What element in the culture of the organization is the main one. Corporate culture in modern business: types, levels and best examples

The essence of organizational culture: basic concepts and components. Definition of the concept of organizational culture. Functions and properties of organizational culture

In the narrow sense of the word, culture is the spiritual life of people, a set of ethical norms, rules, customs, and traditions. obtained in the process of upbringing and education. In this sense, one speaks of moral, aesthetic, political, everyday, professional, humanitarian, scientific and technical culture.

In the broad sense of the word, culture includes the results of people's activities in the form of buildings, technology, legislation, universal values ​​and social institutions. In the dictionary it is: “a social system of functionally useful forms of activity organized with the help of norms and values, entrenched in social practice and consciousness of society. Culture in society is represented by material objects, social institutions (institutions, traditions), and spiritual values.

Organization - (from late Latin organize - I communicate a slender appearance, I arrange) - 1) a kind of social systems, an association of people who jointly implement a certain program (goal) and act on the basis of certain principles and rules (for example, an employment service); 2) internal order, consistency of interaction with respect to autonomous parts of the system, due to its structure; 3) one of the general management functions, a set of processes and (or) actions leading to the formation and improvement of the relationship between the parts of the whole (structural elements of the system).

Organizational culture:

Organizational culture is a set of beliefs, attitudes, norms of behavior and values ​​common to all employees of the organization. They may not always be clearly expressed, but in the absence of direct instructions, they determine the way people act and interact and significantly affect the progress of the work (Michael Armstrong);

Organizational culture - a set of core beliefs, self-formed, learned or developed by a particular group as it learns to solve the problems of adaptation to the external environment and internal integration, which turned out to be effective enough to be considered valuable, and therefore transferred to new members as the right image perceptions, thinking and attitudes towards specific problems (Edgar Shane);

Organizational culture is a set of the most important assumptions accepted by the members of the organization and expressed in the organization's declared values ​​that give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through the "symbolic" means of the spiritual and material intraorganizational environment (O.S. Vikhansky and A.I. Naumov);

Organizational culture is a socio-economic space that is part of the social space of society located within the company, within which the interaction of employees is carried out on the basis of common ideas, ideas and values ​​that determine the characteristics of their working life and determine the uniqueness of the philosophy, ideology and practice of managing this company.

The importance of organizational culture for the successful functioning of the company is generally recognized throughout the civilized world. Without exception, all successful companies have created and maintain strong organizational cultures that are most consistent with the goals and values ​​of the company and clearly distinguish one firm from another. A strong culture helps the process of forming large companies.

The main characteristics of organizational culture:

Organizational culture- a set of material, spiritual, social values ​​created and created by the company's employees in the course of their work and reflecting the uniqueness, individuality of this organization.

Depending on the stage of development of the company, values ​​can exist in various forms: in the form of assumptions (at the stage of an active search for one’s culture), beliefs, attitudes and value orientations (when the culture has developed in the main), norms of behavior, communication rules and work standards (when fully developed culture).

The most significant elements of culture are recognized: values, mission, company goals, codes and norms of conduct, traditions and rituals.

Values ​​and elements of culture do not require proof, are taken for granted, passed on from generation to generation, forming the corporate spirit of the company, corresponding to its ideal aspirations.

Most interpretations are based on the understanding of culture in the broad sense of the word.

Corporate culture- a system of material and spiritual values, manifestations that interact with each other, inherent in a given corporation, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of oneself and the environment (A.V. Spivak).

The concept of organizational culture makes more sense when we talk about a company, a firm, an organization. After all, not every organization is a corporation. That is, the concept of "organizational culture" is broader than the concept of "corporate culture".

Functions OK:

Security function is to create a barrier that protects the organization from unwanted external influences. It is implemented through various prohibitions, "taboos", restrictive norms.

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.

Regulating function supports the necessary rules and norms of behavior of the members of the organization, their relationships, contacts with the outside world, which is a guarantee of its stability, reduces the possibility of unwanted conflicts.

adaptive function facilitates the mutual adaptation of people to each other and to the organization. It is implemented through general norms of behavior, rituals, rituals, through which the education of employees is also carried out. By participating in joint activities, adhering to the same ways of behavior, etc., people more easily find contacts with each other.

Orienting function culture directs the activities of the organization and its participants in the right direction.

Motivational function creates the necessary incentives for this.

Imaging function organization, i.e. its image in the eyes of others. This image is the result of people's involuntary synthesis of individual elements of the organization's culture into an elusive whole, which, nevertheless, has a huge impact on both emotional and rational attitudes towards it.

Properties OK:

Dynamism. In its movement, culture goes through the stages of origin, formation, maintenance, development and improvement, cessation (replacement). Each stage has its own "problems of growth", which is natural for dynamic systems. Different organizational cultures choose their own ways of solving them, more or less effective. This property of organizational culture in the formation of culture is taken into account by the principle of historicity.

Consistency is the second most important property, indicating that the organizational culture is a rather complex system that combines individual elements into a single whole, guided by a specific mission in society and its priorities. This property of organizational culture in the formation of culture is taken into account by the principle of consistency.

Structuring of constituent elements. The elements that make up the organizational culture are strictly structured, hierarchically subordinated and have their own degree of relevance and priority.

OK has property of relativity, since it is not a “thing in itself”, but constantly correlates its elements, both with its own goals and with the surrounding reality, other organizational cultures, while noting its strengths and weaknesses, reviewing and improving certain parameters.

Heterogeneity. Within an organizational culture, there may be many local cultures, reflecting the differentiation of culture across levels, departments, divisions, age groups, national groups, and so on. called subcultures.

Separability is another important feature of organizational culture. Any organizational culture exists and develops effectively only due to the fact that its postulates, norms and values ​​are shared by the staff. The degree of separability determines the strength of the impact of culture on workers. The higher the degree of separability, the more significant and strong influence on the behavior of personnel in the organization has norms and values, goals, codes and other structural elements of organizational culture.

adaptability property organizational culture lies in its ability to remain stable and resist negative influences on the one hand and organically merge into positive changes without losing its effectiveness, on the other hand.

Signs of the organizational culture of the company:

the culture of the organization is social, since many employees of the enterprise influence its formation;

the culture of the organization regulates the behavior of team members, thereby influencing the relationship between colleagues;

the culture of the organization is created by people, that is, it is the result of human actions, thoughts, desires;

the culture of the organization is consciously or unconsciously accepted by all employees;

the culture of the organization is full of traditions, as it undergoes a certain historical development process;

the culture of the organization is knowable;

the culture of the organization can change;

the culture of the organization cannot be comprehended with the help of any one approach, since it is multifaceted and, depending on the method used, is revealed in a new way each time;

company culture is a result and a process, it is in constant development.

Methods for studying the organizational culture of a company (study strategies):

holistic strategy - field methods of studying the situation by real immersion in it;

metaphorical strategy (linguistic) strategy - a strategy involving the study of the documentary-linguistic arsenal of communication and communications of employees, their heroes and anti-heroes of the company;

quantitative strategy involves the use of surveys, questionnaires, interviews and other methods that quantify specific manifestations of culture.

SIBERIAN STATE MEDICAL UNIVERSITY

Department of Organization of Nursing and Management in Health Care

in "Psychology of management"

"CULTURE OF THE ORGANIZATION IS THE KEY TO ITS SUCCESS"

Completed by a 4th year student

ZFVMSO group 59-04

Slesareva S.V.

1. INTRODUCTION

2. WHAT IS ORGANIZATION

3. THE CONCEPT OF "CULTURE OF THE ORGANIZATION"

4. ANALYTICAL APPROACH TO ORGANIZATIONAL CULTURE

5. STRUCTURE OF ORGANIZATIONAL CULTURE

7. FORMING ORGANIZATIONAL CULTURE

8. IMPACT OF CULTURE ON ORGANIZATIONAL EFFICIENCY

9. FACTORS AFFECTING ORGANIZATION CULTURE

10. INTERACTION BETWEEN CULTURES

11. CHANGE ORGANIZATIONAL CULTURE

12. CONCLUSION

13. LIST OF USED LITERATURE

INTRODUCTION

The time in which we live is the era of change. Our society is carrying out an exceptionally difficult, largely contradictory, but historically inevitable and irreversible restructuring. In the socio-political life - this is the transition from totalitarianism to democracy, in the economy - from the administrative-command system to the market. Such changes in society, in the economy, in our entire way of life are difficult because they require changes in ourselves. These changes in the organization are very important. The organization is the basis of the world of managers who shape its culture.

The subject of research in this work is the culture of the organization. The term "culture" is often associated with music, painting, ancient civilizations, but in modern life this term is used much more widely. In the 1980s, much was said about the need to develop a movement in the economic and social spheres, from a "culture of dependency" to a "culture of common enterprise."

When we apply this concept of "culture" to organizations, we are again building on ideas, beliefs, traditions and values ​​that are expressed, for example, in the prevailing management style, in the methods of motivating employees, in the image of the organization itself. Anyone who is familiar with various organizations knows that they differ in atmosphere, methods of doing work, degree of activity, individual goals - and all these factors depend on the history of the organization, its tradition, its present position, production technology, etc. In this sense, the culture of a retail store is different from the culture of a machine-building plant and from the culture of a football club. It is these differences that will be the subject of consideration in this work. Below we will consider such concepts as “organization culture” and “organizational culture”, which are defined by some authors as different, however, given the specifics of this essay, I will allow myself to combine these two concepts.

WHAT IS ORGANIZATION

The organization is the basis of the world of managers, it is the cause that determines the existence of management. A group must meet several mandatory requirements to be considered an organization. These include:

1. The presence of at least two people who consider themselves part of this group.

2. Having at least one goal (i.e. a desired end state or outcome) that is accepted as common by all members of the group.

3. The presence of group members who deliberately work together to achieve a goal that is meaningful to all.

Combining these essential characteristics into one, we get an important definition:

Organization- a group of people whose activities are consciously coordinated to achieve a common goal or goals.

The above definition is true not just for an organization, but for formal organizations. There are also informal organizations, groups that arise spontaneously, but where people interact with each other quite regularly. Informal organizations exist in all formal organizations, except perhaps very small ones. And although they do not have leaders, informal organizations are very important. Thus, when the word organization is used, formal organization is meant.

It follows from the definition that an organization always has at least one common goal, shared and recognized as such by all its members. But formal management rarely deals with organizations that have only one purpose. Management is the management of complex organizations. Complex organizations have a set interconnected goals .

One simple example: McDonald's is an organization of more than 7,000 self-sustaining businesses supported by a large number of organizations working behind the scenes, building stores and shops, advertising, purchasing products, developing new types of products. performing quality control. Each McDonald's establishment has its own sales and profit plans. Each ancillary unit also has its own objectives, such as, for example, purchasing beef at competitive prices. These goals are interrelated and interdependent.

For example, a restaurant can achieve its goals, achieving the planned profit, only if the purchasing department achieves its goals by providing enough buns at the right price, if the marketing department provides a sufficient influx of customers, technologists will find a way to efficiently prepare and. etc. The main reason that allowed McDonald's to become the largest enterprise in its business in the world is that the company manages not only to achieve all of the above goals, but also to effectively interconnect them at the lowest cost.

THE CONCEPT OF "CULTURE OF ORGANIZATION"

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’s reflections on this topic: “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. Purchasing 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, however, 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, which includes the values, norms and behavioral models shared by all employees.

In a broad sense, culture is a mechanism for reproducing social experience that helps people live and develop in a certain climatic, geographical or social environment, 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;

Involvement of high-class specialists with a fairly independent and independent mindset;

Creation by the administration of the priority of trust and support of 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;

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

Carrying out a policy of guaranteed employment, in which even in conditions of economic downturns, the organization makes every effort to maintain the number of staff;

Stimulation of personal initiative of employees in solving common tasks and constancy of the rules of conduct in the firm;

Trust in an individual employee of the company on the part of managers;

Development of collective methods of problem solving;

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

Providing employees with a wide range of social services.

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 forms a rather unique common psychology for 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's also give the concept of culture, which is given by M.Kh. Meskon: "The atmosphere or climate in an organization is called its culture. Culture reflects the prevailing customs, customs and reflections in an 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? The answers to these questions will show how successful the culture and image of the company are.

ANALYTICAL APPROACH TO ORGANIZATIONAL CULTURE

The more meaning we find in culture, the more we understand that the purpose of culture is to help us become aware of ourselves and each other. More precisely, it is not the abstract concept of culture that helps us in this, but all the concrete "relationships, actions and artifacts" that make up culture. All these familiar manifestations of culture in the process of our life form an infinite variety of combinations and groups. The most common everyday manifestations, taken for granted, exist within the framework of our culture, and we do not pay attention to this until it begins to shackle us, for example, while traveling to other countries or when communicating in our own country with groups of people whose OOP is different from ours. Such groups within a society - groups according to professions, hobbies, political groups - can be strongly differentiated, like different national cultures. Each organization can also represent its own culture. In all these situations, we feel a sharp difference between our own perspective culture and the culture of any group of people with a different SPD.

When a group of leaders talks about organizational culture, they are guided by their own OOP and the norms adopted in this organization. In doing so, they draw on the norms of a broader management culture that cuts across everything that helps leaders better understand and control their organization. Further, they rely on the norms of a wider culture of educated classes, which includes the idea of ​​rational analysis of the situations in which we find ourselves; determine the standards of thought and the vocabulary to be used when discussing certain issues; and set criteria for values. The talk of culture is reflected in the norms of an even broader national culture, which says that we have a duty to lead and manage our organizations with maximum efficiency, especially now, in a time of global competition. Of course, this is not limited to the list of cultures under whose influence we are, and all this gives meaning to the discussion of the problems of organizational culture, confirms its rationality.

It is very important not to forget that the leader's ideas about the effectiveness of the organization were themselves formed under the influence of certain cultural norms and values. Everything that a leader can communicate about their plans for organizational culture is strongly influenced by the culture itself. This is a point we constantly lose sight of when we talk lightly about the need for change in organizational culture.

It is impossible to just sit down at the table and depict on a clean slate what the culture of the organization should be. Even those who are not members of a given cultural group look at the world through the lens of their own culture and see accordingly what they can see in the organization and the changes they can imagine. Further, when talking about changing the culture of an organization, one should be aware that it entails a change in the behavior of each member of the organization and its OPD.

True, usually the leadership groups mean that this will affect them personally, but in relation to themselves they mean only general phrases, such as "give more power to subordinates", "pay more attention to innovations", etc. These changes are not intended by leaders as systemic changes and, of course, they preclude any interference with their own BOPs. Sometimes consultants or outside observers may conclude that the SPD needs to be changed in a given system of governance. But to understand is one thing, but to give such advice is quite another. Very few consultants today have the competence and courage to do so.

The function of culture is to create and maintain frames in which the following cycles occur:

1) we are offered certain actions;

2) we can choose from them those that appeal to us;

3) after which we act, confident that what we are doing will be understood by others, and also that

4) that a given culture will offer a certain set of behaviors

5) that these others will be able to answer us with those

6) what will be clear and

7) that this same culture will then offer us new actions...

Cycles like this operate within the culture for every occasion—they dictate how to order lunch, how to propose to a loved one, how to get a taxi, and how to write a book. The essence of culture is to allow us, without hesitation, to reproduce hundreds of these cycles every day. But in the rapidly changing environment of modern organizations, there are more and more "rules of conduct" that do not have constancy, immediacy, and repeated processes become more and more fragmented. And the sooner this happens, the more difficult it is for us to figure out what action will be appropriate in this situation and how people with whom we come into contact will react to it. In studying these situations, we use the theoretical and research literature - hundreds of tons of concepts and proposals. In studying these situations, we use the services of all sorts of experts who should help us think things through. At best, such study can be called "planning" and "thinking." At worst - "obsessions". There is a very thin line between "planning" and "obsessions", so thin that a twitchy and overwhelmed modern leader can cross it without even noticing. The main difference between both concepts is that planning is carried out in close connection with goals and objectives, whose value is well understood, and obsession is the triumph of forms of analysis over its content. An obsessive idea makes you "go in circles" again and again. And along with the obsession comes its companion - "compulsion". If the first deals with thinking, then the second deals with action. Compulsion is a constant return to action, the main purpose of which is not to perform a certain work in the external world, but rather to calm the seething inner world. In all organizations there are crisis situations that require a special style of leadership. But when we are faced with a certain style of leadership in which a number of issues are handled as if the situation is a crisis, this means that in this sense of leadership coercion reigns, and planning and decision-making have faded into the background.

In short, all the behaviors and cycles of behavior that the current culture allows us to use without thinking, we manage to apply less and less, because the changes in the world occur too quickly. To cope with such a situation, we begin to use something like intellectual analysis, but it can lead to movement in a circle.

And now let's consider a model that will help to analyze this concept more deeply and make it possible to use the concept of culture in practice. This model was developed by Professor Charles Handy. She distinguishes four "ideologies" of culture, defined by Roger Harrison: AUTHORITIES, ROLES, OBJECTIVES and PERSONALITIES of the individual.

This approach recognizes that the shortcoming of previous theories of management was that, in search of a universal remedy for all, they tried to define a common organizational culture, i.e. having "one best way" to lead or a set of universal principles that apply to all organizations in all circumstances.

Now let's take a look at each of the four possible cultures in our model, power culture, roles, tasks, and personalities, in turn, and see how they help to classify different organizations into human cultures and structures.

Power culture. An example of power cultures can often be found in small entrepreneurial organizations, in companies involved in property, trade, finance. Such a structure is best represented as a web. It depends on the central source of power, the power comes from the center, and spreads in the form of central waves. Control is carried out centrally through persons selected for this purpose, taking into account certain rules and techniques and a small amount of bureaucracy; problems are solved, for the most part, on the basis of a balance of influences, and not on a procedural or partially logical basis. Organizations with this type of culture can react quickly to events, but are highly dependent on decision-making by people from the center. They will seek to attract people who are politically inclined, power-oriented, risk-averse, and those who do not place a high value on security. The power of resources is the basis of power in this culture, with some elements of personal power at the center. Size is a problem for power cultures: it's hard to put too many activities together and still maintain control. Such organizations succeed in creating organizations with a greater degree of independence while maintaining control over finances.

These cultures are based on individuals, not councils. The performance of tasks is evaluated by the results, and the means are tolerated. They can be cruel and prickly, and their success can be accompanied by low morale and big upheavals. These cultures can be as bad as they are effective.

In order to get along well with the culture of power, an employee must be oriented towards power (strength), be interested in politics, and not be afraid to take risks in unsafe situations. He must be confident in himself, and not in other team members, focused on results, be thick-skinned enough to withstand tough competition. In short, this is not the culture for a manager who loves a quiet life.

Role culture. The epitome of role culture is the classical, strictly planned organization (better known as bureaucracy), which can be represented as a temple. This type of organization is characterized by strict functional and specialized areas, such as the finance department and

the trading department (its columns), which are coordinated by a narrow link of management from above. The degree of formalization and standardization is high; the activity of functional areas and their interaction are regulated according to certain rules and procedures that determine the division of work and power, methods of communication and conflict resolution between functional areas. In a role culture, the main source of power is the power of position. Individuals are chosen to fill a role, personal strength is frowned upon, and specialist strength is valued only in its proper place. Influence is regulated by rules and procedures. The effectiveness of this culture depends on the rational distribution of work and responsibility, and not on individuals. This type of organization is likely to thrive in a stable environment, with a stable market that is predictable and controllable, and where the "life" of the product is long. And vice versa, the role culture adapts poorly to changes, poorly "realizes" the need for changes and reacts slowly to them. Role-based organization is found where production stability is more important than flexibility, or where technical expertise and depth of specialization are more important than new product introductions or maintenance costs.

For an individual employee, a role culture gives security and the opportunity to become a competent specialist; Performance within certain limits is rewarded with an appropriate pay scale and possibly promotion within a functional area. But this culture is destructive for ambitious, power-oriented individuals who seek to control their work, for those who are more interested in the result than the methods. Such persons will only be satisfied by being in the group of senior managers. Role culture seems to suit managers who love safety and predictability, who want to achieve their goals by playing a role rather than making an outstanding personal contribution, and for those who are interested in being able to skillfully apply an accepted methodology, rather than the final result.

Task culture. This culture is project or work oriented, its structure is best represented as a grid, some strands thicker and stronger than others, with power and influence located at the intersections of this grid, at the nodes. The "matrix structure" organization is one example of a task culture. The focus of this culture is on getting work done quickly. An organization with this culture tries to put together the right resources and the right people at the right level and enable them to do a good job. The culture of the task depends on the ability of the team to increase the efficiency of work and to combine the personal goals of the employee with the goals of the organization. This is a team culture where team performance is more important than individual goals, position, and style differences. Influence is based more on the strength of the expert, specialist, and not on the strength, position or strength of the individual. Influence here spreads wider than in other cultures.

The task culture adapts well. Groups, project teams or special commissions are created for specific purposes and can be reformed, dissolved or left. An organization can respond quickly because each group ideally contains all the necessary elements to make decisions. Individuals find that this culture is characterized by a high degree of autonomy, performance-based evaluation, and easy working relationships within the group, with mutual respect based on ability rather than age or position. Therefore, the culture of the task is suitable where there is a market, where the life of the product is transient, and where the speed of reaction is important. These advantages are opposed by the difficulties of managing a large mobile organization, the difficulties associated with the creation of a rational structure, the difficulties of achieving professionalism. Management in these organizations is difficult. The main control remains with the top management, which allocates projects, people and resources, and maintains little day-to-day control over work without violating the norms of culture. This works well in blogging environments and when resources are available to anyone who needs them. However, if they are less available, senior management begins to feel the need to control work and results, and group leaders may begin to compete for these resources, using political influence. The morale of the group falls, the work brings less satisfaction, and the employees begin to act in their own interests. This makes it necessary to establish certain rules and procedures for work. The manager is forced to use work execution. Thus, a task culture tends to shift to a role culture or a power culture when resources are limited or the enterprise is performing poorly.

Most managers, of course, at the middle or lower levels, would prefer to work in an organization with a task culture that emphasizes teams, specialist (expert) capabilities, performance-based rewards, and the integration of individual and group goals. This fits in well with current trends towards change and adaptation, individual freedom and low status differences, but this culture will not fit all situations. A manager in such a culture must be flexible and confident in dealing with the unstable and possibly. short-term work. He or she must be prepared to be judged by results and feel at their best when coordinating the work of colleagues, each of whom may be more competent than the manager in particular aspects of the task. Everyone in the group can expect control over their activities. It is assumed that this type of culture is preferred by most average managers.

culture of personality. The fourth type of culture is unusual. It is not found everywhere, however, many individuals adhere to some of its principles. In this culture, the individual is at the center; if there is some structure and organization, it exists only to serve and help individuals in that organization, to promote the fulfillment of their own interests without any purpose. This culture is best thought of as a swarm of bees or a "galaxy of stars". Obviously, few organizations can exist with this kind of culture. organizations tend to have some corporate goals that rise above the personal goals of the members of the organization. Moreover, for this culture, control or even a hierarchy of control is impossible except by mutual consent. The organization is subordinate to the individual and owes its existence to this individual. The individual may leave this organization, but the organization rarely has the power to "evict" the individual. Influence is distributed equally, and the basis of power, if necessary, is usually the power of a specialist: a person does what he is good at doing, so they listen to him.

Law firms, architects' unions, and small consulting firms are often "individual" oriented. A cooperative may aspire to a culture of personality in an organizational form, but as it develops, it will, at best, come to a culture of task, but much more often to a role culture or a culture of power. Although organizations with a personality culture are rare, you will often encounter individuals who favor self-interest and fit this type of culture, but who work in more typical organizations (hospital consultants, architects on local councils, university professors). They have little commitment to their organization and view it as a place to do their own business with some benefit to the employer. Such personalities are not easy to manage. Being a specialist, it is easy to find another job; the power of position, not backed by the power of resources, does not work. These individuals do not recognize the power of experts and do not submit to the power of coercion. Only the power of personality remains, but such people are generally difficult to influence. In addition, they are usually not influenced by group norms and relationships with colleagues, which could moderate their personal ambitions.

Perhaps no manager would be happy working in an organization with a culture of personality. These "personalities" would seem to be literally uncontrollable, and there is no source of power in the latter, but even in personality culture, people need means to achieve their goals, and the person who controls access to these means may exert some pressure and insist on trust for the use of these resources.

But it must be emphasized again that two or more of these cultures can exist in the same organization along with subcultures, all of which complicate the life of the organization, are sources of anxiety, joy, frustration and opportunity for those who work there.

We live in an age of ever-increasing pressure from the outside - the pressure of a global socio-economic, political and economic crisis, and from within - the pressure of a spiritual crisis. Both have an impact on the life of an organization. In those of them where life has entered a period of crises, culture is fragmentary and largely discredited, it can no longer serve as a reliable link between people who need to think and act together.

STRUCTURE OF ORGANIZATIONAL CULTURE

Analyzing the structure of organizational culture, E. Shein distinguishes its three levels: superficial, internal and deep. Introduction to organizational culture begins at a superficial level, including such external organizational characteristics as the products or services provided by the organization, the technology used, the architecture of production facilities and offices, the observed behavior of employees, formal language communication, slogans, etc. At this level, things and phenomena are easy to detect, but they can not always be deciphered and interpreted in terms of organizational culture.

Those who try to understand organizational culture more deeply affect its second, internal level. At this level, the values ​​and beliefs shared by the members of the organization are examined in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desire of people. Researchers often limit themselves to this level, as the next level is almost insurmountable.

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

Some researchers offer a more detailed structure of organizational culture, highlighting its following components:

1 .Worldview - ideas about the world around us, the nature of man and society, which guide the behavior of members of the organization and determine the nature of their relations with other employees, customers, competitors, etc. Worldview is closely related to the characteristics of the socialization of the individual, his ethnic culture and religious beliefs. Significant differences in the worldviews of workers seriously impede their cooperation. In this case, there is ground for significant intra-organizational contradictions and conflicts. At the same time, it is very important to understand that it is very difficult to radically change the worldview of people, and significant efforts are required to achieve some mutual understanding and acceptance of the positions of people with different worldviews. An individual's worldview is difficult to express in clear verbal formulations, and not everyone is able to explain the basic principles underlying his behavior. And to understand someone's worldview, it sometimes takes a lot of effort and time to help a person explicate the basic coordinates of his vision of the world.

2 .Organizational values, i.e. objects and phenomena of organizational life, essential, significant for the spiritual life of workers. Values ​​act as a link between the culture of the organization and the spiritual world of the individual, between organizational and individual being. Personal values ​​are reflected in consciousness in the form of value orientations, which also include a wide range of social values ​​recognized by a person, but not always accepted by him as his own goals and principles. Therefore, it is possible both an incomplete, inadequate reflection of personal values ​​in consciousness, and an orientation in terms of consciousness to values ​​that are not real motives for behavior. Values ​​can be maintained even if there are significant personnel changes in the organization. At the same time, a certain change in values ​​can be carried out, which will also affect the behavior of the members of the organization. Organizational values ​​are closely related to organizational mythology, expressed in a system of stories, myths and even anecdotes, which contain some respectable characteristic of any member of the organization that distinguishes him from many others.

3 . Styles of behavior that characterize the employees of a particular organization. It also includes specific rituals and ceremonies, the language used

when communicating, as well as symbols that have a special meaning for the members of this organization. An important element can be any character that has characteristics that are highly valuable for this culture and serves as a role model of behavior for employees. The behavior of employees is successfully corrected by a variety of training and control measures, but only if the new patterns of behavior do not conflict with the components of the organizational culture described above.

4. Norms - a set of formal and informal requirements imposed by the organization in relation to its employees. They can be universal and private, imperative and indicative, and are aimed at maintaining and developing the structure and functions of the organization. The norms include the so-called rules of the game, which the newcomer must master in the process of becoming a member of the organization.

5 . The psychological climate in an organization that a person encounters when interacting with its employees. The psychological climate is the predominant and relatively stable spiritual atmosphere that determines the relationship of team members to each other and to work.

None of these components alone can be identified with the culture of the organization. However, taken together, they can provide a fairly complete picture of organizational culture. Many components of culture are difficult to detect for an outsider. You can spend several weeks in an organization and still not understand the fundamental principles of the culture that govern the actions of people. Each employee, coming to the organization, goes through a certain procedure of organizational socialization, during which, month after month, he comprehends all those smallest nuances that together form the organizational culture.

There are many approaches to the analysis of the content side of a particular organizational culture. F. Harris and R. Moran proposed to identify ten meaningful characteristics inherent in any organizational culture:

1. Awareness of oneself and one's place in the organization (in some

cultures value restraint and employee concealment

their inner moods and problems, in others -

encouraging openness, emotional support and external

manifestation of their experiences; in some cases creativity

manifests itself through cooperation, and in others - through

individualism).

2. Communication system and language of communication

(use of oral, written, non-verbal

communication, "telephone law" and openness

communication varies from organization to organization;

jargon, abbreviations, sign language

specific to organizations of various industry,

functional and territorial affiliation

organizations).

3. Appearance, clothing and representation at work

(variety of uniforms, business styles, norms

use of cosmetics, perfumes, deodorants, etc.,

indicating the existence of many

microcultures).

4. Habits and traditions associated with the reception and

assortment of food (how food is organized for workers

in the organization, including the presence or absence of canteens and

buffets; participation of the organization in paying the costs of

nutrition; frequency and duration of nutrition;

joint or separate meals for workers with different

organizational status, etc.).

5. Awareness of time, attitude towards it and its

use (perception of time as the most important resource

or a waste of time, compliance or constant

violation of the time parameters of the organizational

activities).

6. Relationships between people (influence on

interpersonal relationships of such characteristics as age,

gender, nationality, status, power,

education, experience, knowledge, etc.; compliance

formal requirements of etiquette or protocol; degree

formalization of relations, received support, accepted

forms of conflict resolution).

7. Values ​​and norms (the former are

set of ideas about what is good and what is

Badly; the second is a set of assumptions and expectations in

for a certain type of behavior).

8. Worldview (belief/lack of belief in:

justice, success, own strength, leadership; attitude

to mutual assistance, to ethical or unworthy behavior,

belief in the punishability of evil and the triumph of good and

9. Development and self-realization of an employee (thoughtless or

conscious performance of work; reliance on intellect or

strength; free or limited circulation of information in

organizations; recognition or rejection of rationality

consciousness and behavior of people; creative environment or

tough routine; recognition of a person's limitations or

emphasis on its potential for growth).

10. Work ethic and motivation (attitude towards work

as values ​​or duties; liability or

indifference to the results of their work; attitude to

your workplace; quality characteristics

labor activity (quality of working life);

worthy and bad habits at work; fair

the relationship between the employee's contribution and his remuneration;

career planning for an employee

organizations).

These characteristics of the culture of the organization together reflect and give meaning to the concept of organizational culture. The content of an organizational culture is determined not by a simple sum of expectations and the actual state of affairs for each characteristic, but by how they are interconnected and how they form the profiles of certain cultures. A distinctive feature of this or that culture is the priority of those who form it. basic characteristics, indicating which principles should prevail in the event of a conflict between its various components. In this context, it is not necessary to speak of organizational culture as a homogeneous phenomenon. In any organization, there are potentially many subcultures. In fact, any of these subcultures can become dominant, i.e. the actual organizational culture, if it is purposefully supported and used by organizational authorities as a tool for consolidating individual goals in the direction of a common organizational goal.

There may also be a type of subculture within an organization that is quite persistent in rejecting what the organization as a whole wants to achieve. Among these organizational countercultures, the following types can be distinguished:

organizational culture;

(2) opposition to the power structure within the dominant

the culture of the organization;

(3) opposition to patterns of relationships and interactions,

supported by the dominant culture.

Countercultures in an organization usually appear when individuals or groups are in conditions that they feel cannot provide them with the usual or desired satisfaction of needs. In a sense, organizational countercultures are expressions of dissatisfaction with the way organizational power allocates organizational resources. Especially often this situation occurs during organizational crises or reorganization. Under these conditions, some "countercultural" groups may become quite influential or even dominant.

FORMING ORGANIZATIONAL CULTURE

The external environment has a significant impact on the organization, which naturally affects its culture. However, as practice shows, two organizations operating in the same environment can have very different cultures. This is because, through their shared experience, the members of the organization deal with two very important problems in different ways. The first is external adaptation: what must be done by an organization in order to survive in the face of fierce external competition. The second is internal integration: how internal organizational processes and relationships contribute to its external adaptation.

The process of external adaptation and survival is associated with the search for and finding by the organization of its niche in the market and its adaptation to the constantly changing external environment. This is the process by which an organization achieves its goals and interacts with representatives of the external environment. The problems of external adaptation and survival include the following:

Mission and strategy (determining the mission of the organization and its main tasks; choosing a strategy for fulfilling this mission).

Goals (setting specific goals and internal acceptance of them by employees).

Means (resources used to achieve goals; consolidation of efforts to achieve the chosen goal; adaptation of the organizational structure, optimization of incentive and reporting systems).

Control (establishment of individual and group criteria for effective performance; creation of information infrastructure).

Correction of behavior (creation of a system of rewards and punishments linked to the fulfillment or non-fulfillment of tasks).

Members of the organization should know the real mission of their organization, and not what is often declared from high tribunes to shareholders and the public. This will help them develop an understanding of how they contribute to the organization's mission.

The next group of questions relates to the setting of goals and the choice of means to achieve them. In some organizations, employees participate in goal setting and thus take responsibility for achieving them. In others, employees participate only in the choice of methods and means to achieve goals, and in others, there may be neither one nor the other, or both.

In any organization, employees must participate in the following processes: 1) distinguish from the external environment what is important and unimportant for the organization; 2) develop ways and means of measuring the results achieved; 3) find explanations for success and failure in achieving goals.

The process of external adaptation is inextricably linked with internal integration, i.e. establishing and maintaining effective work relationships among members of an organization This is the process of finding the best effective ways collaboration in an organization. Among the problems of internal integration, we note the following:

Common language and conceptual categories (selection of communication methods; determination of the meaning of the language and concepts used).

The boundaries of the organization and the criteria for entry and exit from it (the establishment of criteria for membership in the organization and its groups).

Power and status (establishment of rules for the acquisition, maintenance and loss of power; definition and distribution of statuses in the organization).

Personal relations (establishing formal and informal rules on the nature of organizational relations between employees, taking into account their age, gender, education, experience, etc.; determining the acceptable level of openness at work).

Rewards and punishments (determination of the basic criteria for desirable and undesirable behavior and their corresponding consequences).

Ideology and religion (determining the meaning and role of these phenomena in organizational life).

The formation of organizational culture, its content and individual parameters is influenced by a number of factors of the external and internal environment, but at all stages of the development of an organization, the personal culture of its leader (his personal faith, values ​​and behavioral style) largely determines the culture of the organization. Such an influence is especially strong if the organization is in its infancy, and its leader has outstanding personal and professional abilities.

The formation of a certain culture in an organization is associated with the specifics of the industry in which it operates, with the speed of technological and other changes, with the characteristics of the market, consumers, etc. It is known that companies in the "high technology" industries have a culture containing "innovative" values ​​and a belief in "change". However, this trait can manifest itself differently in companies in the same industry depending on the national culture within which the organization operates.

The organization grows by attracting new members coming from organizations with a different culture. New members of the organization, whether they like it or not, bring with them a load of past experience, in which the "viruses" of other cultures often lurk. The immunity of an organization from such "infections" depends on the strength of its culture, which is determined by three points:

1) "depth";

2) the extent to which it is shared by members of the organization;

3) clarity of priorities.

The "depth" of organizational culture is determined by the number and persistence of the most important beliefs shared by employees. Cultures with many levels of beliefs and values ​​have a strong influence on behavior in an organization. In some cultures, shared beliefs, beliefs, and values ​​are clearly ranked. Their relative importance and interrelation does not diminish the role of each. In other cultures, the relative priorities and connections between shared values A clear prioritization of beliefs has a greater effect on people's behavior, since they firmly know which value should prevail in the event of a value conflict.

Thus, a strong culture is more deeply rooted in people's minds, shared by more workers, and more clearly prioritized. Accordingly, such a culture has a deeper impact on the behavior of employees in the organization.

A strong culture not only creates benefits for an organization, but can also act as a major barrier to organizational change. The "new" in culture is always weaker in the beginning. Therefore, a moderately strong organizational culture seems to be optimal for reorganization.

Among the methods of maintaining organizational culture, the following should be noted:

1 .Slogans declared by management, including the mission, goals, rules and principles of the organization that determine its attitude towards its members and society.

2. Role modeling, expressed in the daily behavior of managers, their attitude and communication with subordinates. By personally demonstrating behavioral norms to subordinates and focusing their attention on this behavior, for example, on a certain attitude towards customers or the ability to listen to others, the manager helps to shape certain aspects of the organizational culture.

3. External symbols, including the reward system, status symbols, criteria underlying personnel decisions. Culture in an organization can manifest itself through a system of rewards and privileges. The latter are usually tied to certain patterns of behavior and thus set priorities for employees and indicate values ​​that are more important for individual managers and the organization as a whole. The system of status positions in the organization works in the same direction. Thus, the distribution of privileges ( good office, secretary, car, etc.) indicates roles and behaviors that are more valued by the organization.

4. Stories, legends, myths and rituals associated with the emergence of the organization, its founders or prominent members. Many beliefs and values ​​that underlie the culture of an organization are expressed not only through legends and myths that become part of organizational folklore, but also through various rituals, rites, traditions and ceremonies. Rituals include standard and repetitive team events held at a set time and on a special occasion to influence the behavior and understanding of employees of the organizational environment. Rituals are a system of rituals; even certain managerial decisions can become organizational rituals that employees interpret as part of the organizational culture. Such ceremonies act as organized and planned actions that have an important "cultural" significance, their observance affects the self-determination and loyalty of employees to their organization.

5. What (what tasks, functions, indicators, etc.) is the subject of constant management attention. What the leader pays attention to and what he comments on is very important for the formation of organizational culture. This is one of the most powerful methods of maintaining culture in an organization, as the manager lets employees know what is important and what is expected of them through repeated actions. The degree of participation of leaders in certain ceremonies allows subordinates to subjectively rank these events in order of importance. This tool (measure of participation) can easily be used to both maintain and change traditions in the organization.

6. Behavior of senior management in crisis situations. In these situations, managers and their subordinates discover organizational culture to a degree that they never imagined. The depth and scope of the crisis may require the organization to either strengthen the existing culture or introduce new values ​​and norms that change it to some extent. For example, in the event of a sharp decrease in demand for manufactured products, the organization has two alternatives: to lay off some employees or partially reduce work time with the same number of employees. In organizations where a person is declared as the value "number one", apparently, they will accept the second option. Such an act of management will turn over time into organizational folklore, which will undoubtedly strengthen this aspect of the culture in the company.

7. Personnel policy of the organization. Personnel policy, including the hiring, promotion and dismissal of employees, is one of the main ways to maintain a culture in an organization. On the basis of what principles the management regulates the entire personnel process, it immediately becomes clear from the movement of employees within the organization. Personnel decision criteria can help or hinder the strengthening of an organization's existing culture. Thus, the inherent turnover of personnel on assembly lines in conveyor production has prompted many companies to move either to a group approach to work, or to the transition to group work methods characteristic of Japanese management. An important role is played by the criteria for rewards and promotions. Constantly demonstrating that an organization consistently links employee rewards and promotions to their diligence and performance can go a long way in shaping employee behavior. Some researchers consider the system of rewards and punishments to be the most important in the formation of organizational culture.

Of course, this is not a complete list of factors that shape organizational culture, but it gives a general idea of ​​the role of management in its creation, as well as the fact that the culture of an organization is a function of purposeful management actions of top management.

The actions of top managers have a decisive influence on organizational culture. Their behavior, the slogans and norms proclaimed by them, and most importantly, the organizational resources aimed at their implementation and approval in the minds of the members of the organization, become the most important guidelines for the behavior of employees, which often serve as a more important factor in organizing behavior than formalized rules and requirements.

Despite the importance of organizational culture for the effective functioning of an enterprise, its study, measurement and evaluation are of considerable difficulty. As a rule, the study and generalization of specific manifestations of organizational culture is a long and laborious process, which includes an analysis of all seven of the above factors. Often, organizational culture is identified with values, assuming that those values ​​that prevail in the individual mind, together create a common value atmosphere in the organization. This approach allows you to get a quantitative description of the views that dominate the organization. Indeed, values ​​are directly related to organizational culture, but it is hardly legitimate to dissolve them in the latter, since value orientations First of all, they are the most important elements of the internal structure of the personality. Therefore, consideration of values ​​is more related to the individual level.

There are a number of other methods of studying organizational culture. Thus, the author of this book proposed an approach based on the theory of personality constructs and allowing to determine some of its quantitative characteristics. Using this approach to analyze the main coordinates of organizational cultures in Japanese and Russian organizations, managed to reveal the hidden "dimensions" of the success of Japanese management and give some explanations for the problems of organizational transformations in Russia.

IMPACT OF CULTURE ON ORGANIZATIONAL EFFICIENCY

The influence of culture on organizational performance is determined primarily by its compliance with the overall strategy of the organization. There are four main approaches to resolving the problem of incompatibility of strategy and culture in the organization:

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

b. the management system adjusts to the existing culture in the organization; this approach is based on the recognition of existing cultural barriers to the implementation of the desired strategy, and the development of alternatives to "bypass" these obstacles without making major changes to the strategy itself. Thus, during the transition from a mechanistic to an organic organization scheme at many manufacturing enterprises, for a long time it is not possible to change the organizational culture at the assembly sites. In this case, this approach can help to solve the problem;

c. attempts are made to change the culture so that it is suitable for the chosen strategy. This is the most complex approach, taking a lot of time and requiring significant resources. However, there are situations where it can be central to the firm's long-term success;

d. the strategy is changed in order to adjust it to the existing culture.

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

First, as shown above, culture and behavior mutually influence each other. Second, culture affects not so much what people do as how they do it.

There are various approaches to identifying a set of variables through which the influence of culture on the organization can be traced. Typically, these variables form the basis of questionnaires and questionnaires that are used to describe the culture of an organization.

The set of variables chosen by management for analyzing the organization can be directly related to the level of organizational interaction: organization - external environment; group - group; individual - organization. At the same time, for each level (individual, group, organization), both the effectiveness of their functioning from the point of view of the interests of the organization and satisfaction can be measured. In addition, each of these groups of variables can be considered in terms of time, i.e. be predominantly short or long term oriented.

Model V. Cate. V. Sathe identified seven processes through which culture affects organizational activity:

1) cooperation between individuals and parts of the organization;

2) decision making;

3) control;

4) communications;

5) loyalty to the organization;

6) perception of the organizational environment;

7) justifying their behavior.

At the same time, the first three processes correspond with the first, superficial level of organizational culture or patterns of organizational behavior, and the next four with the second, internal level, which has a "value" basis. How these processes proceed depends on the effectiveness of the functioning of the organization.

Cooperation as a model of behavior in an organization cannot be established only with the help of formal managerial measures, since it is impossible to foresee all possible cases. How much people actually cooperate in an organization depends on the assumptions they share in this area. In some organizations, the highest value is group work, in others - internal competition. In other words, it all depends on which philosophy prevails: individualist or collectivist.

The influence of culture on decision-making is carried out through shared beliefs and values ​​that form a stable set of basic assumptions and preferences among members of the organization. Since organizational culture can help minimize disagreement, the decision-making process becomes more efficient.

The essence of the control process is to stimulate actions in the direction of achieving the goals. In the nature of governance, there are three mechanisms of control: the market, administration, clan. Typically, organizations have all three mechanisms at once, but to varying degrees.

Under the market mechanism of control, they rely mainly on prices. The underlying assumption is that changing prices and charges should stimulate the necessary changes in the organization. The administrative control mechanism is based on formal authority. The process itself consists of changing the rules and procedures by issuing directives. The clan control mechanism is entirely based on shared beliefs and values. It is from them that the members of the organization proceed in the implementation of their actions. It is also assumed that employees are sufficiently committed to the organization, they know how to act within the framework of this culture. As the organization grows and develops, the clan mechanism is replaced by an administrative one, and then by a market one.

The impact of culture on communication occurs in two ways. The first is that there is no need to communicate in cases where there are shared assumptions. In this case, certain actions are performed as if without words. Second, shared assumptions provide direction and help in interpreting messages received. So, if in the company the employee is not considered an appendage of the machine, then the news of the upcoming automation or robotization will not cause shock in him.

The content of culture also influences the content of communication. Some organizations value open communication, while others value it the other way around. An individual feels committed to an organization when he identifies with it and experiences some emotional connection with it. A strong culture makes strong the individual's identification and feelings towards the organization. Also, employees can step up their actions in an effort to help the organization.

An individual's perception of organizational reality, or what he sees, is determined to a large extent by what his colleagues who share the same experience say about what they see. Culture influences this process by providing organizational members with a common interpretation of their experiences. In organizations that place a high value on timely customer service, the perception of a lack of resources to work with will not be interpreted as a need to change an established customer disposition. Otherwise, the client may be seriously harmed.

Culture helps people in an organization act meaningfully by providing justification for their behavior. In companies where risk is valued, a person takes it, knowing that in case of failure he will not be punished and that lessons will be learned from the failure for the future. Actions thus justified reinforce existing behavior, especially when it fits into the situation. This process is a source of funds for changing the culture itself. Because people use culture to justify behavior, it is possible to change culture through change in behavior. However, for this process to be successful, it must be ensured that people cannot justify their new behavior by "old" culture.

Model T. Peters - R. Waterman. The authors of the well-known bestseller "In Search of Successful Management" T. Niger and R. Waterman discovered the relationship between culture and success in the work of the organization. Taking successful American firms as a model and describing management practices, they “deduced” a set of beliefs and organizational culture values ​​that led these companies to success: 1) belief in action; 2) connection with the consumer; 3) encouragement of autonomy and entrepreneurship; 4) considering people as the main source of productivity and efficiency; 5) knowing what you manage; 6) not doing what you do not know; 7) a simple structure and a small number of management staff; 8) a combination of flexibility and rigidity in the organization.

Faith in action. According to this value, decisions are made even in the absence of information. Postponing decisions is tantamount to not making them.

Communication with the consumer. For successful companies, the consumer represents the focus of their work, since it is from him that the main information for the organization comes. Customer satisfaction is at the core of the organizational culture of such firms.

Autonomy and entrepreneurship. Companies struggling with lack of innovation and bureaucracy "divide" into smaller manageable units and give them, and individuals, the degree of autonomy needed to be creative and take risks. This cultural norm is maintained through the dissemination of legends and stories about their own heroes within the organization.

Performance depends on the person. This value proclaims the person the most important asset of the organization. The effectiveness of the organization is measured through the satisfaction of its members. The belief that treating people with respect leads to success is at the heart of the culture of these organizations.

Know what you control. In keeping with this deeply rooted cultural norm, successful companies are seen to be managed not from behind the closed doors of executive offices, but through visits by managers to the facilities they manage and through direct contact with subordinates in their workplaces.

Don't do what you don't know. This position belongs to the category of one of the important characteristics of the culture of successful firms. These firms do not recognize diversification away from the core business.

Simple structures and few managers. Typical for successful companies is the presence of a small number of levels of management and a relatively small staff of managerial employees, especially in the upper 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 its results. According to this cultural value, managers are more focused on the level of performance of their subordinates, rather than on the growth of their staff.

Simultaneous flexibility and rigidity in an organization. The paradox of this attribute of the organizational culture of successful companies is resolved as follows. High organization in them is achieved due to the fact that all employees understand and believe in the values ​​of the company. This tightly connects them with the company and integrates them into it. Flexibility is ensured by minimizing "management" interventions and minimizing the number of regulatory rules and procedures. Innovation and risk-taking are encouraged. As a result, a rigid structure of shared cultural values ​​makes possible a flexible structure of administrative control.

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

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

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

FACTORS AFFECTING ORGANIZATION CULTURE

There are many factors that affect an organization for which top management is directly responsible. They cover important issues that management must deal with in order to maintain the normal internal and external condition of the firm. These are economic, political, technological and international factors, factors of competition and social behavior. In addition to these, there are also non-traditional factors, which, as it turns out, are crucial for the success of the organization in the long term. These include the culture of the corporation and its image.

The organization has a great influence on the culture of the enterprise. The organization is influenced by internal and external factors. Internal variables are situational factors within an organization. Because they are human-made systems, internal variables are completely controlled by management. The main variables in the organization itself that require management attention are the GOALS, OBJECTIVES, STRUCTURE, TECHNOLOGY and PEOPLE that influence the culture of the enterprise. One of the most significant characteristics of an organization is its relationship with the external environment. But one organization cannot be an island in itself. The organization is completely dependent on the outside world - on the external environment - both in relation to its resources, and in relation to consumers, users of their results, which they seek to achieve. The term external environment includes economic conditions, consumers, trade unions, government acts, legislation, competing organizations, the system of values ​​in society, public opinion, technology and technology, and other components. These interrelated factors influence everything that happens within an organization, including its culture.

An important area of ​​cultural management is the personnel system. The process begins with the selection of people, carefully assessing them, taking into account, first of all, their suitability for the organization and its prevailing culture. Another tool in the field of personnel work is the way of staff development and its socialization. Organizations that actively use personnel systems to create an appropriate culture pay a lot of attention and funds to the training and development of personnel. The main focus of this process is to introduce people to the dominant values ​​of the organization. Finally, bonus management is a potential tool for creating and developing organizational culture. This promotes and rewards those who are most in line with the prevailing values ​​of the organization.

The task of the leader is to ensure that the organization conforms to its external environment. Exemplary companies tend to form a wide range of values. Many of their values ​​integrate the notion of economic health, service to the consumer, and creating meaning for those below. In those very companies in which culture prevails, the highest level of true autonomy is achieved. Culture rigidly regulates several important variables and fills them with meaning. The description of the four types of cultures showed some of the factors influencing the choice of culture and structure in an organization. In established organizations, culture and structure usually developed and came to light during times of change, often unconsciously - the introduction of new technology and the creation of a department of specialists, the introduction or level in a hierarchy. However, regardless of whether culture and structure is a matter of careful choice or simply formed over time, there are six factors that will influence this process. Consider the main factors:

History and property;

Technology;

Goals and objectives;

Environment;

History and property. It is clear that there are no laws by which the history of an organization and property influence its culture. The remaining five factors also affect differently even organizations with a similar history and ownership. New organizations must be either aggressive and independent (power), or flexible, adaptable and sensitive (task), and often both. Centralized ownership, usually in family firms or in organizations dominated by its founder, will tend towards a power culture with tight control and resource management, while dispersed ownership causes a diffusion of influence that is based on other sources of power.

Changes in organizations - a merger or change of leadership, a new generation of managers - are often accompanied by a clear rejection of the previously dominant culture.

Size. Most often it turns out that the size of the organization is the only important variable that affects the choice of structure and culture. In general, large organizations are more formalized, tend to create specialized groups that require systematic coordination, develop specialized techniques, 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. For example, it is unlikely that, 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 main organization create a different culture - many large groups of companies will have some form of power culture that includes a number of role cultures.

Technology. The influence of the technology or technical equipment of an organization on its culture and structure is well known. Joan Woodward's work on industrial research identified three main categories of production systems:

SINGLE AND SMALL-SERIES PRODUCTION:

1) production of units (products) at the request of the consumer;

2) production of samples;

3) phased production of large-scale equipment;

4) production of small batches at the request of the consumer;

BIG SERIES AND MASS PRODUCTION:

5) production of large series;

6) production of large series on assembly lines;

7) mass production;

FLOW PRODUCTION:

8) intermediate production of chemicals in a multi-purpose plant;

9) continuous in-line production of liquids, gases and crystalline substances and leads to the conclusion that a change in technology causes changes in the organization.

The term "technology" refers not only to the industry, but also to the methods of providing other services. Technology does not always clearly indicate a particular culture, but still the main correspondences can be listed:

Routine programmable operations are more suited to a role culture than to any other;

Expensive technology, when the cost of failure is high, requires careful control, supervision and competence. It's more of a role culture;

Technologies that generate job savings through mass production or large capital investments 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 power (here they are more effective);

Tasks with a high degree of uncertainty require systematic coordination and suggest a role culture.

In markets where coordination and a uniform approach are more important than adaptation, a role culture will do.

Goals and objectives. Here it is necessary to make a distinction between the strategic goals of the organization, in terms of aspirations, designs, purposes, and tasks that are set from time to time to achieve the goals. Of course, 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 an organization depends on a meaningful understanding and use of the concepts: goal and task. Many managers do not have a clear understanding of the priorities of the organization, so they do not have a clear idea of ​​the meaning of their daily activities. Here are a few different goals and objectives that an organization could have:

Profit,

The quality of the product or service,

Survival,

Good place to work

Job source,

Place in the market

national prestige,

Reputation.

Goals such as product quality are most easily controlled in role cultures. Growth goals are best achieved in the presence of a culture of power or a culture of task, but not in all cases. It is difficult to choose a culture for each of the possible goals, but in fact there is a feedback between them - goals and objectives not only affect culture, but are themselves influenced by it after some period of time.

There are other factors influencing the realization of goals and the fulfillment of tasks. Finding the maximum profit for commercial organizations is complicated by the attendant conditions - risk, environmental constraints, pressure on people, ethical issues - and for many, the product or service produced is of paramount importance, and not just making money.

Environment. Traditional management theories implied a "closed" organization, operating in a relatively stable environment, which was the market for their products, but nevertheless had little influence on them. Many managers continue to take this approach and manage when "there" something happens. Today, the main characteristic of the environment - economic, financial, competitive, legal, social, political, technological - is its turbulent nature, and changes in the environment require a culture that is sensitive, adaptable and responsive.

Burns and Stalker, in their study of the electronics industry in Scotland, found that firms with a more flexible structure, which they called "organic structure", were able to cope more effectively with technological and market changes than firms with a more rigid "mechanistic" structure. The structures they named correspond to the culture of the task and the culture of the role.

To be more effective, culture and structure must match the product or service being produced, geographic location, type of distribution, and customer. While role culture and functional organization may correspond to specialized markets and products (goods or services) with a long life cycle, diversity in the environment requires diversity of structures and culture of the task.

Threat (or, conversely, opportunity) in the external environment, characterized by conditions, leadership changes, or changes in the economic climate, is best dealt with by a culture of power, in which leading personalities can act quickly and decisively. The financial sections of newspapers are full of evidence of this, they focus on the individuals at the forefront. In addition, this is a burning issue when discussing problems in the public sector. The privatization of large public corporations and civil service agencies requires a power culture to effect change, but then a task culture is required to deliver goods and services in a competitive environment, and a role culture is likely to be associated with the production of a single product or service (electricity, water, automobiles). licenses).

People. This last category on the list of influencing factors is perhaps the most important because it is people who operate in organizations. It has already been noted that different cultures correspond to different psychological contacts, that certain types of people will be happy and successful in one culture, but not in another; it is an important starting point for effective management. Developing this topic, the following hypotheses can be distinguished:

1) Individuals who do not allow uncertainty will prefer the more rigid role rules of role culture.

2) 2. A large need for security will be met by a role culture.

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

4) 4. The skills and talents of the individual will be more visible in a culture of power and task. Therefore, more attention should be paid to the selection and evaluation of individuals in these cultures.

5) 5. The needs of people with low qualities in terms of intelligence and skills push the organization towards a role culture, where the level of work is outlined by the level of the available workforce. Conversely, the needs of people with high qualities would lead to a culture of task or power.

This thesis is supported by many studies and observations of various types of organizations and emphasizes the importance of understanding cultural factors in hiring. It depends on whether the goal is to reinforce the existing culture and structure in order to maintain the status quo, or whether the goal is to cause changes in culture and structure.

Finally, the "key" employees in an organization, or the "dominant coalition", are considered to be an important determinant of its culture.

The theoretical concepts of organizational culture that we have considered allow us to draw the following main conclusions:

1. The culture of an organization is the way in which work is done and the nature of the attitude towards people in the organization.

2. Different types of organizations have different ideas, beliefs and traditions; they differ appearance, atmosphere and methods of work.

3. The following factors influence the culture of an organization: origin, type of ownership, technology, bright events.

4. Many of the core ideas, beliefs, and traditions that make up an organization's culture are rather implicit, accepted without proof, and rarely questioned.

5. Culture is an important factor in achieving organizational effectiveness.

INTERACTION BETWEEN CULTURES

It is known that the famous methods of Japanese management have not been developed in Europe and the USA. As an element of organizational culture, they really showed their high efficiency in Japan and contributed to the increase in employee satisfaction in Japanese firms. However, when trying to transfer this experience to American and Western European enterprises, what happened in Japan did not work out. This suggests that what is acquired within the framework of the national culture is both supported and developed by it, and when transferred to another "soil", it may lose this support and ultimately fail. Nevertheless, the globalization of the economy, with particular relevance, raises the question of the transfer ("transfer") of the most effective methods of organizational activity to a different cultural environment.

How can one "implant" the effective elements of one culture into another? The studies conducted by G. Hofstede and W. Ouchi help answer this question.

Model G. Hofstede. The approach to studying the national in organizational culture, developed by G. Hofstede and based on five variables, is very popular: 1) power distance; 2) individualism; 3) masculinity; 4) the desire to avoid uncertainty; 5) long-term orientation.

Under first variable, called power distance, refers to the degree of inequality between people that the population of a given country considers acceptable or normal. At the same time, a low degree is characterized by relative equality in society, and a high degree is vice versa.

Second variable characterized by individualism, or the degree to which the people of a given country prefer to act as individuals rather than as members of any group. A high degree of this variable suggests that a person, being in conditions of free social ties in society, takes care of himself and his loved ones in the family, and is fully responsible for all his actions. The other pole of this variable is collectivism or a low degree of individualism). In collectivist societies, people are instilled from childhood with respect for the groups to which they belong, usually family, clan, clan, or organization. There is no distinction between members of the group and those outside the group. Group members expect the group to protect them and be responsible for them if they get into trouble. For this, they are obliged to pay loyalty to their group throughout their lives. Individualist societies are taught from childhood to think of themselves in terms of "I" and not part of "Us." It is expected that once on his feet, the individual will no longer receive protection from his group, and she will not be responsible for him. Therefore, he should not show deep loyalty to the group.

Third variable also has two poles: masculinity and femininity, reflecting how people of this culture relate to values ​​such as "perseverance" and "self-confidence", "high level of work", "success and competition", which are associated almost everywhere to a greater extent with the role of a man . These values ​​differ from the "gentle" values ​​such as "life's comforts", "maintaining warm personal relationships", "caring for the weak and solidarity" associated predominantly with the role of a woman. We are talking about the predominance in society of patterns of behavior inherent in either males or females. The role of a woman is different from that of a man in all countries, but in "tough" societies this difference is greater than in "gentle" ones.

Fourth variable has been termed "uncertainty avoidance" and can be defined as the degree to which the people of a given country prefer structured situations as opposed to unstructured ones. Structured situations are situations with clear and precise rules for how to behave. These rules can be formalized, or they can be supported by traditions. In countries with a high degree of uncertainty avoidance, people tend to be highly agitated and restless, feverish at work, or "abrupt". In the opposite case, people behave and work more calmly and systematically. In countries with a high degree of desire to avoid uncertainty, the prevailing opinion is that everything "not ours and unusual" is dangerous. With a low degree of desire to avoid uncertainty, everything "not one's own and unusual" causes cognitive curiosity.

Fifth variable measured by long-term or short-term orientation in the behavior of members of society. Long-term orientation is characterized by a look to the future and is manifested in the desire for savings and accumulation, in perseverance and perseverance in achieving goals. Short-term orientation is characterized by a look into the past and the present and is manifested through respect for traditions and heritage, through the fulfillment of social obligations.

Model W. Ouchi. W. Ouchi is the author of the well-known concept of the Z-type organization, which is an attempt to combine the advantages of two quite different cultures (Japanese and American). Such a synthesis, in his opinion, makes it possible to create a new super-efficient version of the organizational culture that the American business organization should follow. U. Ouchi built his research on a comparative analysis of seven organizational culture variables: 1) the organization's obligations towards its members; 2) performance evaluation; 3) career planning; 4) control system; 5) decision making; 6) the level of responsibility; 7) interest in a person.

Obligations towards employees. According to W. Ouchi, all three types of organizations value low employee turnover. Dismissals apply only in a stalemate. However, how this cultural value is maintained differs between the three types of organizations. While in Japan the system of lifetime employment is more often used for this purpose, American firms traditionally focus on short-term employment, giving the individual freedom of choice. Although in practice, most American workers and employees build their life career by changing a small number of companies.

Performance evaluation. All three types of organizations conduct this work using both quantitative and qualitative measures. However, the time lag and its impact on. careers are different. Thus, in a "purely" American firm, rapid progress is valued, based on the evaluation of work using a variety of quantitative meters.

Career planning. The number of functions performed in the process of passing a career significantly distinguishes Japanese and American managers. The "third" path proposes to diversify the manager's career within the framework of three five functions.

Control system. No organization is without control. However, each organization handles this differently. If a typical American firm has a clear, clear and fairly formal reporting system, then for the "ideal" model a mainly Japanese approach is proposed, when control is exercised through informal and less structured mechanisms. One of the most effective mechanisms is organizational culture.

Making decisions. Preference is given to the Japanese version, when decisions in the organization are made at the group level and on a consensus basis (everyone basically agrees and makes decisions for execution).

Level of responsibility. Despite the advantages of a group consensus decision, W. Ouchi's model suggests that an American Z-type firm retain responsibility at the individual level. In this case, it is assumed that two different cultural values ​​(group decision and individual responsibility) should "get along" with each other. This is solved in many cases through the mechanism of participation in management, which traditionally keeps the last word in the decision for the manager. The American individuality should not suffer.

Interest in a person. Following the Japanese approach, U. Ouchi proposes in the "Z" option to consider a person in an organization more than just an employee, to show interest in his home life, hobbies, faith, desires, fears and inspiration. The typical American approach to seeing an individual as only an employee limits the ability to manage a person in an organization.

U. Ouchi's model was put into practice at a number of Japanese automobile factories of the Toyota and Nissan firms in the USA. Where companies have systematically invested in their people and their work over a long period of time, there have been gradual and significant improvements."

CHANGE ORGANIZATIONAL CULTURE

Over time and under the influence of circumstances, culture can undergo changes. Therefore, it is important to know how to make changes of this kind. Methods for changing the culture of an organization are consonant with the methods of maintaining culture discussed above. These are: 1) changing objects and objects of attention on the part of the manager; 2) changing the style of crisis or conflict management; 3) redesigning roles and changing focus in training programs; 4) change in the incentive criterion, 5) change of emphasis in personnel policy; 6) change of organizational symbols and rituals.

It should be noted that changes in behavior can lead to changes in culture, and vice versa. However, this does not happen inevitably or automatically. This is due to the role played in this process by the "transmission" of culture and the justification of behavior. Depending on the situation, a link between changes in behavior and culture in one direction or another can be found over a period measured from several months to several years. Therefore, it is important for analysis to distinguish between cultural change and other organizational change and examine them simultaneously.

There are three possible combinations of behavioral and cultural change in an organization. When first combination there are changes in culture without changes in behavior. In this case, workers can change one or more beliefs or values, but they are not able to change their respective behavior. Some people believe that smoking is bad, but they can't stop smoking. In commercial organizations, people change their basic assumption about the influence of the external environment, but they lack the appropriate knowledge, skills and abilities to change behavior.

In all these and similar cases main problem is that. that the people in the organization do not have the ability and training required to change behavior in a given environment. As practice shows, this problem can be solved more quickly by learning in the organization (learning from your mistakes) than outside it.

Second combination are changes in behavior without changes in culture. In this case, one or more members of the organization, and perhaps even a group or groups of employees, may be convinced that organizational change must occur, although individual employees may not want it. Depending on the status and influence of the advocates of change in the organization, transformations can be more or less successful. Opponents of change will formally be forced to follow the chosen course of change and even accept new symbols, but internal disagreement will prevent the translation of the new into the basic terms of organizational culture (assumptions, beliefs and values). So, now in many commercial organizations people of the "old school" work, conscientiously performing their work at a professional level in the new conditions, but at the same time maintaining the old worldview.

The main problem in such a situation is the lack of commitment and consistency in translating one's formal behavior into terms of a new culture, figuratively speaking, into a habit. People change their formal behavior either because they are afraid of losing the compensation they receive, or they get satisfaction from the ability to adjust to the new state of affairs, and not because they really deeply believe in and appreciate what they are asked to do.

Third combination- changes occur both in the field of behavior and in the field of culture. This is a situation of constant change in the sense that people truly and sincerely appreciate that they are doing their job in a new way. The sustainability of change in this case is ensured by the fact that both sides (behavior and culture) mutually reinforce and support each other. This, in turn, increases inner satisfaction due to the fact that people really believe in changes more and appreciate them, changing their behavior further. It is widely known that many creative groups and organizations in science, education and art, operating on a free commercial basis, have largely achieved their success due to the above circumstances, believing in their ability to do things in a new way and reaching for themselves an internal agreement with this. through the adoption of a new culture.

There are a number of challenges when it comes to changing the culture of an organization. In particular, these difficulties are generated by resistance to cultural change. This becomes clearly visible when changes begin to affect the deep content of the organizational culture (basic assumptions, beliefs and values). It is noted that the implementation of radical and rapid changes in the content of organizational culture occurs with great difficulty and more painful than slow changes. A similar relationship is found when carrying out changes in organizations with strong and weak organizational culture. In general, the degree of resistance to changes in the culture of the organization is proportional to the magnitude of the change in content, i.e. the degree of their radicalism and the strength of the prevailing culture in the organization.

Changes in culture can either precede changes in behavior or follow them. The first occurs when there is unequivocal evidence of a significant advantage of the new underlying assumptions over existing ones. In this case, one thing is required of people - the acquisition of new knowledge, competencies and skills necessary to develop appropriate patterns of behavior.

In the case where there is no clear evidence of the benefits of new assumptions, cultural changes are more likely to follow behavioral changes. There may also be a situation in which cultural changes may occur much later after behavioral changes or never take place at all. Experts recommend that managers who find themselves in a similar situation "seize the moment." If managers cannot do this themselves, then the services of consultants should be used. In both cases, an “agent” of change is required to intervene in the process of influencing the desired cultural change. In this case, the following two approaches are possible:

1) get people in the organization to accept new

beliefs and values ​​(processes 1, 2 and 3);

2) inclusion and socialization of new people in the organization and

dismissal of former employees (processes 4 and 5).

It is very difficult to determine the fact of a culture change. When there are changes in the behavior of members of the organization, they can be seen with the "naked" eye. As for the changes in people's culture, the restructuring of their attitudes and values, they are not always noticeable and do not lie on the surface. A sure sign of changes in organizational culture is the fact that even after the departure of an innovative leader from the organization, employees still follow the views he introduced on work, organization and life in general.

Changes in culture are especially important when the existing culture in the organization does not contribute to the achievement of the required level of performance by the organization. This usually occurs under the following conditions: 1) The need to improve organizational efficiency and morale; 2) a fundamental change in the mission of the organization; increased international competition; 4) significant technological changes; 5) important changes in the market; acquisitions, mergers, joint ventures; 7) the rapid growth of the organization.

One of the most important problems that any organizational system faces is that at a certain point in time it is unable to cope with changes in the external environment and, accordingly, is forced to look for ways to change that can increase its efficiency and dynamism.

Working to bring about change in an organization's culture means: creativity, careful preparation, good planning, choosing the right path, doing the right thing, and so on. This means that with careful preparation, risk and resistance are minimized. Management is required to stand firm on decisions, successfully overcome resistance, and lead the process of change.

If the management of the enterprise suddenly discovers that the implementation of the project encounters strong resistance or contradicts its own plans, then it can abruptly stop working on the project. It is understandable that employees in departments that are affected by the process of change are worried and resist when the changes are not in their favor or when they lose their jobs in the worst case. As long as the changes are not associated with a reduction in the number of employees or can be implemented with a natural outflow of labor, the project is a good solution. True, an important condition is always regular communication between the management and employees and their information about the progress of changes. If it can be foreseen in advance that the desired or necessary reforms will lead to the layoff of a significant number of employees or to financial obligations that are difficult to estimate, then it is better to conduct a preliminary study on the feasibility of changes.

At the beginning or in the course of work on the implementation of changes affecting the culture of the enterprise, it is necessary to compare with other enterprises that have already implemented similar changes. Thus, there will be no need to reinvent the wheel.

The project team and working groups need favorable conditions for them so that they can work effectively and successfully. These guidelines for planning for organizational culture change encourage the adoption of new processes, encourage people to improve their position, increase creativity, produce better products, and achieve higher profits.

Successful implementation of programmatic planning for organizational culture change requires:

1. Creation of a certain central leadership with sufficient decision-making powers, able to act energetically and purposefully.

2. Definition and clear formulation of goals, highlighting the differences between the old and the new, describing the changes.

3. Estimated savings to be achieved.

4. Timely training of persons assigned to work on the change project, it is desirable to conduct training before the start of the project.

5. Allocation of the necessary human and financial resources for the implementation of the planned changes (better than specialists).

6. Care must be taken to ensure that the changes being made are in the interests of the majority.

7. Ensuring that the project has aspects that would be of interest to the entire organization.

8. Keeping the team up to date on the progress of the project through sufficiently detailed information (periodical announcements, visual campaigning, public relations, mass media).

9. Ensuring the existence of a consulting and information network with clear demarcations and the ability to resolve conflict situations (not to ignore the slightest signals).

10. Constant monitoring of bottlenecks in the project and quick response to emerging difficulties.

11. Constant correction of the progress of the project (planning, coordination, information and training).

12. Correction of the time schedule; projects designed for a long period of time often become obsolete.

13. Continuous monitoring of the results obtained, systematic assessment of the implementation of changes in the culture of the enterprise.

Many organizations make major changes to their organizational structure, approval procedures, and so on every few years. At the same time, the advantage is given to those organizations that do not wait for the emergence of irreversible negative trends, but gradually change and optimize individual functions and divisions, turning changes into a continuous development process. The practice of constant reorganization, for example, at IBM, shows that the benefits associated with this system are enormous. The system allows you to reorganize the structure of the organization, strengthening it or removing unnecessary from it, as well as providing an opportunity for many people to expand their professional experience. The most important thing is that we manage to get rid of the ballast that inevitably accumulates in any organization.

CONCLUSION

In this paper, a comprehensive analysis of the concept of "organizational culture" is carried out. The model used, developed and defined by Roger Harrison, distinguishing four "ideologies" of culture: powers, roles, tasks and personalities, allowed us to study the meaning of the organization's culture in a rather deep and diverse way. It was possible to find out that the process of forming the culture of the organization is determined by six factors: history and property; size; technology; goals and objectives; environment; People. With the help of the questionnaire, the dominant culture in the organization under consideration is determined - the role culture. The problems of formation of organizational culture and ways to solve them were also highlighted. The principles of organizational culture were considered on the basis of existing well-known firms (IBM, “McDonald's”); when analyzing the structure of organizational culture, three of its levels were identified, as well as its other components and characteristics. When reading the chapter on the influence of culture on organizational activity, various models of it were considered (V. Sathe, T. Peters - R. Waterman, T. Parsons Model), as well as the main factors affecting the culture of the organization.

In conclusion, an answer was found to the question "How can one "implant" effective elements of one culture into another?" using the models of G. Hofstede and W. Ouchi; and identified methods for changing organizational culture.

However, it should be noted that even within one enterprise, different groups have their own special culture.

Culture is a very broad and multifaceted concept. Concepts such as ideas, beliefs, traditions and values ​​are applicable to it, which are expressed in the prevailing management style.

It is important to understand that the process of changing the culture of an organization requires careful preparation. All planned changes are recommended to start with a plan. At the same time, ensure that the performers believe in the success of the case and have the necessary knowledge. Changes in the organizational structure and management methods always affect the living conditions and activities of people. Change always creates a sense of insecurity. The ability of managers and the entire team, which must be flexible and inventive, depends on how painlessly these changes will be perceived and experienced.

Even the most modern structures, magnificent organizational projects well-executed job descriptions and provisions - all this will remain on paper if it does not become a way of thinking and the basis of the professional organizational activity of the employees of the enterprise. Requirements for professional knowledge, skills and qualities of managers and specialists, as well as other employees, should be formed on the basis of the ideology of organizational behavior adopted at the enterprise. Thus, the organizational culture is formed.

BIBLIOGRAPHY

1. A.N.Chaplina, T.A.Vashko "Organization Culture": Textbook - Krasnoyarsk: Krasnoyarsk Commercial Institute, 1996.

2. A.N. Zankovskiy "Organizational culture" - http://www.socioego.ru/teoriya/istoch/zanc/

3. Reiss M. "Optimal complexity of management structures" // Problems of theory and practice of management. - 1994. - No. 5

4. A.M. Smolkin "Management: the foundations of the organization." Textbook. - M.: INFRA-M, 2001

5. "Management of the organization". Textbook / Edited by Z.P. Rumyantseva and N.A. Salomatina. - M.: Infra-M, 1995.

6. Internet resources:

http://marketing.spb.ru/read/m8/index.htm

http://www.romic.ru/referats/inf/

http://projects.databyte.ru/referats

http://www.ou.ru/prog/ou/book

http://student.militarist.ru

This is a retelling of the definition of Chester Barnard, one of the classics of management in the 30s and 40s.

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’s reflections on this topic: “Organizational culture is an acquired semantic system transmitted through natural language and other symbolic means that 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 mission of the organization, planning, motivational policy, productivity, labor quality, etc. Such coordinate systems are not obvious and rarely completely coincide with the declared goals, but very often they determine behavior to a greater extent than formal requirements and rules. What a manager or any member of an organization does is largely a function of the totality of his 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 live and develop in a certain climatic, geographical 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;

Involvement of high-class specialists with a fairly independent and independent mindset;

Creation by the administration of the priority of trust and support of 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;

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

Carrying out a policy of guaranteed employment, in which even in conditions of economic downturns, the organization makes every effort to maintain the number of staff;

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 methods of problem solving;

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

Providing employees with a wide range of social services.

Organization culture- the nature, features, style of functioning of the organization, which are manifested in the behavior and reactions of individuals and social groups its employees, in their judgments, attitudes, ways of solving problems of the organization of labor and production, in equipment and internal aesthetics, techniques and technologies used.

This style is a component of a common civilizational culture, a form of use by the organization of universal cultural values.

Sometimes the culture of an organization is identified with organizational culture. The concept \"organizational culture\" reflects the degree of organizational streamlining of the production process and the management process of its organization and is only one of the elements of the organization's culture. ", \"medium\", \"low\", \"has\", \"absent\", etc.) The culture of the organization cannot so quickly, because it exists behind any level of organizational culture It is also inappropriate to identify the phenomenon of culture organizations with a corporate culture, the bearers of which are corporations - one of the organizational and legal forms of management in a market economy.

At the same time, the corporate culture is a vivid manifestation of the unified culture of the organization, which unites different types of people (shareholders, managers, production personnel). The culture of the organization is formed by two groups of elements: material and spiritually savvy (Fig. 92) 2),

Tangible Elements of Organizational Culture reflect the culture of production and the culture of management: their real manifestation is the technological culture, the culture of labor processes and the culture of the working environment of the members of the organization

Spiritual and ideological elements is a complex of basic features that distinguish organizations and its employees from others. It crystallizes and works out by employees to solve the problems of strength (internal integration) and elasticity (external adaptation) of the organization. The existence of spiritual and ideological elements has been verified by social experience, so that they can be transferred to new ones. employees as the only correct system of worldview Spiritual and ideological elements that determine the behavior of people in the processes of individual and group (collective) labor activity.

Individual work consists in the performance of a specified task by the employee At the same time, he independently solves production problems (depending on the degree of autonomy provided by the manager, the form of control and assistance used) It is obvious that individual work is not implemented in isolation It requires contacts (formal and informal) with others employees or persons representing the outside of the organization. Individual problem solving cannot contradict the general approaches, rules and principles developed by the organization. Therefore, even when working individually, the employee must comply with the approaches adopted by the organization.

Collective work involves the joint performance of several individuals or a specially created team of certain tasks for a while. At the same time, there are mediocre connections between the factors that determine the task, and close dependencies and contacts between workers. specialized teams In all these situations, it is necessary to observe certain rules of conduct developed by the cultural environment of the organization in order to achieve mutual understanding.

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 for 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 are the unique characteristics of the organization's perceived characteristics, 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 character traits, 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 psychology gives meaning various relationships, actions and cultural artifacts, and different unique common 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 staff;

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 various organizations gravitate towards certain priorities in the 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 is a set of management techniques, the manner of behavior of the leader in relation to subordinates, forcing them to do what is in this moment 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		On initial stage 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 of a developing organization: tutorial. - 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.

Previous

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 spiritual and material life 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). Culture tries to fix the systems 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 both concepts have an obvious relationship, climate is more about corporate policy and rules of daily conduct as understood by employees. 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 organic integrity (modern cultural Entertainment Center), other businesses are efficient if they are stable, predictable, and mechanically consistent (e.g., 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.