which predetermines their behavior and the nature of the organization’s life;

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

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

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

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

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

And here is how the term “organizational culture” is defined by the “Social Theories of Organization” dictionary:

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

Organizational core– a stable and authoritative part of the organization’s personnel, acting as a bearer of professionalism and organizational culture.

Organizational behavior– this is the behavior of a person in an organization, as a result of which certain organizational connections are established, ensured or executed.

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

In everyday life, two very general, but, if you think about it, still different concepts are often confused: “organizational culture” (enterprise culture) and “organizational culture.” Underorganization culture(enterprises) in general should be understood as a set of common values ​​and norms of behavior recognized by the employees of a given enterprise. Accordingly, underorganizational cultureenterprises need to understand the set of values ​​and norms of organizational behavior adopted at this enterprise.

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

Organizational culture is focused on the internal environment and is manifested primarily and mainly in the organizational behavior of employees.

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

Organizational culture is a culture that expresses itself in the system of relations that has developed in a given organization, through standard decisions that people make. Over time, the situation changes, the environment may change, but these decisions remain as some kind of rituals: “This is how it is done here...”.

Organizational culture should also not be confused with business culture. Business culture can be defined as a culture of generating and distributing profits. In turn, business culture can be broken down into organizational culture, or the culture of a given specific company, a given specific community of people who are organized into some kind of institution.

Properties of organizational culture:

Community. This means that not only all knowledge, values, attitudes, customs, but also much more is used by the group to satisfy the deep needs of its members.

Objectivity. The basic elements of an organization's culture do not require proof; they are self-evident.

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

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

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

Organizational culture is so important that it can be either a breeding ground for the implementation of the most daring plans, or a “swamp” in which the best idea will get stuck.

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

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

1. Functions of organizational culture.

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

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

1. Structure of organizational culture.

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

Let us give another structural interpretation of the concept “organizational culture”. It consists of several links. The first link of organizational culture ismyths or legends. They establish the criteria that determine the way the organization operates. All legends, as a rule, trace the experience of interaction between a manager and a subordinate or employees in the process of work or outside of it.
The second link of organizational culture is rituals . In everyday life, rituals play an important role. They strengthen the structure of the company. Rituals (rites) and ceremonies are, in a sense, the true embodiment of the most significant moments that symbolize the corporate spirit and unity of all personnel, the rapprochement of all members of the work community, show them new and yet unknown pages of the history and present of the company, introduce all participants in the ritual to the main its values ​​and traditions. On the other hand, ritual represents non-rational behavior, because ritual is never purposeful.

Considering in the most general terms the rituals used in the work environment, they can be divided into the following main types:
- rituals when entering a job;
- organizational rituals;
- integrating rituals;
- rituals associated with rest and recovery.

The first ones have the goal of introducing the newcomer to the core values ​​of the enterprise, the second ones additionally emphasize the importance of a particular event in the life of the organization, the third and fourth ones are aimed at achieving greater team cohesion and creating a favorable psychological atmosphere in the team.

The next integral links of organizational culture arelanguage and ethics of business relations. Business ethics is a set of principles that separate right behavior from wrong, formed in the process of interaction between employees in the work process.

Edgar Schein proposes to consider the level structure of organizational culture, which has three levels. Understanding the culture of an organization begins with the first, “superficial” or “symbolic” level , including such visible external facts as the technology and architecture used, the use of space and time, observable behavior, language, slogans, or everything that can be felt and perceived through the known 5 human senses (see, hear, taste and smell, touch ). At this level, things and phenomena are easy to detect, but cannot always be deciphered and interpreted in terms of the culture of the organization.

Those who try to understand the culture of an organization more deeply touch the second, “subsurface” level. At this level, the values ​​and beliefs shared by members of the organization are examined in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desires of people. These are the main elements of culture, they represent a set of guidelines for what is good and what is bad. This set involves dividing according to the importance, correctness and significance of the goals, preferences and priorities of the organization. Values ​​are the central element of organizational culture, determining the specifics of all other aspects of the “human aspect” of the organization: individual and group interests, interpersonal and group relationships, motivation, etc. Based on the value system, organizational norms are formed, which act as regulators of official behavior. They involve authorization of behavior on the basis of a number of evaluative criteria developed and legitimized in the process of functioning of the organization. In an organizational culture, norms are usually enshrined in the form of a kind of code of conduct and desired behavior, quality and service standards, and a system of rituals and ceremonies. Researchers are often limited to this level, because At the next level, insurmountable difficulties arise.

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

In Russian philosophy and labor science, the concepts of “production culture” and “labor culture” prevailed. Work culture was understood as the culture of the people, determined by the cultural behavior of the employee, his professionalism, education, competence, compliance with discipline, work norms and rules, and forms of communication with other people.

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

The uniqueness of organizational culture has its own criteria. Let us list them in the form of cultural features of a progressive organization.
1. Culture must be valuable; this will enable the firm to conduct business in a manner that adds value to the firm in the form of high sales, low costs, etc. Excellent financial position is an economic concept; Accordingly, culture, if it is intended to lead to a good financial position, must have positive economic consequences.
2. Culture must be rare; it must have attributes and characteristics that are not shared with the cultures of most other firms.
3. Culture must be inimitable; If Company A, for example, is amazingly successful, Company B cannot hope to achieve comparable success by attempting to copy Company A's culture. Company B will always remain in the background making such efforts.

Thus, it can be summarized that organizational culture has a number of important characteristics. Listed below are those that do not cause disagreement among researchers:
1. Observable regular forms of behavior. Members of the organization, interacting with each other, resort to a common language, terminology, and rituals to show respect for each other or demonstrate acceptable behavior of one of their colleagues.
2. Norms. Existing standards of behavior determine attitudes towards work; in many organizations they boil down to the formula: “Don't work too hard and don't work too little.”
3. Dominant values. The core values ​​that an organization stands for are expected to be shared by its members. Typical examples include high product quality, low absenteeism, and high productivity.
4. Philosophy. The organization has developed policies that reflect its beliefs about how the company's employees and/or customers should be treated.
5. Rules. Organizations have strict rules of conduct. Newly hired employees must learn them in order to become full members of the organization.
6. Organizational climate. This is the general feeling that is created by the physical organization of the space, the style of communication between employees and the form of behavior of employees in relation to clients and strangers.

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

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

The degree of controllability of the organization.

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

In all likelihood, a high degree of controllability is also not a desirable characteristic of the management process. The degree of controllability of the organization must be normal, that is, corresponding to the norm, to the order that has become entrenched in the mind of the manager as satisfying him. If the organization as a whole or its divisions react to the decisions made by the manager and if such a reaction occurs quickly enough, then the organization can be called manageable. Conversely, if the organization as a whole or its individual components do not respond to decisions made, then the organization is classified as unmanageable. If the response is very sluggish, and not in the form in which the leader expected it, then the organization is poorly manageable.

For effective management, a low degree of controllability is unacceptable; the best degree of controllability would be normal for a given management team. A normal degree of controllability of an organization means the presence of such an internal situation, an organizational culture, when any management decision made is matched by a reaction of the organization itself and its team that is appropriate in content and speed.

Unmanaged or poorly managed organization, main characteristics.

An unmanageable or poorly managed organization is characterized by the separate existence of the management apparatus and the rest of the organization. The management apparatus lives its own life, it can act very actively, but all its activity has almost no impact on the basis of the organization, its main part. In this case, its activity comes down to hardware games, to intrigue, to the struggle for places (posts). Even in such a situation, the apparatus has some influence on the rest (main) part of the organization, since it has the levers of power available only to it. For example, the apparatus may make an investment decision, that is, a decision to direct financial resources to implement a specific project, and the rest of the organization will not be able to counteract such a decision of the management apparatus; it, this main part of the organization, is forced in this situation to adapt to such decisions taken by the apparatus solutions.

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

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

Normally managed organization, main characteristics:

In organizations where management and staff act as a single whole, where there is a unifying force - organizational culture, and as a result there is a normal degree of controllability. There may be some problems and inconsistencies, but the unity of goals and actions remains. Decisions made by the management apparatus are controlled. The organization responds to such decisions in the expected manner and at the expected speed. The attention of the organization's members is concentrated on the task, the productive process. It is not possible to realize one’s selfish interest except through the realization of organizational interest: over time, the organization will still push out those who do not take into account the general interest.

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

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

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

Of course, other factors also influence staff turnover, however

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

Conflict level– this indicator can be used either separately or in combination with others, for example, with the level of staff turnover or the number of innovations and inventions. With a combination of a high level of conflict, a large number of innovations and inventions and a low level of staff turnover, we can say that conflicts in this organization are constructive, aimed at solving organizational goals; the culture has an attitude towards conflict as a necessity, as a criterion for testing an idea for viability (i.e., an innovative organizational culture is diagnosed). And vice versa, high level conflict, and a high level of staff turnover indicates an ineffective organizational culture, a clear confrontation between management and staff. If the level of conflict is low and staff turnover is high, then we can assume the presence of hidden resistance on the part of the staff, the reasons for which still need to be clarified.

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

Conclusion.

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

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

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

In order to create a certain organizational culture, it is necessary to “Select – Inform – Stimulate – Manage”, that is: select employees for work in the company with such motivation, values, attitudes, norms of behavior that would be close to the organizational culture that is desired in the company ; Effectively communicate to employees what is valuable to the company through orientation and onboarding programs for new employees, through training, formal training and mentoring, through personal example of leadership behavior, through all available “media”, presentations, meetings, conferences, etc. .; stimulate what is valuable, thank and celebrate the behavior that should be normal for employees, reward heroes who should be role models, celebrate what is outstanding and should be valued; constantly manage the culture, i.e. keep your finger on the pulse and adjust what is needed.

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

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

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

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

List of sources used.

1. Solomanidina T.O. Organizational culture of the company. – M.: “Infa-M” 2009.- 463 p.
2. Bazarov T.Yu. Personnel management. Workshop. – M.: UNITY-DANA, 2009.- 239 p.
3. Podoprigora M.G. Educational and methodological manual for the course “Organizational Behavior” for senior and master’s students. – Taganrog: Publishing house TTIYUFU, 2008.- 261 p.
4. Stein E. Organizational culture and leadership. – St. Petersburg: “Peter”, 2007.- 336 p.
5. Steklova O.E. Organizational culture: Textbook. – Ulyanovsk: UlSTU, 2007.- 127 p.
6. Gromova L.A. Management ethics: Educational and methodological manual. – St. Petersburg: Publishing house of the Russian State Pedagogical University named after. A.I. Herzen, 2007.- 183 p.
7. Asul A.N. Organizational culture: problems of formation and management / A. N. Asul, M. A. Asul, P. Yu. Erofeev, M. P. Erofeev - St. Petersburg: Humanistics, 2006.- 246 p.
8. Corporate culture: Educational and methodological manual/Auth.-comp. T. A. Lapina. – Omsk: Omsk State University Publishing House, 2005.- 96 p.
9. Organizational behavior: Textbook. Dorofeev V.D., Shmeleva A.N., Chastukhina Yu.Yu. - Penza: University Publishing House, 2004.- 142 p.
10. http://journal.kuzspa.ru/articles/143/
11. http://www.managerline.ru/stmans-160-1.html
12. http://www.managerline.ru/stmans-298-1.html

The consideration of organizations as a cultural phenomenon has a relatively long history and goes back to the traditions of M. Weber, T. Parsons, K. Lewin, F. Selznick and especially C. Barnard and G. Simon (the latter largely anticipated the main features of the concept of “organizational morality” the concept of “organizational culture”). In past periods of economic development, the culture of organizations was also an integral component of business practice, but it was never the focus of management. The very introduction of the term “organizational culture” and its detailed elaboration date back to the late 70s New business conditions, dynamism and uncertainty external conditions, increasing the educational level of personnel, changing motivation, and civic maturity of employees gave a powerful impetus to the development of organizational culture in all its diversity and required management to reconsider their attitude towards it.

It is generally accepted that the starting point was the clash of Western countries with the so-called “Japanese challenge” - the success of the Japanese concept of organizing socio-economic life, the basis of which is a specific organizational culture based on the traditions of society. It became clear that traditional management theories based on the use of “hard” tools (organizational structures, plans, budgets, etc.), and the methods of regulating labor behavior and motivation based on them, have largely ceased to justify themselves. The same type of management influences in different organizational environments cause different (sometimes opposite) behavioral reactions, and the methods and methods of management themselves are largely determined by traditions and cultural characteristics.

IN recent years management services not only changed their attitude towards the culture of the organization, but also took an active position in using it as a factor in increasing competitiveness, adaptability, production and management efficiency. Its presence is generally recognized, as is the influence of organizational culture on the work of an enterprise. The higher the level of organizational culture, the less the staff needs directives, instructions, detailed diagrams and detailed instructions. In addition, the higher the level of culture of an organization, the higher the prestige and competitiveness of the latter.

Organizational culture is considered as a powerful strategic tool that allows you to orient all departments of the organization and individuals on common goals, mobilize employee initiative, ensure loyalty, facilitate communication.

Foreign and domestic studies of the problems of organizational culture make it possible to identify a number of value principles characteristic of the culture of successful companies:

Focus on action, achieving goals;

Constant contact with consumers;

Independence and entrepreneurship (encouraging leaders, innovators);

People-driven productivity (personnel are seen as the main source of achievements in quality and productivity);

Simplicity of forms of management, small number of management staff;

A simultaneous combination of freedom and rigidity in management (the company appears to be both centralized and decentralized, extending autonomy down to the shop floor and product development groups, on the one hand, and, on the other hand, consistently pursuing a rigid centralized policy regarding the values ​​to which it is committed).

To date, no unified interpretation of the concept of “organizational culture” has been developed, however, we can dwell on the following definition, which summarizes the proposed options: organizational culture is a set of the most important assumptions applied by members of the organization and expressed in the values ​​declared by the organization, giving people guidelines for their behavior and actions. These value orientation means are transmitted by the individual through “symbolic” means of the spiritual and material intra-organizational environment.

When analyzing organizational culture, three main points should be highlighted:

The basic assumptions that organizational members hold in their behavior and actions; they are often associated with an understanding of the environment surrounding a person (group, organization, society, etc.) and the variables that regulate it (nature, time, work, nature of relationships, etc.);

Values ​​that a person can hold; values ​​determine what behavior can be considered acceptable or unacceptable; the accepted value allows a person to understand how he should act in a particular situation;

- “symbolism”, through which value orientations are transmitted to members of the organization; - special documents in which value orientations, legends and myths are described in detail.

There are two aspects of organizational culture: objective and subjective. The objective aspect is usually associated with the physical environment created in the organization (the building itself, its design, location, equipment, furniture, color and volume of space, amenities, etc.). The subjective aspect comes from the images, assumptions, beliefs, expectations shared by employees, as well as the group perception of the organizational environment with its values, norms, and roles that exist outside of the individual. This includes a number of elements of symbolism, especially its “spiritual part” (heroes of the organization, myths, stories, rites and rituals, etc.). The subjective aspect creates more opportunities to find both commonality and differences between people and between organizations.

There are many approaches to defining the various components that characterize a particular organizational culture:

Features of values ​​(as a set of guidelines, what is “good” and what is “bad”) and norms (as a set of assumptions and expectations regarding a certain type of behavior);

Awareness of oneself and one’s place in the organization (some cultures value employees’ concealment of their internal moods, others encourage their external manifestation; in some cases, initiative and creativity are manifested through cooperation, in others through individualism);

The communication system and language of communication (the predominant use of oral, written, non-verbal communication, “telephone law” are different in different organizations; jargon, abbreviations, gestures vary depending on the industry, functions, and territorial affiliation of the organization);

Appearance, clothing (the variety of uniforms, workwear, paraphernalia, symbols, business styles, etc. confirms the presence of many microcultures);

Awareness of the time factor, attitude towards it, its use (the degree of accuracy and relativity of taking into account the time factor among employees; compliance with the time schedule, encouragement for this);

The nature of relationships between people (by age and gender, status and power, rank and protocol, religion and citizenship, etc.; the degree of formalization of relationships, ways and means of conflict resolution);

Faith, an optimistic attitude towards life (faith in a leader, success, one’s own strength, professionalism, mutual assistance, justice, ethical behavior, attitude towards colleagues, clients, competitors, towards evil and violence, aggression, the influence of religion and morality, etc. );

The process of employee development, their training and retraining (formal or creative performance of work, methods and techniques for acquiring knowledge, skills, abilities and experience; procedures for informing employees; approaches to explaining reasons, etc.);

Work ethics and motivation (attitude to work and responsibility for its quality; division and replacement of work; cleanliness of the workplace; work-related habits; performance evaluation and reward; individual or group work; promotion, etc.);

Habits and traditions in the field of nutrition (organization of meals for employees - the presence or absence of such places in the organization; visiting a cafeteria inside or outside the organization; food subsidies; frequency and duration of meals, etc.).

Sharing faith and expectations, the organization’s personnel develop a language of communication, perform actions that are adequately perceived by others, and show feelings and emotions that are understandable to everyone. The behavior of people and groups in an organization is bound by norms that arise from these shared beliefs, expectations and actions.

The model of the relationship between the content of organizational culture, its manifestation and interpretation by employees of the organization is presented in Fig. 8.13.

An important aspect of organizational culture is its division into a number of subcultures. In one organization there can be many subcultures of cultures (levels, divisions; professional, regional, national, age and other groups). One or more cultures in an organization may, by their nature, be in the same dimension as the dominant culture in the organization, or create, as it were, a second dimension in it. In the first case, it will be a kind of enclave in which adherence to the key values ​​of the dominant culture is manifested to a greater extent than in other parts of the organization

Rice. 8.13. Contents of organizational culture relationships

(usually this occurs with a subculture of the central apparatus or system of management bodies of an organization). In the second case, the key values ​​of the dominant culture in the organization are accepted by members of any of the groups simultaneously with a set of other, often non-conflicting values ​​for themselves (this can be observed on the periphery of the organization or at territorial levels of management; adaptation in the specifics of activity can occur in this way (functional services ) or local conditions (territorial offices)).

There may be a third type of subculture in an organization that quite persistently rejects what the organization as a whole wants to achieve - countercultures, among which can be distinguished the following types: direct opposition to the values ​​of the dominant organizational culture; opposition to the power structure; opposition to the patterns of relationships and interactions promoted by the dominant culture. Countercultures in an organization usually appear when individuals or groups are in conditions that cannot provide them with the usual or desired satisfaction. Some “countercultural” groups can become quite influential during large-scale transformations of an organization, significantly weakening its culture as a whole. The main task of management in this case is to harmonize subcultures with the main culture of the organization in order to avoid the dysfunctional influence of their differences on the development of the organization.

8.6.2. Functions of organizational culture

Organizational culture is formed in the process of joint overcoming by people working in the organization the difficulties of external adaptation and internal integration.

The difficulties of external adaptation include everything related to the survival of an organization in the external environment: determining its market niche, establishing contacts with partners, consumers, building relationships with authorities, winning competitions with competitors, etc. Overcoming the difficulties of external adaptation, organizations learn to survive. The result is agreed upon ideas about:

Missions and strategies of the organization;

Goals that reflect the mission of the organization;

Means of achieving goals;

Criteria for assessing performance results;

Strategies for adjusting development directions if goals are unattainable for various reasons.

The challenges that any organization faces in terms of internal integration include the distribution of power, delegation of authority and responsibility, overcoming conflicts, “grinding in” operating styles, behavior, communications, etc.

By overcoming the challenges of bringing individuals together into teams, organizations gain knowledge about how to work together. Common ones for everyone are formed:

Language of communication and conceptual categories;

Criteria for membership in the organization and its groups (criteria for determining who is “ours” and who is “not ours”);

Criteria and rules for the distribution of power and status;

Rules of informal relations within the organization;

Criteria for the distribution of rewards and punishments;

Internal ideology.

In the process of overcoming the difficulties of external adaptation and internal integration, organizational culture performs a number of significant functions in relation to the organization, its various structural entities and individuals (Table 8.9).

Organizational culture as an object of study and management is characterized by the following: (a) it is social, since its formation is influenced by many employees of the organization; (b) regulates the behavior of team members, thereby influencing the relationship between colleagues; (c) created by people, i.e. it is the result of human actions, thoughts, desires; (d) consciously or unconsciously perceived by all employees; (e) full of traditions, as it is undergoing a certain historical process of development; (f) knowable: (g) capable of change; (h) conscious and unconscious; (and) it cannot be comprehended using any one approach, since it is multifaceted and, depending on the research method used, can be revealed in different ways; (k) there is a result and a process, it is in constant development.

8.6.3. Methods for studying organizational culture

Managing organizational culture, i.e. creating a culture that would be effective in terms of achieving the organization’s goals involves a number of stages (Fig. 8.14).

Table 8.9. Functions of organizational culture

Regulatory	This function sets regulatory standards for employee behavior, making this behavior predictable and manageable. It is through the development of this function that an attitude towards work appears that leads not just to job satisfaction, but to commitment to the organization as a whole. The normative-regulatory function allows you to control forms of behavior and perception, developing the most appropriate from the point of view of a given organization. By comparing the actual behavior of a person, group, or organization with organizational norms of cultural behavior, positive and negative actions, humane and inhumane, progressive and conservative.
Cognitive	This function allows an employee to realize within the framework of culture such personal motives as curiosity, a penchant for analysis and scientific research, a desire to better understand his world and his purpose in it, to determine his place and status in a certain group of people, to know his “I”, his strengths and weaknesses. Cognition and assimilation of organizational culture, carried out in the process of adaptation of a new employee, contributes to his inclusion in collective activities and determines his success.
Value-forming	Its purpose is to form people’s views and attitudes towards the meaning of life, a correct understanding of the values ​​that the world around us offers. A person’s choice and assimilation of values ​​pass through his sense of identity, belonging to one or another small group. These groups can serve as a kind of filter, speeding up, slowing down or even preventing the absorption of values. Organizational culture influences a person’s worldview and contributes to the transformation of organizational values ​​into the values ​​of the individual and the team.
Communication	Through the learned values ​​accepted in the organization, norms of behavior and other elements of culture, mutual understanding of employees and their interaction, the establishment and use of effective communication flows are ensured. By developing effective communications, the involvement of each employee in the affairs of the organization and the problems it solves is enhanced.
Motivating	Belonging to a strong organizational culture in itself is a powerful incentive to increase productivity and the desire to act in the interests and benefit of one’s organization. A high mission, great goals, exemplary and friendly relationships, a well-thought-out system of material and social incentives, and management style, being parts of the organizational culture, have a huge motivating effect on the work of the company’s personnel.
Innovative	This is an external function that helps an organization survive in a competitive environment and take leading positions in the economy. It is based on a system of goals focused on customer needs, willingness to take risks and introduce innovations, and social responsibility. Its result is the creation of a positive image of the organization.
Stabilization	Consists in developing a system of social stability in the organization, achieving general agreement on the basis of unifying action essential elements culture. Organizational culture ensures the reproduction of the best elements of accumulated culture, their accumulation, and performs the function of public memory.

The most important and frequently used methods for studying organizational culture can be divided into three groups.

The first group - general methods for studying the culture of an organization, are distinguished by a direct focus on the subject being studied, or give it a specific interpretation (systemic method), or focus on a special approach to it (comparative method) (Fig. 8.15).

Rice. 8.14. Stages of formation of organizational culture

Rice. 8.15. General methods for studying organizational culture

The second group is general logical methods, which do not relate to the study of the object of the theory (organization), but directly to the procedure of the cognitive process (Fig. 8.16).

The third group - cognitive means - methods empirical research, obtaining primary information about the culture of organizations (Fig. 8.17).

The study of organizational culture involves its identification, i.e. determining what type of culture a particular organization belongs to. Researchers offer various classifications depending on the identified aspect of organizational culture. The practical significance of determining the type of organizational culture is manifested in the following:

Rice. 8.16. General scientific methods for studying organizational culture

Rice. 8.17. Empirical methods for studying organizational culture

Makes it possible to predict the behavior of the organization, the reaction of personnel to decisions and actions of management, external events;

Knowledge of the features, “strengths” and “weaknesses” characteristic of a certain type of organizational culture, stereotypes of employee behavior, and accepted values ​​allows us to develop management influences for the purpose of possible change, modification of culture, in particular to justify the actions of the personnel management service.

8.6.4. Types of organizational culture and their features

Let's consider one of the common classifications of organizational culture, proposed by the American specialist in the field of management consulting S. Handi (Table 8.10).

The culture of power is based on the phenomenon of power as such. A typical example is a culture in which the leader is a strong, “charismatic” person, demanding, but at the same time able to clearly express what he expects from his subordinates. Employees in an organization that has such a culture are generally rewarded or praised for being obedient and strictly following orders and directions. In turn, the leader shows sincere concern for “his” people, for “his” loyal and devoted subordinates. In such a culture, those who succeed are those who are extremely loyal, for whom the demands of the leader come before their own needs.

Table 8.10. Typology of organizational culture S. Handi

Parameters that determine the type of culture	Power culture	Role culture	Task culture	Personality culture
Type and size of organization	Small organization dependent on a central source of authority. Rigid hierarchy (commerce, finance, small business)	Large organization. Strict functional distribution of roles, specialized areas are coordinated by management from above	Small organization with an organic structure (matrix structure) (research institutes, design firms)	A small organization that exists for service and assistance (law firms, consulting firms, creative unions)
The basis of the power system	Power of resources, power of personality	The power of position. Personal strength is frowned upon; specialist strength is valued in its proper place. Influence is subject to rules and regulations	The power of a specialist. Team spirit. The team result is more important than the individual result	Strength of personality, strength of specialist. Influence is distributed equally
Decision making process	Decisions are made quickly as a result of a balance of influences	Formal decisions are made at the top	Decisions are made at the group level	There is no formalization or procedures
Execution control	Centralized control based on results through controllers	Control and coordination are carried out even from above in accordance with established rules and procedures	Control based on results by senior management. Minor daily monitoring does not violate cultural norms	Control and hierarchy are impossible except by mutual consent
Attitude towards people	Attracts people who love risk and are prone to politics. Often the criterion for promotion is personal loyalty	Provides security, the opportunity to become a competent specialist, and encourages diligence	Uniting employees and organizations, revealing individual talents, encouraging initiative, team building	Specialists are gifted, bright individuals. Able to achieve personal goals
Manager type	Orientation towards power and results, loves risk, self-confident	Likes security and predictability. Achieves goals by fulfilling a role	Coordinator of competent performers; must be able to evaluate based on results, be flexible, manage relationships	May exert some pressure on the individual by controlling resources
Adaptation to change	Reacts quickly to changes in the environment, but depends on decisions from the center	Poorly adapts to change, but operates successfully in a stable environment	Adapts well, since the composition of groups quickly changes to solve problems and each group ideally contains all the necessary elements

The advantage of this culture is that people can unite around the leader; therefore, internal changes in such a culture can be made quickly and effectively. However, a culture of power will exist only within the framework of the leader’s vision and degree of flexibility, and therefore will reflect all his weaknesses. If the organization is led by a leader who is inclined to deal with small details, and if the organization itself is large enough or growing rapidly, a culture based on power leads to a waste of resources. In addition, employees are distracted from the essence of the matter, because such a system is very “politicized”, in it it is very important to fight for a place next to the leader. Sometimes the leader's wishes are crucial for employees, even if it interferes with their main job.

Another danger associated with such a corporate culture: people may be afraid to give bad news to the leader, and then he becomes isolated from reality. People are not inclined to argue with such a leader or ask him questions,

and, therefore, to question his assumptions or intentions, even if serious potential errors in his plans are evident. In such a system, “those close to power” sometimes violate any rules with impunity, and can also assign to themselves special privileges that are not available to those more distant from the leader. Those people who move up are not always the most talented (they are simply the most loyal to the leader or are perceived as such by him).

Employees are afraid to act without the leader’s permission, which significantly hinders the ability to develop and improve the efficiency of the organization.

Tasks of personnel management specialists. If, in such a culture, an HR function or HR manager appears, this means that the organization has grown and, perhaps, will continue to grow. One of the main obstacles to further growth is a culture that cannot “move beyond” the “power” stage. The first thing that is required from HR specialists is to assess what negative phenomena already exist and how significant they are. Then we need to try to build a “role” culture. The easiest way to do this is to start by creating specific criteria for evaluating people's performance. Then the workers who depended on subjective opinion leader or immediate supervisor, objective criteria appear for assessing their activities. Gradually they begin to free themselves from the feeling of fear of telling the truth. Of course, those who had a privileged position due to proximity to power, and not due to outstanding talents, may suffer from such innovations, and therefore will actively resist. But if the organization wants to grow (that is, its leader himself strives for this), they will have to accept it or leave. Other actions that should be taken in this situation are to influence the culture already when selecting new employees, using appropriate criteria.

The culture of the role (bureaucratic culture) is often a condition for the “neutralization” of the culture of power, in which, as already indicated, there is a lot of arbitrariness on the part of a strong leader. In a role culture, people are rewarded not for loyalty and personal devotion to the leader, but for strictly following the rules. Reliability and consistency are also valued here. Outcomes are measured against clear criteria, and as long as people meet these standards, they can feel safe. Uncertainty and ambiguity are reduced through clear instructions, understandable procedures and systems. The organization attempts to reduce the potential for abuse of power by implementing rules that limit said power. In such a culture, responsibility for different aspects is defined, which avoids conflicts and eliminates the struggle for power. These same methods reduce the likelihood and need to make independent decisions. At their best, “role” cultures provide calm and systematic work. In addition, a clear structure and its predictability also create an atmosphere of security and safety for workers.

However, in organizations with a dominant “role culture” it is quite difficult to change anything. This becomes a particularly serious disadvantage if the environment in which the organization operates is unstable. An organization can sometimes simply be “paralyzed,” since no one dares to exceed his authority or deviate from established procedures if it is necessary to solve an important problem that is not taken into account by the rules or procedures. The unspoken slogan goes something like this: “It is more important to follow the rules than to do what is required to solve the problem.” Everyone does their job, but no one monitors the work of the company as a whole. People rarely do more than what is required by established procedures, and this results in the fact that the staff's capabilities are never fully realized - the work is so narrowly defined and so clearly scheduled that it is impossible to move one step left or right.

As a result, such a culture is effective when it protects people from the arbitrariness of individuals, and also creates conditions for stability and the absence of conflicts. It reduces the very likelihood of conflicts. But on the other hand, it reduces the autonomy and creativity of people, and therefore creates obstacles to the possibility of collaboration different departments and divisions.

Tasks of personnel management specialists. To mitigate the shortcomings of role culture, achievement-focused performance evaluation criteria should be developed. Employees are evaluated depending on their initiative in the field of proposals and development of project plans, based on achieving the goal within the planned time frame according to the parameters of quality and quantity planned by themselves.

A task culture exists on the principle of “focus on achievements” - general or individual. When such a culture exists in an organization, employees develop a sense of excitement about the opportunity to achieve certain goals, and they gain confidence that they are working for something big, important, beyond private concerns. They are proud of their belonging to this organization and its successes and are often able to govern themselves voluntarily and without special instructions to do what the situation requires. Rules and procedures are not used as barriers here. People can work long hours without feeling resentful. Employees perceive themselves as elite. Such a culture is strong in cohesion, and its effectiveness lies in the fact that little control is required, and therefore few controllers. This means that a task culture is potentially more profitable than one in which money is spent on monitoring staff. People's talents are revealed to the maximum. Such a culture is able to quickly adapt to changes in the external environment.

On the other hand, it also has disadvantages. For example, employees may be so convinced of the rightness of what they are doing that any means to achieve their goals seem justified to them. Staff stop taking into account individual needs and begin to sacrifice their personal lives and health for the sake of work. Sometimes the feeling of their own uniqueness leads to the fact that people communicate only with each other and lose the necessary contact with the outside world, sometimes they are ready to cooperate only with their own group, and perceive others as rivals. Because the spirit of cohesion is important to such a culture, criticism or disagreement is sometimes suppressed. Because of this, the organization gradually loses the ability to correct its own mistakes. When people are very proud of their quality and their “specialness”, they often lose their sense of proportion and spend extra money on high standard where it brings little return. This leads to unnecessary wastage of resources and extreme fatigue among people.

But despite the negative aspects, it is very efficient type culture. Employees are truly inspired by the company’s “mission” itself, and their return is much greater than with the cultures that were discussed earlier.

Tasks of personnel management specialists. If an organization has a strong “task culture” and negative aspects are emerging, such as sacrificing everything for a big task, special measures may be considered. In particular, when recruiting personnel, pay attention to people who also have strengths, but of a completely different quality than those dominating the organization. This approach is especially useful for “key” positions, where the new hire, with the appropriate authority, can influence the culture in his or her department. However, these must be people who are able to express their point of view logically and convincingly, i.e. Communication skills are very important here. It is also necessary that such actions have the support of top management. In addition, you can use membership or incentive programs for various business associations in your area and in other areas, as well as incentives for participation in events held in your city, so that people are involved in life outside the organization.

Personality culture presupposes that employees experience feelings of friendship and warmth towards each other, and feel valued and important. Because they are cared for, they themselves behave more friendly towards customers, suppliers and colleagues. In such a culture, employees are recognized as “inside” through various rituals and rewards. They enjoy spending time with each other even during non-working hours. The best is expected of them, and when something bad happens, employees are given a second chance. Similar culture - favorable environment for team work, as people willingly share information and are open to different ideas that any team member puts forward. Employees are not afraid to give direct feedback, and this helps the company itself learn. In their teams, colleagues also help each other, even if it goes beyond their personal responsibilities. The feeling of security extends to other factors, and employees expect the organization to take care of them, even if this is not specified in the contract. In return, they care about the quality of work, resources, and the reputation of the organization.

On the other hand, such a culture can lead to a situation where employees may be so concerned about harmony that they sometimes avoid the necessary constructive confrontation and therefore fail to resolve important issues. This means that they are focused on maintaining good relationships and are not focused enough on work. Because of such “kindness,” employees begin to avoid the most pressing personnel issues - it is very difficult to fire a friend or reprimand him.

In organizations with such a culture, employees sometimes avoid hard, clear statistics about their achievements, and the organization gradually turns into a “charity” organization.

Tasks of personnel management specialists. The response to the negative aspects of such a culture may be similar to the response to the culture of “power”: strengthening objective indicators, strengthening roles so that employees learn not to confuse friendship and job obligations. Clear criteria for assessing what is expected of them helps create a fairer environment. If this can be done truly fairly, so that these “metrics” apply to everyone equally, then the relative severity of their application will not be viewed negatively, but rather respectfully.

8.6.5. Methods of managing organizational culture

Methods of managing organizational culture, i.e. techniques and methods of influencing organizational culture in order to ensure its compliance with the chosen development strategy of the organization are shown in Fig. 8.18.

Leadership behavior - the leader must become a role model, setting an example of the behavior that is expected to be reinforced and developed in subordinates.

Statements, appeals, declarations of management - we must not forget that in order to consolidate the desired labor values ​​and models

Rice. 8.18. Methods of managing organizational culture

behavior, it is of great importance to appeal not only to the mind, but also to the emotions of workers.

Objects and subjects of attention, evaluation, control by managers - through their actions, managers make it clear what is important and what is expected from employees.

Management's reaction to critical situations and organizational crises - managers and subordinates sometimes discover organizational culture for themselves to an extent to which they had not previously imagined it; the depth of the crisis may require the organization to strengthen the existing culture or introduce new values ​​and norms that change it to a certain extent.

Role modeling, training and coaching of personnel - the specifics of organizational culture are learned by subordinates through how they should perform their roles.

The criteria for determining remuneration and status - what the organization starts from when regulating the personnel process, immediately becomes known to its members by the movement of employees within the organization.

Hiring, promotion and firing criteria are one of the main ways to maintain organizational culture.

An incentive system is a system of rewards and privileges that corresponds to certain patterns of behavior, sets priorities for employees, and indicates organizational values.

Organizational symbols and rituals - organizational culture is consolidated and transmitted in the traditions and orders operating in the organization; The experience of the best organizations shows that the introduction of corporate symbols (packaging finished products, promotional materials, organizational design, work clothes) has a positive effect on the attitude of staff towards the organization.

Maintaining organizational culture in the process of implementing key management functions- a significant influence on the organizational culture is exerted by what personnel behavior is supported and what is denied under established management practices, and how much the management welcomes the manifestation of independence and initiative on the part of subordinates.

Examples of organizational rituals are given in Table. 8.11.

Table 8.11. Types of organizational rituals

Rite type	Example	Possible consequences
Rites of advancement	Ceremonial presentation of diplomas upon completion of basic training, retraining, etc.	Provide entry into a new role, minimize differences in roles performed
Rites of leaving	Announcements regarding dismissal or demotion	Reduce power and status, reinforce the need for required behavior
Strengthening rituals	Contests, competitions	Strengthen power and status, indicate the value of correct behavior
Rites of Renewal	Announcements at the meeting about the delegation of powers	Increase the effectiveness of social relationships, indicate a change in work style and leadership
Conflict resolution rituals	Announcements at a press conference about the beginning and end of negotiations	Contribute to reaching a compromise, bring the conflict within a legal framework, reduce tension in the team
Rites of passage	Getting to know the history and values ​​developed in the organization when hiring new employees	Form a sense of belonging to the organization, introduce organizational values
Rituals of seeing off	Gifts, ceremonial speeches when veterans of the organization retire to their well-deserved retirement	Confirms a high assessment of loyalty to the organization and indicates required behavior
Rites of Passage	Presentation by a superior manager of a person transferred to a new position to his team	They note a change in status position, justify a new appointment, contribute to the coordination of goals and interests of various levels
"Historical" rituals	Celebrations associated with anniversaries and other epoch-making events in the organization’s activities	Ensure continuity of organizational culture, create a sense of belonging to the organization
Rites of unity	Annual receptions with the participation of senior executives, major shareholders, joint lunches (once a month, a week)	Contribute to the “softening” of status differences, symbolize the commonality of all links in the hierarchy
"Image" rituals	Ceremonial events involving the press and electronic media	Contribute to the creation of a favorable image of the organization in the environment

Depending on the stage of development of the organization, features of organizational culture management appear:

During the founding and early growth stages of an organization, the main impetus for culture comes from the founders. Their cultural paradigm takes root in the organization if the latter manages to successfully fulfill its primary task and survive. The main focus at this stage is on isolation from the environment and separation from other organizations. A developing organization, in which the main creators still work, is committed to the established culture, and proposals coming from outside or inside to deliberately change the culture are most often simply ignored or met with active resistance. The only thing that can force an organization to change its culture is an external crisis of survival in the form of a sharp drop in growth rates, loss of sales or profits, a complete failure in the market or another event that cannot be ignored;

At the development stage, if the organization does not experience excessive external pressure and if its founders have been with it for a long time, the culture develops gradually, gradually absorbing all best practice past years. If changes in reality cause an imbalance that requires cultural changes, then the latter can be achieved through the systematic promotion of workers whose personal ideas best correspond to the new realities of the external environment;

at the stage of middle age, when management passes from the founders to the second, third, fourth generation of managers, cultural development organization occurs by assessing the strengths and weaknesses of different subcultures and then changing the core culture in accordance with one of them by systematically appointing representatives of that subculture to key leadership positions in the organization. The disadvantage of this change mechanism is that... that it works very slowly. If the speed of cultural change needs to be increased, they resort to systemic development projects for the organization, in particular, through the creation of parallel training systems for training managers. The managerial subculture usually becomes the agent of change and the first to be affected by these changes;

At the stage of maturity and possible decline of an organization, the problem of changing organizational culture is largely related to its strength, the presence of firmly rooted ideas among employees about the organization and the environment. In such a situation, culture change can be achieved through the involvement of third-party consultants who clearly formulate alternatives for its development.

through a complete change in the composition of the dominant management groups in the organization, through the debunking of persistent organizational myths, through organizational transformations and reorganization.

A number of factors necessitate a targeted change in organizational culture:

A fundamental change in the organization's mission;

Rapid growth of the organization;

Internal split in the organization, conflicts at the level of divisions and groups;

International, interethnic inconsistencies;

Introduction of new technologies;

Working in a dynamically changing market;

Formation of a self-learning organization;

Entry into foreign economic activity.

Generating influences to change organizational

culture, it is necessary to proceed from the principles of its formation (Table 8.12).

Indicators of necessary changes in organizational culture are an increase in turnover and absenteeism, a decrease in productivity, the emergence of conflicts between employees and administration, organizations with government agencies, etc.

As a result of the analysis of organizational culture, the following strategically important critical situations can be identified:

Organizational culture does not correspond to the functions of structural units;

Organizational culture does not correspond to the functional or morphological content of the organization;

The organizational culture does not match the management structure;

Organizational culture does not correspond to the stage of development of the organization;

The organizational culture does not match the organization's strategy.

Each critical situation involves an individual complex series of interrelated conclusions and decisions.

Tables 8.12. Principles of managing organizational culture

Principle
Complexity of ideas about the purpose of the organization	Culture should not only express the relationships between members of an organization, but also provide a comprehensive understanding of the purpose of the system in general and its members in particular, its purpose, the nature of the product and market, which determine the effectiveness of the corresponding system
The priority of defining the values ​​and philosophy of the organization	The process of forming a culture in any economic system must be preceded by the definition of values ​​and philosophy that will be acceptable and desirable for this system
Historicity	The culture of an organization cannot be easily manipulated; it develops over the years and itself largely determines the nature of the economic system and management style.
Denial of force	It is impossible to artificially instill a weak culture inherent in any economic system into a strong one or correct it. A strong culture, like a weak one, can be effective in one case and ineffective in another - it all depends on specific conditions
Comprehensiveness of the assessment	Assessing the impact of culture on the efficiency of the economic system should be based on an integrated approach, which involves taking into account not only the ways of direct influence of culture on the efficiency of the specified system, but also taking into account the many invisible indirect ways of influence

Success in business requires a high degree of compatibility between the strategy and culture of the organization. The following approaches to solving this problem are distinguished:

The culture that prevents the effective implementation of the chosen strategy is ignored:

The management system adapts to the existing culture in the organization. This approach is based on recognizing the existing barriers created by culture to the implementation of the desired strategy, and developing alternatives to “bypass” these obstacles without making major changes to the strategy itself (Table 8.13);

An attempt is made to change the culture in accordance with the chosen strategy;

The strategy adapts to the existing culture.

Any organization has strengths and weaknesses, including organizational culture. A “healthy” organizational culture in words can be susceptible to many negative phenomena, ranging from persecution mania to a general depressive state without any attitudes that inspire hope for a change in the situation in the future.

Table 8.13. Adjusting the management system to the organizational culture

	Strategy	What would it be desirable to have?	Barriers to organizational culture	Possible alternative solutions
Company A	Diversification by product and market	Divisional structure	Commitment to centralization Unity of command Functionalism Hierarchy	Creation of profit centers Clear strategic planning Performance measurement
Company B	Marketing concentration on the most profitable market segments	Well-functioning incentive system Information system adaptation	Distributed power Individualistic orientation Relationships are more important than work	Assignment to employees of certain market segments
Company B	Development of new markets	Matrix structure	Many centers of power Functional orientation	Purpose of coordinating programs Creation of planning committees Greater senior management involvement

INTRODUCTION 3

1. CONCEPTS AND DEFINITIONS OF ORGANIZATIONAL CULTURE 6

1.1. Organizational culture: essence, meaning 6

1.2. Organizational climate as a component of organizational culture 12

2. FUNCTIONS, STRUCTURE AND TYPES OF ORGANIZATIONAL

CULTURES 15

2.1. Functions of organizational culture 15

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

2.3. Types of organizational culture 29

3. analysis of the organizational culture of the enterprise using the example of LLC “ Chief accountant– INFO.” 33

CONCLUSION 52

REFERENCES 54

“Culture drives the manager to a greater extent

to the extent that he controls it."

The term “organizational culture” covers most of the phenomena of the spiritual and material life of a team: the material values ​​and moral norms that dominate it, the accepted code of conduct and ingrained rituals, the way staff dress and the established quality standards of the product. We encounter manifestations of organizational culture as soon as we cross the threshold of an enterprise: it determines the adaptation of newcomers and the behavior of veterans, is reflected in a certain philosophy of the management team, especially senior managers, and is implemented in the specific strategy of the organization. Culture has a pervasive impact on the performance of an organization. Organizational culture is a popular and relevant topic today. Purposeful formation of organizational culture can allow:

· effectively use the company’s human resources to implement its strategy;

· increase the level of company management;

· strengthen team cohesion;

· use as a strategic motivating factor directing employees to achieve company goals.

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

In other words, an organizational culture that is not the most favorable for business may naturally and spontaneously develop, where, for example, it is customary to work in a cool and haphazard way, there is a high level of conflict, disrespect for technology, for the client, etc.

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

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

1. Reveal the nature of the concept of “organizational culture”

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

3. Characterize the organizational culture of business entities of the Republic of Belarus.

1. CONCEPTS AND DEFINITIONS OF ORGANIZATIONAL CULTURE

1.1. Organizational culture: essence, meaning

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

Here are some sets of definitions of the term “organizational culture”:

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

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

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

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

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

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

¨ the set of values, beliefs, attitudes prevailing in a given team, as well as the general moral climate, helping employees understand the purpose of the organization as a whole (the meaning of their activities, in the name of what they work for), the mechanism of its functioning and thereby create norms of activity and behavior rules to follow im.

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

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

And here is how the term “organizational culture” is defined by the “Social Theories of Organization” dictionary:

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

Organizational core– a stable and authoritative part of the organization’s personnel, acting as a bearer of professionalism and organizational culture /31/.

Organizational behavior– this is the behavior of a person in an organization, as a result of which certain organizational connections are established, ensured or executed.

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

The concept of organizational culture was first introduced in the late 70s. in connection with the attempts of American scientists to comprehend the successes of the Japanese economy and respond to the “Japanese challenge”. According to U. Ouchi, Japanese enterprises were characterized by: lifelong employment, slow step-by-step advancement of workers through the steps of the hierarchy, non-specialized careers, collective decision-making mechanisms and responsibility, implicit forms of control, consideration of all emerging problems through the prism of the whole; for Americans - short-term hiring, quick promotion, specialized career, explicit forms of control, focus on customized solutions and responsibility, attitude towards solving private problems.

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

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

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

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

Organizational culture is a culture that expresses itself in the system of relations that has developed in a given organization, through standard decisions that people make. Over time, the situation changes, the environment may change, but these decisions remain as some kind of rituals: “This is how it is done here...”.

Organizational culture should also not be confused with business culture. Business culture can be defined as a culture of generating and distributing profits. In turn, business culture can be divided into organizational culture, or the culture of a given specific company, a given specific community of people who are organized into some kind of institution.

When starting to study organizational culture, it should be noted that the study of the phenomenon of culture in the sociology of organizations began in the works of M. Weber and T. Parsons.

Guided by his main task, M. Weber abandoned the study of the figure of the bourgeois, the entrepreneur, who was so attractive to him, for the sake of analyzing capitalism as a whole. It provides the genesis and “inventory” of mutually related religious, economic, political and other structures that form a special phenomenon - Western European capitalism as a cultural and historical integrity.

According to M. Weber, it is in culture that the origins of modern Western European capitalism lie, its rationality, which turned into a “technical-bureaucratic mechanical steamroller and the debasement of the spirit.” Therefore, Weber sharply and harshly raises the question of “the specificity of the rationalism of Western culture.”

Particular merits in developing the problem of organizational culture belong to C. Barnard and G. Simon, who introduced the concept of “organizational morality” into the lexicon of organizational theory, which in content and functions is very close to the modern concept of “organizational culture”.

In their recent works. Charles Barnard examines in detail the issue of moral responsibility, “organizational morality,” etc. He reduces the concept of responsibility to a complex of moral, legal, technical, professional and organizational codes. I regulate the activities of the organization; they turn out to be effective not due to external sanctions, but due to the sense of moral duty of a member of the organization, a certain feeling of internal guilt that arises in him when he refuses any obligation. In this regard, Barnard points out the need for careful consideration of the moral factors influencing the functioning of the organization, emphasizing that they are fundamentally related to the field of informal organization.

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

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

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

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

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

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

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

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

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

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

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

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

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

1. Organizational culture expresses not only the relationships between individuals in an organization, but also represents a set of ideas about the organization and its parts. 2. Culture is not subject to arbitrary manipulation by management, but itself determines the style and nature of leadership. 3. Culture should not be described in terms of “strong - weak”, “adequate - inadequate”, “effective - ineffective”: culture expresses the essence of the organization itself, and its functional consequences depend on specific conditions. There is no need to strive to adapt or transform organizational culture. In some cases this can lead to destruction. 4. The mechanism of the influence of culture on efficiency is complex and has not yet been described sufficiently substantively. Thus, not all components of organizational culture are capable of influencing efficiency; this influence can take an indirect path. When designing organizational changes, it is necessary to take into account the complex nature of such influences.

Second - phenomenological– the direction of research into organizational culture goes back to the theoretical developments of D. Silverman and P. Berger, although the former does not use the term “organizational culture.” They made an attempt to rethink the relationship between the rules of organizational behavior and organizational goals. D. Silverman suggests abandoning the view of the organization as an authority that predetermines employee behavior, and focusing on how participants use formal rules to determine and interpret their behavior and the behavior of others. Rules of conduct are developed by the members of the organization themselves. They constitute a certain conventional reality in which its members live and act. Formal rules operate in social situations through the constant interpretation of their meanings in each particular decision context. Activities that appear to be organized according to rules are actually the product of the practical activities of the members of the organization, at best demonstrating that what they are doing conforms to the established rules.

Similar theoretical principles of the phenomenological approach to describe organizational culture were used by M. Louis and S. Robbins. According to their approach, individuals act as creators of social reality, interpreting it in a certain way. Meanings are not given to individuals a priori, but are assigned to reality in the process of its comprehension. It is obvious that these “meanings” do not “really” exist - objectively and universally - but only in an intersubjective context.

The process of interpreting a situation occurs at three levels: 1) universal, which represents a certain basic set of meanings accepted by all members of the group, to which there is constant appeal; 2) cultural - a unique set of potentially possible meanings characteristic of a given group, in other words - the repertoire of a given group. This level is the objectification of the first within the organization; 3) individual - the creation by a member of the organization of his own “cultural code”, using the meanings inherent at the universal and cultural level. The individual adapts them, correlating them with his everyday experience.

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

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

Symbol in the context of A. Pettigrew’s approach, it is interpreted as an object, action, attitude or linguistic form that has different meanings in different situations, awakens certain emotions or encourages action. The existence of symbols in an organization determines the nature of the interpretation of the situation: it emphasizes or, conversely, leaves in the shadows certain aspects of the surrounding world. Thus, symbols perform the function of imparting meaning to elements of organizational structure, activities, organizational goals and the organizational environment.

Ideology– a set of ideas about the social world and what happens in it. Ideology includes the project of a proper social order; plays an important role in the development of the organization, because is able to significantly determine the actions of individuals in accordance with the ethical guidelines contained within its framework. Function myths And rituals in the organization is the maintenance of ideological ideas. In myths, ideology receives, so to speak, a visual form and becomes accessible to all members of the organization. Pettigrew defines myth as “a false, simplistic idea that rejects and ignores all evidence.” Ritual, just like myth, concretizes ideological ideas, transforming existing social relations into "conventional, stylized and prescribed norms".

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

The basis of mythology is language. Language, due to its variability and complexity, is capable of ordering and stabilizing the life experience of an individual and integrating it into some significant value, creating a certain unity with the community. This process of “streamlining and stabilization” is the essence of the process of forming organizational culture. Language is not only a carrier of certain elements of culture, being a product of a more general cultural shell of an organization, but is also capable of transformation within the organization under the influence of its internal culture.

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

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

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

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

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

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

Objective organizational culture usually associated with the physical environment created in the organization: the building itself, design, location, equipment and furniture, colors and volume of space, amenities, cafeteria, reception rooms, parking lots, etc. All this, to one degree or another, reflects the values ​​that this organization adheres to.

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

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

cultural corporation is modern organization on all cultural factors (material and spiritual);

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

· this is an organization that lives by law, and not “by concepts”;

· it is a socio-economic and technical system based on modern scientific achievements;

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

· this is a developing organization that builds its relations with subjects of the internal and external environment on the basis of an understanding of their systemic essence and uniqueness and spares no effort in obtaining more and more new knowledge about business partners and employees for their better understanding.

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

· awareness of oneself and one’s place in the organization;

· communication system and language of communication;

· appearance, clothing and presentation of oneself at work;

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

· awareness of time, attitude towards it and its use;

· relationships between people;

· values ​​and norms;

· belief in something and attitude or disposition towards it;

· the process of employee development and learning;

· work ethic and modeling.

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

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

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

1. Emphasis on external (customer service, etc.) or internal tasks of the organization. Organizations focused on the needs of the client, subordinating all their activities to them, have significant advantages in a market economy, this increases the competitiveness of the company.

2. The focus of activity on solving organizational problems or on the social aspects of its functioning. One of the options for social orientation is the organization’s sustained attention to the everyday, personal problems of employees.

3. A measure of risk readiness for the introduction of innovations.
A measure of activity orientation toward innovation processes or stabilization.

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

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

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

7. Expression of cooperation or competition between
by individual members and between groups in an organization.

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

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

10. The degree to which members are aware of what their role is in achieving the organization's goals. Loyalty of members of “their” organization.

In turn, S.P. Robbins suggests viewing organizational culture based on ten characteristics most valued in an organization:

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

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

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

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

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

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

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

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

9) conflict, i.e. the employee’s willingness to openly express his opinion and enter into conflict;

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

By assessing any organization according to these ten characteristics, it is possible, according to S.P. Robbins, to create a complete picture of organizational culture, against the backdrop of which employees’ general perception of the organization is formed.

At the same time, scope of organizational culture within an individual organization is quite broad, and may cover:

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

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

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

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

· motivation - the degree of dependence of material and non-material rewards on the results of work;

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

· conflict management - an approach to conflict resolution;

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

· direction - the degree of formation of the goals and prospects of the organization’s activities;

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

· management support - the degree to which managers provide clear communication links and the creation of a working environment for their subordinates;

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

At the same time, the relationship between culture and the results of an organization’s work depends on the content of those values ​​that are affirmed by a specific culture in the organization. A company that ignores people is likely to be far from long-term success.