(!LANG:Organizational culture. Defining the culture of an organization. What does the culture of an enterprise include?

In modern management science, the concept organizational culture defined as:

The value system shared by the company's employees (a set of rules of conduct, rituals, myths);

Way and means of creation and development of the company;

Special control technology.

Organizational culture is always and everywhere where organizations exist. The organizational culture is based on the life values ​​of the company's employees, and it cannot be formed in a short time by writing relevant documents, regulations and instructions.

It should be noted that this book does not distinguish between the concepts "organizational culture", "organization culture" and "corporate culture".

The culture of an organization is a complex composition of important assumptions, often unarticulated, unsubstantiatedly accepted and shared by team members. Organizational culture is often interpreted as the philosophy and ideology of management accepted by most of the company, assumptions, value orientations, beliefs, expectations, orders and norms that underlie relationships and interactions both within the organization and outside it.

The study of organizational culture in enterprises began at the beginning of the 20th century. As Professor Harrison Trice of Cornell University (USA) notes, the first attempt to study the organizational culture of management is considered to be the work of American scientists led by E. Mayo in the early 1930s. The American company Western Electric in Chicago conducted the experiment for the first time during 1927-1932. in order to clarify the impact of organizational management culture on labor productivity. Thus, a group of scientists led by E. Mayo are considered the founders of research in the field of organizational management culture.

In the 1950s the famous American scientist M. Dalton conducted research on medium and large firms in the United States and Canada on the formation of organizational culture and their subcultures based on the different needs of employees. In the same period, a group of English sociologists from the Tavistock Institute conducted a fairly detailed study of organizational culture.

In 1969, a book by a group of scientists headed by H. Treiss was published in the United States, devoted to various production traditions and rituals. At the turn of the 1980–90s. in the writings of Peters and Waterman there were theses that the organizational culture of management is an important factor in the economic efficiency of the firm.

In 1982, Deal and Kennedy's Boston Consulting Group published Corporate Cultures. Only in 1983-84. five international conferences on organizational culture have been held in Canada and Europe. According to a study conducted by the Batell Institute in 1984, organizational culture includes self-determination, participation, teamwork, learning about needs, revealing personality and creativity, the ability to compromise and decentralization. Later, two books by E. Shain and V. Sate appeared, completely devoted to the problems of organizational culture.

Interest in theoretical research and practical activities to improve organizational culture is caused by the following circumstances:

Increasing competition in the global and national markets and the emerging need to look for new ways to increase market activity;

With the formation of the world market in national markets, they began to buy goods of better quality, more reliable, and therefore it became necessary to adapt enterprises to market changes;

The old bureaucratic management system became like a programmed machine, little susceptible to dynamic changes in the external environment. At the same time, it turned out that the human factor and "soft" technologies of personnel management, previously considered insufficiently effective, turned out to be more profitable. At the same time, more attention began to be paid to creating a healthy psychological climate in the company, which connects employees into a true team that shares certain ethical, aesthetic and cultural values;

As a result of the changed situation, work, which was previously a means of survival, has become a human need of a higher order. A new vital function has appeared associated with the realization of many human needs, such as belonging to a team, self-expression, self-respect, and others;

Thoughtful marketing of the ideas of production, marketing of goods and the provision of various services, management consulting have become a way to improve their market position in the fight against competitors and improve the financial condition of the company. There are many definitions of corporate culture, the chronological sequence of presentation of which allows us to trace the deepening of knowledge in this area over time. time (Table 1.1).

Table 1.1 - Basic definitions of the concept of "organizational culture"

Definition

E. Jakus

The culture of an enterprise is a habitual way of thinking and a way of acting that has become a tradition, which is shared to a greater or lesser extent by all employees of the enterprise and which must be learned and at least partially adopted by newcomers in order for new members of the team to become “their own”.

D. Eldridge and A. Crombie

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 are brought together in an organization to achieve its goals.

H. Schwartz and S. Davis

Culture...is a set of beliefs and expectations shared by the members of an organization. These beliefs and expectations form the norms that largely determine the behavior of individuals and groups in the organization.

Corporate culture is the unique characteristics of the perceived characteristics of an organization, what distinguishes it from all others in the industry.

M. Pakanovsky and N. O'Donnell-Trujillio

Organizational culture is not just one of the components of the problem, it is the problem itself as a whole. In our opinion, culture is not what an organization has, but what it is.

Culture is a set of important attitudes (often not formulated) shared by members of a particular society.

Organizational culture is a set of basic assumptions invented, discovered or developed by a group in order to learn how to cope with the problems of external adaptation and internal integration. It is necessary that this complex function for a long time, confirm its viability, and therefore it must be transferred to new members of the organization as the correct way of thinking and feeling in relation to the problems mentioned.

G. Morgan

"Culture" in a metaphorical sense is one of the ways of carrying out organizational activities through the use of language, folklore, traditions and other means of conveying core values, beliefs, and ideologies that direct the activities of the enterprise in the right direction.

Corporate culture is the implicit, invisible and informal consciousness of the organization that governs the behavior of people and, in turn, is itself shaped by their behavior.

D. Drennan

The culture of an organization is everything that is typical for the latter: its characteristic features, prevailing attitudes, formed patterns of accepted norms of behavior.

P. Dobson, A. Williams, M. Walters

Culture is the common and relatively stable beliefs, attitudes and values ​​that exist within an organization.

Organizational culture is a set of beliefs, values ​​and learned ways of solving real problems that has been formed during the life of an organization and tends to manifest itself in various material forms and in the behavior of members of the organization.

D. Oldham (LINC)

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.

M.Kh. Mescon

The atmosphere or climate in an organization is called its culture. Culture reflects the prevailing customs and mores in an organization.

S. Michon and P. Stern

Organizational culture is a set of behaviors, symbols, rituals and myths that correspond to the shared values ​​inherent in the enterprise and are passed on to each member by word of mouth as a life experience.

P.B. Weill

Culture is a system of relationships, actions, and artifacts that endures the test of time and shapes the members of a given cultural society to a rather unique common psychology.

E.N. Matte

Organizational culture is a set of techniques and rules for solving the problems of external adaptation and internal integration of employees, rules that have justified themselves in the past and confirmed their relevance.

N. Lemaitre

The culture of an enterprise is a system of ideas, symbols, values ​​and patterns of behavior shared by all its members.

Despite the variety of definitions and interpretations of organizational culture, they have a number of common points.

First, the authors refer to the basic patterns of behavior and actions that members of the organization adhere to. These patterns are often associated with the vision of the environment (groups, organizations, society, the world) and the variables that regulate it (nature, space, time, work, relationships, etc.).

Secondly, the values ​​that staff can adhere to are also a general category included by the authors in the definition of organizational culture. Values ​​guide staff in what behavior should be considered acceptable or unacceptable. For example, in some organizations, it is believed that “the client is always right,” so it is unacceptable in them to blame the client for the failure of the members of the organization. In others it may be the other way around. However, in both cases, the accepted value helps the individual understand how he should act in a particular situation.

The third common attribute of the concept of organizational culture is "symbolism", through which value orientations are transmitted to members of the organization. Many firms have special documents intended for all, in which they describe in detail their value orientations. However, the content and meaning of the latter are most fully revealed to workers through stories, legends and myths that tell, retell, and interpret.

Unique shared psychologies give meaning to different relationships, actions, and cultural artifacts, and different unique shared psychologies can cause objectively identical relationships to have completely different meanings.

According to the definition given in the modern economic dictionary, organizational culture is:

1) values, behavioral norms characteristic of this organization. Organizational culture shows the typical approach to solving problems for the members of this organization. Manifested in the philosophy and ideology of management, value orientations, beliefs, expectations, norms of behavior;

2) a system of values, unprovenly shared by the personnel of a particular enterprise, related to the ultimate goals of its development, which determines the decisions, actions and all activities of the personnel.

Organizational culture has any institution or organization, regardless of the scope of operation and size. At the same time, their culture seems to the members of the organization to be absolutely natural and often the only possible one.

A change in culture is a systemic change at a deep psychological level, affecting the attitudes, actions, and artifacts that have been formed in an organization over a fairly long period of time. The changes that are being made in most organizations are on a more superficial level than actual cultural changes, and it is assumed that the intervention will change the unique general psychology of the members of the organization, and in the right direction. However, often there is no psychological change. Instead, the unique general psychology still determines the activities of the members of the organization, only now subject to certain organizational changes. In general, the organization will ignore most changes, accommodate only those that seem easy, and resist anything that is contrary to itself.

Thus, we can conclude that the unique general psychology of all cultures and subcultures is undergoing changes, but no one is able to control and direct this process of cultural development.

This raises the question of the functions of culture. We believe that the function of culture in an organization is to create and maintain a framework that functions in a certain sequence:

1) the staff is offered a number of specific actions;

2) the staff can choose from them those that suit him best;

3) these others will be able to respond to staff in a way that they understand;

4) the same culture will then suggest new activities, etc.

The company forms its own image, which is based on the specific quality of products and services provided, the rules of conduct and moral principles of employees, reputation in the business world, etc. achieve results that distinguish this organization from all others

In this book, the organization is considered as a social system, that is, the organization consists of elements built in a certain way and interconnected. The object of managerial influences in an organization is its formal structure, which includes the following elements:

1. Level of centralization(the degree of delegation of authority) is the answer to the question of what decisions the leader makes personally and what decisions subordinates have the right to make.

2. Configuration- the number of hierarchical levels: who, to whom, on what issues is subordinate.

3. Addiction Level or connectedness of parts of the organization - the presence in the organization of vertical and horizontal links, reflecting the relationship of the work of its structural divisions (subsidiaries, branches).

4. . Formalization level- fixedness by the head of the procedures that he considers necessary to consolidate in the activities of his organization (meetings, seminars, meetings, councils, methods of activity, etc.).

5. Level of standardization- repeatability of procedures, that is, the solution of all issues in the organization only in a certain way.

Features of the organization become the object of study only when they pay attention to the "sociality" of the system, which creates the main problems in leadership. It is in this “sociality” that the informal structure of the organization (groups and groups), likes and dislikes, beliefs, professional values, unwritten norms of behavior, accepted models of organizational behavior, etc.) are hidden), that is, everything that is understood as organizational culture management in the company.

Understanding organizational culture as a social system allows you to make a "diagnosis" of the organization, to understand what is possible and what is inappropriate to do, to assess its human resources and potential in general. This makes it possible to better predict the effectiveness of management activities, to make decisions adequate to the state of the organization.

Under the culture of the organization, we also understand certain cultural programs embedded in people. Cultural programs dictate human behavior in familiar situations and make it easier for him to choose behavior in unfamiliar situations. A cultural program is an internal set of rules, instructions, criteria that are developed with experience and are selected as successful from this experience. Similar processes take place in the organization. It always has unwritten, but universally recognized norms of behavior, shared beliefs.

Awareness of the culture of the organization, its elements is the beginning of its management. This is a new management object that determines the real state of the organization. The only disadvantage of this control object is its complexity. (p. 67).

William Ouchi argues that organizational culture consists of ceremonies, a collection of symbols and myths, through which the members of the organization are informed about the values ​​and beliefs that take place in this organization.

Thus, ideas about values ​​help to understand what is important for the organization, and beliefs - to answer the question of how it should function. Most organizations are driven by fear, taboo, and partly by irrational mechanisms that employees are hardly aware of. Old ones disappear, new fears, prohibitions, myths, etc. arise.

At present, there is an opinion that organizational culture too unambiguously characterizes the behavior of its members, the way they solve problems and conflict situations that arise before the organization, their attitude to external influences, the speed and way of responding to changing circumstances. Awareness of the leader's ideas about the culture of the organization allows him to determine the strategy of behavior in certain circumstances.

Despite the fact that organizational culture is the subject of careful selection or simply formed over time, the following can be distinguished: six factors of formation of organizational culture: history and property, size, technology, goals and objectives, environment, personnel.

1. The first factor in the formation of organizational culture is the history of the organization and ownership. New business structures should be either aggressive and independent, or flexible, adapting to the external environment and market changes. Centralized ownership—usually in family firms or founder-dominated organizations—will tend toward a culture of power with tight control and resource management, while dispersed ownership causes a diffusion of influence that is based on other sources of power. Changes of an organizational nature - a merger of organizations or a change in leadership, a new generation of managers - in many cases negatively affect the organizational culture of management.

2. The second factor influencing organizational culture is the size of the organization - the only important variable influencing the choice of structure and culture. Specialized enterprise structures that require systematic coordination develop specialized methodologies, procedures, and create a specialized authority that pushes organizations towards a role culture.

Indeed, if an organization, upon reaching a certain size, cannot change in the direction of a role culture, then it is ineffective. In the absence of a role culture, an appropriate flow of information is possible to adequately manage work. Special actions (such as the creation of subsidiaries or radical decentralization) can help the parent organization create a different organizational management culture.

3. The third factor influencing the formation of organizational culture is technology.

The study of industrial enterprises identified three main categories of production systems:

Piece and small-scale production;

Large series and mass production;

Flow production (Fig. 1.2).

Figure 1.2 - The main categories of the production system in the formation of organizational culture

Technology does not always clearly indicate a certain organizational culture, but nevertheless, the main correspondences can be listed:

Routine programmed operations are more suited to a role-playing culture than to any other;

Expensive technology, when the cost of failure is high, requires careful control, supervision and competence; it suits the role-playing culture more;

Technologies that provide job savings through mass production or large capital investment promote large size and hence role culture;

Discontinuous, separate operations—one-off production and one-off work—are appropriate for a culture of power or a culture of task;

Rapidly changing technologies require a culture of task or a culture of power (they are more effective here);

Tasks with a high degree of uncertainty require systematized coordination and involve a role-playing culture;

Markets where coordination and a uniform approach are more important than adaptation would benefit from a role-playing culture.

4. The fourth important factor in the formation of organizational culture are strategic goals in the sense of aspirations, plans, missions and tasks. In practice, this distinction is not always easy to make. Any item from the list below can be both a goal and an objective, depending on the situation in the organization at a particular time. The effectiveness of the organization depends on the understanding of the concepts of "goal" and "task". Many managers do not have a clear understanding of the priorities of the organization, so they do not have a clear understanding of the meaning of their daily activities. When forming an organizational culture, goals can be the following: profit, product or service quality, survival, good place to work, growth, source of work, place in the market, national prestige, reputation, etc.

Product quality assurance is most easily controlled in role cultures, and growth goals are best achieved in a power culture, but not in all cases. For each of the possible goals, it is difficult to choose an organizational culture. There is also an inverse relationship between goals and objectives and organizational culture.

Other factors influencing the implementation of goals and objectives may be the search for the maximum profit of commercial organizations, taking into account risk, environmental restrictions, pressure on people, and ethical issues.

5. The fifth factor influencing organizational culture is a stable environment, which was the market for the organization's products, but, nevertheless, had little influence on it. At the present stage, the main characteristic of the environment - economic, financial, competitive, legal, social, political, technological - is its turbulent nature. Changes in the environment require a culture that is sensitive, adaptable and responsive to various changes in the market and in the external environment.

For organizational culture to be more effective, organizational units should be appropriate to the product or service being produced, geographic location, distribution type, and customer, while role culture and functional organization may be appropriate to specialized markets and products with a long life cycle.

6. The sixth factor influencing organizational culture is the organization's personnel:

Uncertainty-averse individuals will prefer the tighter role rules of role culture;

A greater need for security will be met by a role-playing culture;

The need to assert one's identity will be met by a culture of power or task. In a role-playing culture, this will manifest itself in an orientation towards "personality" and detachment of thought;

More attention should be paid not only to the selection and evaluation of individuals, but also to the problems of managing creative, talented people.

All factors influencing the organizational culture of the company are grouped by us into two groups:

Non-organizational factors - national characteristics, traditions, economic realities, the dominant culture in the environment.

Intra-organizational factors - the personality of the leader, the mission, goals and objectives of the organization, qualifications, education, the general level of staff.

The important point here is that the culture of an organization changes slowly and cannot be changed by a single, even a bright and persuasive speech.

For managerial activity, the fundamental fact is that the leader, having the greatest power and freedom, has the maximum opportunity to influence the culture of the organization he leads. However, he is also subject to maximum professional aberrations, that is, when analyzing the organizational state, he more often analyzes the desired, rather than the actual state of affairs.

The stability of organizational culture (low dynamism) can pose a number of problems for the leader, especially at the beginning of his activity in this organization. Research shows that the problems and conflicts that occur in these cases are very often interpreted by the manager as personal problems and conflicts with individuals whose behavior and reactions do not meet his expectations.

However, in fact, in this case, he is faced not with the peculiarities of the personal behavior of individual members of the organization, but with the phenomenon of group behavior, with the culture of the organization. An attempt to drastically change the organizational culture leads to the fact that the members of the organization lose their sense of structure, and the traditional centers of power disappear.

The main characteristics of organizational culture are:

Individual autonomy - the degree of responsibility, independence and the ability to express initiative in the organization;

Structure - the interaction of bodies and persons, operating rules, direct leadership and control;

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

Integration - the degree 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, assistance and support to their subordinates;

Support - the level of assistance provided by managers to their subordinates;

Stimulation - the degree of dependence of remuneration on the results of work;

Identification - the degree of identification of employees with the organization as a whole;

Conflict management - the degree of conflict resolution;

Risk management is the degree to which employees are encouraged to innovate and take risks.

These characteristics include both structural and behavioral dimensions, and therefore any organization can be analyzed and described in detail based on the parameters and properties listed above.

Summarizing all that has been said, we will give a more general definition of organizational culture. Organizational culture 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 organization, development prospects.

This book defines and systematizes the main components of organizational culture:

organizational climate;

Value orientations;

Management style;

Expectations and underlying assumptions;

Personal characteristics of the personnel;

economic culture;

Constantly reproducing forms of personnel behavior (Fig. 1.3).

Figure 1.3 - The main components of organizational culture

Organizations can be divided into dominant cultures and subcultures. Dominant culture expresses core or central values ​​that are accepted by the majority of the organization's members. It is a macro approach to culture that expresses a distinctive characteristic of an organization.

Subcultures are developed in large organizations and reflect common problems, situations faced by employees, or experience in resolving them. They develop geographically or in separate divisions, vertically or horizontally.

When one structural unit (subsidiary) of a large firm has a unique culture that differs from other departments of the organization, then there is a vertical subculture. When a specific department of functional specialists (for example, accounting or sales) has a set of generally accepted concepts, then a horizontal subculture is formed.

Any group in an organization can create a subculture, but most subcultures are defined by departmental structure or geographic divisions. It will include the core values ​​of the dominant culture plus additional values ​​unique to members of that department.

Successful organizations have their own culture that leads them to achieve positive results. Organizational culture makes it possible to distinguish one organization from another, creates an atmosphere of identification for the members of the organization, generates commitment to the goals of the organization, strengthens social stability, directs and shapes the attitudes and behavior of employees.

It must be borne in mind that organizational culture significantly affects the effectiveness of the company. Effectiveness requires that the culture of the organization, its strategy, external and internal environment be aligned. An organizational strategy based on market demands and more appropriate in a dynamic environment suggests a culture based on individual initiative, risk-taking, high integration, a normal perception of conflict, and wide horizontal communication. The strategy, dictated by the prospects for the development of product development, focuses on efficiency, better performance in a stable environment. It is more successful when the culture of the organization provides for responsible control, minimizes risk and conflicts.

Research has shown that different organizations gravitate towards certain priorities in organizational culture. Organizational culture may have features depending on the type of activity, form of ownership, position in the market or in society.

Organizations will always achieve stability and performance if the culture of the organization is adequate to the technology being applied. Regular formalized workflows ensure the stability and efficiency of an organization when the culture of the organization emphasizes centralization in decision making and inhibits individual initiative. Irregular (non-routine) technologies are effective when filled with an organizational culture that encourages individual initiative and loosens control.

A number of researchers consider the culture of the organization as a derivative of two components:

1) assumptions and preferences of those who created it;

2) experience brought by their followers. Its maintenance at the required level directly depends on the selection of employees, the actions of top managers and methods of socialization.

The purpose of recruitment is to identify and recruit people with the knowledge and skills to successfully perform the relevant job. The final choice of a candidate is determined by the subjective assessment of the one who decides how this candidate will meet the requirements of the organization. This subjective assessment is often predetermined by the culture that exists in the organization. The actions of senior leaders have a significant impact on organizational culture. Their behavior and the organization's strategy they proclaim establish certain norms, which are then perceived by the entire organization.

It is necessary to distinguish between strong and weak cultures. The strength of an organization's culture is determined by three things:

- "thickness" of culture;

The degree of sharing of culture by members of the organization;

Clarity of cultural priorities.

Strong culture creates benefits for the organization, but at the same time it is a serious obstacle to change in the organization. What's new in a culture is always weaker at first, so it's best to have a moderately strong culture.

Strong cultures, if immediately recognizable, are undeniable, open, alive. They can be recognized by the fact that the organization has adopted a small number of values ​​that are understood, approved and nurtured by all its members.

In the content of these core values, two trends are constantly expressed - pride and style, since in many cases the core values ​​\u200b\u200bare a program of what they want to achieve in the external sphere (for example, in the market, in society). On the other hand, these core values ​​go a long way towards the question of what kind of relationships are desirable within an organization. An undeniable culture is a decisive element of motivation: pride in one's own organization and the feeling that, based on the style of communication practiced, the leader is at a high level.

The productive aspect is expressed, despite all the failures, failures and proclamations, in a constantly pursued goal, the desire to be the first to dominate the market, in a certain area, market niche, or simply the desire to expand and maintain these positions.

Organizational cultures are considered weak if they are very fragmented and not tied together by shared values ​​and beliefs. A company can suffer if the subcultures that characterize its various divisions are unrelated or in conflict with each other. Copying norms of behavior in informal groups can play an important role in the development of various subcultures. A company where common deeds, statements, events and feelings are not obvious does not have a clear culture at all.

Weak culture is characterized by the following features:

1) There are no clear values ​​and common beliefs about how to achieve success in a particular industry, situation or business. Helplessness is pervasive, salvation is sought in setting short-term performance goals, long-term goals are missing, and figuring out a comprehensive organizational philosophy is seen as a luxury.

2) In general, there are ideas about values ​​and beliefs, but there is no agreement about what is right, important and effective at the moment. This state turns into a problem when the lack of determination comes from the leadership of the organization. Contradictions accumulate and continue at the lower levels of the organization.

3) Separate parts of the organization are not able to come to an agreement among themselves: mainly different points of view are presented, there is no complete picture.

4) Leading figures emerge and act rather demotivatingly, doing nothing to help develop a common understanding of what is important.

Successful and reliable are joint companies formed taking into account the economic and organizational cultures of those production and economic systems on the basis of which they are created (Russian-Japanese, Chinese or Korean joint ventures in the Far East and Eastern Siberia, Russian-Swedish, Finnish, Dutch joint ventures in the North-West region of Russia, etc.). Such a conceptual approach in the formation of an economic model of production and economic systems suggests the need to take into account the marketing orientation in its basis.

Thus, the economic model of the production and economic system should not be accepted once and for all in its final form. It should be periodically analyzed in connection with successes or failures in the process of its practical implementation and, if necessary, rebuilt in accordance with the changing requirements for the activities of a particular production and economic system.

To ensure the connection of employees within the organizational culture in the process of performing their tasks, in order to synchronize the activities and interaction of various parts of the organization, managers adhere to a certain management style. Style means a set of management techniques, the manner of behavior of a leader in relation to subordinates, forcing them to do what is currently necessary to achieve a certain result.

In modern conditions, the most simple are three styles: authoritarian, democratic and liberal. To assess which of the styles takes place in the organization, the method of control questions is used.

Each of the styles is characterized by a certain degree of formalization. It should change with the growth of professional skills, the experience of subordinates, with a change in organizational culture and the specific situation in which the enterprise is located. When designing and improving the organizational culture of management, the initial information base can be presented in the following form (Table 1.2).

Table 1.2 - Parameters for using management styles in organizational management culture

Behavior Options

Democratic

Liberal

Decision-making

For urgent or urgent tasks; in case of repetitive, traditional solutions

Collegiate, detailed consideration of all proposed alternatives, with the exception of simple and routine solutions

Only those decisions are delegated that are within the power of the experience, qualifications and intellectual level of employees

Determination of goals

At the initial stage of formation of the organization, labor collective, team building; with low qualification of workers; in case of categorical disagreements in the team regarding the definitions of the main goals

Involvement of all team members in the discussion of goals with the task of achieving their understanding and understanding

The leader determines the main goal, while the team independently understands it and transforms it into specific tasks, subject to well-coordinated activities.

Distribution of duties

At the initial stage of organization formation, team building; in a situation where it is urgent to carry a rearrangement of forces

The manager, together with the employees, determines their roles in the common work, outlines personal goals

With a high coherence of the team, he is delegated the right to independently distribute who and what should do

Use of working time

In difficult or extreme situations, at the initial stage of the formation of labor collectives

The manager agrees on additional work volumes, overtime employment, time and amount of vacations

In the case when the team has reached the level of self-management, it is delegated the right to independently coordinate the working time of employees

Motivation

At the initial stage of formation of the organization, labor collective, team building; in case of an attempt by team members to satisfy personal needs at the expense of collective ones; in cases of obvious deviations in productivity and quality of work

The leader uses all forms of material and moral rewards, provides a fair assessment of personal and collective work; ascertains the need for advanced training

Delegation is carried out only to those people who want to work and have the appropriate motives; effectively working team (department), subdivision is delegated the right to determine their own forms of material remuneration

Control

At the initial stage of the work of the team, until the rule “everyone controls and is controlled”; in case of deviation of employees from established quality standards

The manager coordinates quality standards with subordinates, achieves an understanding of the need for employees to follow them; contributes to the acceleration of the rule "everyone controls and is controlled"

The leader can delegate the control function to the team if the principle “everyone controls and is controlled” effectively operates in it.

Permanent function of the leader

Discusses dismissal with the team, encourages the development of mentoring, jointly plans and supports staff rotation

To a well-coordinated team, the manager can transfer the right to rotate personnel, determine the terms for advanced training of employees

Investment distribution

At the initial stage of the formation of the organization of the labor collective; in the event that the collective makes a decision in favor of personal interests and damage to the collective

Consults with subordinates and forms a consensus on investments

For highly efficient teams, the manager can delegate the right to make consensus decisions in the field of investments

So what is organizational culture? A questionnaire survey conducted by the Association of Managers of Russia showed that every organization has an organizational culture, it acts as a means of regulating relations between management and subordinates, as well as relations between employees of the company. Among other things, this concept necessarily includes such components as employee motivation and loyalty.

Medium and small entrepreneurs mainly see culture as a kind of binding material that does not allow their organization to fall apart, and it itself acts as a recruitment tool that provides mutual understanding between employees and the atmosphere necessary for joint activities. That is, on the one hand, this is a certain set of rules that a company can offer its employees, and on the other hand, a set of measures aimed at increasing the competence of personnel and their psychological stability. In a broader sense, organizational culture is considered as the ideological expression of all non-material processes, the philosophy of the company.

We can say even more clearly: organizational culture is the dominant system of values ​​and practices, a social mediator through which the corporate strategy of the company is implemented. That is, through the corporate culture, the company is, or presents itself to the world.


Krasovsky Yu.D. Behavior management in the firm: effects and paradoxes (on the materials of 120 Russian companies): A practical guide. -M.: INFRA-M, 1997.

Organizational Behavior / Ed. EM. Korotkov. Tyumen, 1998.

Bazarov T.Yu. Personnel management in a developing organization: a study guide. - M.: IPK civil service, 1996.- 176s.

Organizational behavior. textbook for universities. A.N.Silin, S.D. Reznik, A.N. Chaplin, N.G. Khairullina, E.B. Voronov / Ed. Prof. E.M. Korotkova and prof. A.N. Silina. - TyumenVektor Buk, 1998.- 308s.

Materials of the seminar “Corporate culture and intra-corporate PR in the context of strategies of the 21st century. - Access mode: http://www. sovetnik.ru. - Zagl. from the screen.

Tomilov VV Culture of business organization: textbook. allowance / St. Petersburg University of Economics and Finance. - St. Petersburg, 1993. - 187 p.

Krasovsky Yu. D. Behavior management in a firm: effects and paradoxes (based on materials from 120 Russian companies): a practical guide. - M.: INFRA-M, 1997.

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9.1. The essence, structure and properties of the culture of the organization.

9.2. Conceptual approaches to the formation of organizational culture.

9.3. Classification of types of culture of the organization.

Key terms and concepts: organization culture, organizational culture, organization culture functions, organization culture level, types of organization culture.

The essence, structure and properties of the culture of the organization

The simplest scheme of successful entrepreneurial activity until recently looked like this: an entrepreneur combines three factors of production - labor, land and capital, the producer of a certain product enters the market, sells it, compensates for the resources spent and makes a profit. However, the experience of the development of an organization shows that its success is ensured by many more factors, namely: production technology, management technology and techniques, organization of accounting, planning, management style, business culture, and the like.

Each organization has its own intangible essence - culture, character, structure, specifics, style of functioning. All this affects the processes occurring within the organization, and its contacts with the external environment.

In a broad sense culture (from the Latin "cultura" - cultivation, education, training, development) - this is a historically defined level of development of society, the creative forces and abilities of a person, expressed in types and forms of organization of life and people's activities.

From my side, organizational culture this is the nature, features, style of functioning of the organization, manifested in the behavior and reactions of individuals and social groups of its employees, in their judgments, attitudes, in ways of solving problems of organizing labor and production, in equipment and internal aesthetics, used equipment and technology, etc. .

The scope of organizational culture covers the foundations of psychology, sociology, anthropology, philosophy, management, business, etc., i.e. it is interdisciplinary and multi-component.

Note that in the scientific literature there are such terms as "organization culture" and "organizational culture", some authors consider it necessary to distinguish between them. They believe that organizational culture reflects the degree of organizational streamlining of the production process and the organization's management process and is only one of the elements of the organization's culture. At the same time, these scientists in their works do not provide reasoned definitions of organizational culture and organizational culture that would clearly distinguish their content. But even if we agree with this position, we consider it necessary to use the category "not organizational culture", but "management culture".

Within the framework of the object and subject of organization theory, we are interested in a more general term - "organizational culture". Therefore, it is advisable to use it in the future. Let's give some of the most common examples of determining the culture of an organization:

The usual traditional thinking and actions that new members of the organization should be guided by, at least accept them if they want to be accepted as equal employees;

The concept, values, norms and beliefs that are defined and adhered to by the employees of the organization, and their vast majority;

The creativity of individual members of the organization is supported and understood by the rest of the members of the organization;

The system of formal and informal rules and norms of activity, customs, traditions, individual and group interests, the behavior of members of the organization, leadership style, indicators of satisfaction of members of the organization with working conditions, the level of cooperation and compatibility between themselves and the organization and development prospects,

The set of unwritten rules in an organization, imperceptibly

have been implemented and are constantly supported by the management to ensure the rhythmic work of the members of this organization;

Beliefs and beliefs that take place in the organization and which determine the direction of the effective implementation of its interests, the rules of behavior of the members of the organization and the attitude towards them;

The system of values, everyday and often unconscious provisions, the rules of behavior of the members of the organization, their ideology, myths, beliefs, the system of knowledge, rituals, etc.;

A set of values, traditions, aspirations, beliefs, positions, etc., which are the creativity of the organization and are consciously supported by informal structures through a system of rituals, rituals, patterns;

A set of rational actions, formed and established by the group, which serve to maintain internal integration and adapt the organization to the conditions of the external environment.

Analyzing various statements on the essence of the culture of the organization, experts agree that;

1. Each organization has its own culture, without which it cannot exist (even if this fact is disputed by the leadership of the organization).

2. In each organization, the culture of the masses has its own unique, inimitable, peculiar character.

3. Culture is a stimulus for behavior, an expression of its identity with the surrounding social environment of the organization, with society as a whole.

Functions of the culture of the organization:

1. Security function (consists in creating a barrier that protects the organization from unwanted external influences. It is implemented through various prohibitions, "taboos", restrictive norms).

2. Integrating function forms a sense of belonging to the organization, pride in it, the desire of outsiders to join it. This makes it easier to solve staffing problems).

3. Regulating function (supports the necessary rules and norms of behavior of members of organizations, their relationships, contacts with the external environment, which is a guarantee of its stability, reduces the possibility of unwanted conflicts).

4 Responsive features (facilitates the mutual adaptation of employees to each other and to the organization. It is implemented through common norms of behavior, rituals, rituals, with the help of which the education of employees is also carried out. By participating in joint events, observing the same ways of behavior, etc., employees find contact more easily together).

5. Orienting function (directs the activities of the organization and its members in the right direction).

6. Motivational function (creates the necessary incentives for the coordinated work of the employees of the organization).

7. Imaging function organization, that is, its vision in the eyes of other subjects (this vision is the result of an unconstrained synthesis by employees of individual elements of the organization’s culture into a certain integrity, has a significant impact on both emotional and rational attitude towards it).

If we can say that the organization has a "soul", then this soul is the organizational culture.

Culture is inherent in any form of human existence as a necessary attribute of any society. Culture acts as a specific way of organizing and developing human life, represented in the products of material and spiritual labor, in a system of spiritual values, in the totality of people's relations to nature, to each other and to themselves.

In relation to organizations, the term "organizational culture" covers a large area of ​​phenomena of the spiritual and material life of the team. :

Moral norms and values ​​dominating in it;

An accepted code of conduct and ingrained rituals and traditions, functionally oriented beliefs and expectations;

Established quality standards for products (services);

Symbolism, through which value orientations are transmitted to members of the organization, etc.

The set of beliefs and values ​​formed by managers stems both from the general philosophical and realistic values ​​of managers, and from the ideas of participants in the activities of enterprises (employees, shareholders, market partners, etc.).

The carriers of organizational culture are people, but in organizations with an established culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active impact on the members of the organization, modifying their behavior in accordance with the norms and values ​​that form its basis.

Literally every thriving company has an established culture. In some cases, it is laid down by the founder of the company (for example, Walt Disney), sometimes it is formed gradually, as the organization overcomes obstacles (for example, Sosa So l a). The culture of some firms has been consistently developed by management teams who set themselves the task of systematically improving the performance of their company (for example, Japanese companies). In an effort to change strategy, expand their presence in the market, companies not only improved technology, but also developed market advantages.

Organizational culture is able to reduce the degree of collective uncertainty, create social order, ensure integrity through values ​​and norms that are perceived by all and transmitted to the new generation, create a sense of belonging to the organization and devotion to a common cause by uniting group members into one whole. Organizational culture affects individuals, such as their moral character, dedication, work productivity, physical health, and emotional well-being.

Thus, the culture of an organization is a complex composition of important assumptions (often not amenable to formulation), accepted and shared by group members without evidence.

Culture affects the members of the organization in different ways, depending on their work, position on the corporate ladder, status, qualifications, pay level, etc. How people experience this impact depends on their personal biographies: the beliefs, expectations, aspirations, etc. that they bring with them to the organization. These factors form a frame of reference that allows you to interpret this or that experience and creates a set of personal priorities.

Corporate culture and organizational climate

In the management literature, the concepts "" and "organizational climate" are often used interchangeably, however, they are completely different.

The concept of "climate" has its roots in social psychology. K. Argyris, based on his research on the climate in the bank, gave it the following definition: “the official policy of the organization, the needs of employees, values ​​and personalities that operate in a self-preserving complex, living and constantly evolving system.” Now the concept of "climate" is understood as an organizational influence on the motivation and behavior of employees, i.e. it includes aspects such as organizational structure, reward system, and tangible support and friendly participation of managers and colleagues Climate involves a common view of the team on organizational policies, activities and events, both formal and informal. In addition, climate is the organization's clear goals and the means used to achieve them.

The following questions are suggested to describe an effective work environment. .

1. Do I know what is expected of my job?

2. Do I have the necessary resources and equipment to do the job?

3. Am I able to do what I do best every day at work?

4. Have I received recognition or praise for a job well done in the past seven days?

5. Does my manager or anyone else care about me as a person?

6. Is there anyone who encourages my development?

7. Are my opinions respected at work?

8. Does the mission (goal) of the company give me a sense of the significance of my work?

9. Do my colleagues consider it their duty to do quality work?

10. Do I have a best friend at work?

11. Has anyone spoken to me about my progress in the last six months?

12. Have I had the opportunity to learn and grow professionally in the past year?

The answers to these questions are the assessment of a healthy organizational climate.

Culture originated from anthropology. It embodies the symbols, myths, stories and rituals that have infiltrated the organizational consciousness (subconscious). The culture tries to fix the systems of general concepts, assumptions and values ​​of the company. Culture is generally descriptive, while climate is a construct based on an approach developed by psychologists to explain why some organizations are more successful than others.

While the two concepts are clearly interconnected, climate is more about corporate policy and the rules of daily conduct as employees understand it. Culture is a common understanding by all personnel of the goals, problems and activities of the organization.

Structure and characteristics of organizational culture

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

At the second level, the values ​​and beliefs shared by the members of the organization are studied in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desire of people.

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

Characteristics of organizational culture

It is proposed to consider a specific organizational culture based on ten characteristics.

When describing organizational culture, one should try to evaluate not values, but specific attitudes and behavior and manage them.

The organizational culture assessment tool is the so-called organizational culture profile, which contains a set of statements that describe perceived organizational values.

If you ask employees to rank 54 values ​​according to their importance and necessity for the company, then eight independent factors can be identified. :

1) innovation and risk taking;

2) attention to detail;

3) result orientation;

4) aggressiveness and competitiveness;

5) support;

6) development and reward;

7) collaboration and teamwork;

8) decisiveness.

The provisions of the profile of organizational culture are based on norms, people's expectations regarding specific attitudes and behavior. They require everyone to answer the questions: what is really needed in order to achieve; What are the unwritten rules in your organization? The similarity of answers to these questions within a particular unit or the entire enterprise reflects its culture. An organization can evaluate whether the culture is in line with its strategy.

There can be many "local" cultures in an organization. This refers to one prevailing culture in the entire organization and the culture of its parts. Different subcultures can coexist under the roof of one common culture, but there can also be a counterculture that rejects what the organization as a whole wants to achieve.

The formation and change of organizational culture occurs under the influence of many factors, among which stand out :

Top management focus points;

Management response to critical situations;

Attitude to work and style of behavior of managers;

Criteria base for encouraging employees;

Criteria basis for selection, appointment, promotion and employees from the organization;

Organization structure;

Information transfer system and organizational transfers;

Myths and stories about important events and people who played and still play a key role in the life of the organization;

External and internal design of the premises in which the organization is located.

Types of organizational culture

There are many approaches to identifying types of organizational culture and, accordingly, methods for diagnosing them.

According to the Competing Values ​​Framework (VCA) model L) the definition of the dominant type of organizational culture is carried out on the basis of two dimensions (criteria ):

1) One dimension separates performance criteria that emphasize the flexibility, discretion, and dynamism of an organization from those that emphasize stability, order, and control. Thus, some organizations are considered effective if they are prone to change, are adaptable and organically integral (a modern cultural and entertainment center), other enterprises are effective if they are stable, predictable and mechanically integral (for example, universities);

2) The second dimension separates performance criteria that emphasize inward orientation and unity from criteria associated with outward orientation, differentiation and rivalry. The boundaries of this dimension range from organizational cohesion and coherence at one end to organizational disunity at the other. For example, Disneyland in France and Beijing, when implementing a single concept, take into account the specifics of the national market.

Performance indicators determine what exactly people value in the characteristics and performance indicators of the enterprise, according to which core values ​​the organization is judged.

Analysis of organizational culture according to this technique is carried out using the 0CA1 assessment tool, which allows you to diagnose those aspects of the organization that determine the foundation of its culture:

Dominant characteristics of the organization, or a definition of what the organization is like as a whole;

A leadership style that permeates the entire organization;

Employee management, or a style that characterizes the attitude towards employees and defines what the working conditions are;

The binding essence of an organization, or the mechanisms that keep an organization together;

Strategic emphases, which determine which areas drive the organization's strategy;

Success criteria that show how victory is determined and what exactly is rewarded.

Evaluation for each area of ​​the enterprise does not imply the choice of only one type of organizational culture, so it is necessary to evaluate the share of each. Next, a profile of organizational culture is built both in general terms (according to average estimates) and for each block.

As can be seen from the conditional example, the bureaucratic type of organizational culture prevails in the organization, and the implementation of the chosen strategy requires the strengthening of clan, adhocracy and market cultures.

Analysis of organizational culture according to this method is also carried out on the basis of a questionnaire. The assessment of the existing and preferred types of organizational cultures is carried out similarly to the “competing values ​​framework” model (0CA L).

There is also a classification of cultures depending on national characteristics.

Organizational culture change

Organizational culture reflects the prevailing attitudes and behaviors that characterize the activities of a group or organization. “Building a culture” is the most frequently cited priority for the learning and development component of a company.

Managers usually believe that:

First, the strategy requires fundamental changes in the way business is done;

Secondly, the strategy must be implemented by each individual employee at his level;

Thirdly, there is an urgent need for new attitudes and types of behavior of employees (culture) as a prerequisite for these changes.

Culture can be a hindrance or a helper. Studies have found that the M&A craze has been ineffective due to the inability to create synergies due to incompatibility of cultures. And here is the company Cisco known for her ability to integrate acquired companies into her culture. Corporation IMB Services and EDS and created a large successful business in the area by assimilating the personnel of third-party business units into their culture.

Culture determines strategy or strategy determines culture? It is generally accepted that strategy determines culture. In examples like these, the ability to integrate new organizations into the company's corporate culture is clearly an asset for implementation. However, in most cases, to successfully implement a strategy, a fundamental change in the attitudes and behavioral skills of all employees of the organization is required.

In established organizations, culture and structure have usually developed without special decisions and actions.

But when implementing innovative strategies, it is also necessary to ensure the necessary pace of changes in organizational culture, given that there are a number of factors that determine the formation of one or another type of culture.

1. History and property. New organizations must be either aggressive and independent (power culture), or flexible, adaptable and sensitive (task culture), and often both. Founder-dominated centralized ownership will tend towards a culture of power with tight control and management of resources, while fragmented ownership causes a diffusion of influence that is based on other sources of power.

size 2. Most often it turns out that the size of the organization is the only important variable influencing the choice of structure and culture. In general, large organizations are more formalized and tend to a role culture (bureaucratic culture).

3. Technology. Changing technology causes changes in the organization.

For a role-playing (bureaucratic) culture, more suitable :

Routine programmable operations;

Expensive technology, when the cost of emergency situations is high, requires careful control, supervision and competence;

Technologies that provide savings;

Tasks with a high degree of independence require systematic coordination;

In markets where coordination and a uniform approach are more important than adaptation.

Discrete, single operations, personalized service, or one-off work are appropriate for a culture of power or a culture of task. Rapidly changing technologies also require a culture of power or a culture of task.

4. Goals and objectives. An organization can have different kinds of goals and objectives. It is necessary to distinguish between the tasks that are set from time to time to achieve the goal. For example, the following goals are possible: the quality of the product and service, survival, growth, national prestige, reputation, source of work, place in the market, profit. At the same time, the goals of growth require a culture of power, and the goals of improving the quality of service require a culture of role.

5. Environment. Today, the main characteristic of the environment - social, economic, environmental, financial, competitive, legal, political, technological - is its rapid growth and change. Change requires a culture that is sensitive, adaptable and responsive.

6. People. This is one of the most important factors that determine the type of organizational culture, since different types of people adapt differently in a particular culture. Individuals who do not allow uncertainty will prefer rigid rules. A greater need for security is met by a role-playing culture. The need to assert one's identity corresponds to the culture of power. Individual skills and talents will be more visible in a culture of power and task. The needs of low-intelligence and low-skill people push the organization towards a role culture.

Changes in key factors (property, people, size, etc.) create conditions that require cultural and structural adaptation of any enterprise.

There are three ways to adapt :

1) adaptation through careful deliberation is often used by a role culture that reinforces the existing formal structure with even more formal structures, creating teams of specialists, committees, project teams that reshape the organizational division and create the beginnings of a matrix structure. This is an expensive process that requires the involvement of highly qualified specialists;

2) adaptation through reproduction involves decentralization, or division into divisions in which culture and structures are formed in accordance with differences in the external environment;

3) adaptation by differentiation is a consequence of the fact that for all organizations, regardless of their size or purpose, the state of their activities can be characterized by four categories, each of which corresponds to a certain culture:

a) a steady state, which involves a routine programmed activity;

b) a period of innovation or development;

c) disruption or crisis relating to an organization (or part of it) that must cope with the unexpected;

d) a period of policy or direction setting, which includes a period of change of leadership and direction of activity, determining order and priority, setting standards, allocating resources, initiating actions.

Lecture 9. Organizational culture

1. The concept of "organization culture".

2. Analytical approach to organizational culture.

3. Methods for determining culture and factors influencing the culture of the organization.

Over the past few years, and less distinctly over the past fifty years, issues of culture, and especially culture in large organizations, have increasingly attracted the attention of theorists and researchers. Indeed, we live in a time when thousands of people know what characterizes the cultural environment in an organization and love to talk about it. Why is the history of organizational development of such interest?

First of all, all the elements of the culture that we know well and that appeals to us seem so tempting to us! We experience the joy of recognition, the depths of memory are aroused. We see ourselves in different scenes, surrounded by different people. We have an amazing sense of confidence when we fill our consciousness with a certain cultural substance that only we can understand. Cultural information does not carry anything new for us; in fact, the very essence of it is that it is not new. But by giving information the form of a story, we make it entertaining and interesting. In short, members of a cultural community love to relive major cultural events.

Secondly, despite the fact that such information is very impressive and can cause various feelings, it still does not injure the psyche. This means that you can tell a group of employees something about their company's culture that is extremely personal to them, things that are serious and sobering, and sometimes even dangerous and illegal. As long as attention is focused on culture and the finger is not pointed at individuals or actions, the very discussion of the nature of culture is easy and delightful in its entertainingness, talking about culture once again confirms that no one is responsible for culture, it exists on its own.

The concept of culture allows us to talk about the attitudes, values ​​and actions of people belonging to a given culture. Interest in the "human factor" is rapidly growing among managers.

Judgment about culture allows the manager or management to feel that they really care about their employees, pay attention to people. This - third the feeling that comes with talking about the culture of an organization.

But then a strange change can happen, that's what it is. fourth feeling that arises when discussing culture. It is becoming increasingly clear that the whole structure of culture largely determines the performance that management is interested in. This "strange change represents a constant shift from talking about culture to thinking about how best to direct the energy of culture in the direction that leaders want - to improve the performance of the organization. As soon as you realize this, leadership, spurred on by staffers, freelance consultants, books and stories about other organizations, as well as a keen sense of necessity, begins to consider organizational culture as a management tool and seriously listen to plans to change this culture in a more desirable direction.The subject of organizational culture is one of the most plausible new forms of influence on the organization in the near future.



Here is the concept of culture that M.H. Mekson gives: "The atmosphere or climate in an organization is called its culture. Culture reflects the prevailing customs, mores and reflections in the organization."

Management uses this culture to attract certain types of employees and to encourage certain types of behavior. The culture, the image of the form are reinforced or weakened by the reputation of the company. Does the firm have a good track record of achieving goals? How does this company compare to others in the industry? Does it attract good people? Answers to these

questions will show how successful the culture and image are

The concept of "organization culture"

Over the past few years, and less distinctly over the past fifty years, questions of culture, and especially culture in large organizations, have increasingly attracted the attention of theorists and researchers. Indeed, we live in a time when thousands of people know what characterizes the cultural environment in the organization, and like to speculate about it.

There are many definitions of culture. We intuitively feel that concepts like "personality" or "communication" come close to something very important in defining culture, but this "something" is so vague that its definitions are as numerous as pictures in a kaleidoscope. And the more definitions of culture, the freer each new author comes up with his own version.

Here are A.N. Zankovsky: "Organizational culture is an acquired semantic system, transmitted through natural language and other symbolic means, which perform representative, directive and affective functions and are able to create a cultural space and a special sense of reality."

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

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

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

In a broad sense, culture is a mechanism for reproducing social experience that helps people to live and develop in a certain geographic or social environment, while maintaining the unity and integrity of their community. Of course, the need to reproduce the acquired and borrowed social experience is also relevant for the organization. However, until recently, the processes of formation of organizational culture proceeded spontaneously, without attracting the attention of either the subject of organizational power or researchers.

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

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

> transferring to specialists the maximum necessary set of powers (power) to perform the functions assigned to them. They bear full responsibility for their actions to implement them;

> engaging high-class specialists with a fairly independent and self-sufficient mindset;

> creation by the administration of a priority of trust and support for specialists over the control of their activities;

> division into cells, the functioning of each of which can be autonomously provided by one person;

> carrying out permanent structural changes;

> regular surveys;

> material incentives based both on individual performance indicators and on the results of the organization as a whole;

> pursuing a policy of guaranteed employment, in which, even in conditions of economic downturns, the organization makes every effort to maintain the number of employees;

> stimulation of the personal initiative of employees in solving common problems and the constancy of the rules of conduct in the company;

> trust in an individual employee of the company on the part of managers;

> development of collective problem solving methods;

> career planning, in which the selection of managers for new or vacant positions comes from among the company's employees;

> provision of a wide range of social services to employees.

People are the carriers of organizational culture. However, in organizations with a well-established organizational culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active impact on employees, modifying their behavior in accordance with the norms and values ​​that form its basis.

And here is the version of culture in the understanding of P.B. Weill: "Culture is a system of relationships, actions, and artifacts that stands the test of time and shapes a rather unique common psychology among the members of a given cultural society."

Especially important here is the unique general psychology (UOP). It is she who gives meaning to various relationships, actions and artifacts of culture, and various SOPs can lead to the fact that objectively identical relationships have completely different meanings. By OOP, we recognize people belonging to the same culture - we see what unites them all, although these people themselves may not notice it. If cultures did not have their own "unique features", we would not be able to draw boundaries between different cultures.

Culture goes into the depths of the psyche, otherwise it is not culture. It is psychological community that allows members of the same culture to feel that they are closer to each other than to those who are not members of this culture.

Let us also cite the concept of culture, which is given by M.Kh. Mescon: "The atmosphere or climate in an organization is called its culture. Culture reflects the prevailing customs, mores and reflections in the organization." Management uses this culture to attract certain types of workers and to encourage certain types of behavior.

The culture, the image of the form are reinforced or weakened by the reputation of the company. Does the firm have a good track record of achieving goals? How does this company compare to others in the industry? Does it attract good people? The answers to these questions will show how successful the culture and image of the company are.