Characteristics of organizational culture: how to conduct an analysis. Analysis of the organizational culture of the enterprise

Polushina Irina Sergeevna

Associate Professor, Department of Economics and Organization of Production, Faculty of Economics, Vyatka State Agricultural Academy, Kirov, Russian Federation

Abstract: The article is devoted to the study of the features of the formation organizational culture at an enterprise using the example of Prigorodnoye LLC. The main elements of organizational culture, the main activities of the organization, and the management structure are considered. Organizational activities carried out for employees are described. Activities for the development of organizational culture are proposed.

Analysis of the main elements of the organizational culture of "Prigorodnoe"

Trushkova Marina Sergeevna

2nd year student of the Faculty of Economics, Vyatka state agricultural Academy Kirov, Russian Federation

Polushina Irina Sergeevna

Associate Professor of the Department of Economics and organization of production Vyatka state agricultural Academy Kirov, Russian Federation

Abstract: This paper examines the characteristics of formation of organizational culture in the enterprise as an example of "Prigorodnoe". Considered components of organizational culture, the main activities of the organization, management structure. Describes the organizational activities carried out for workers. The measures to improve the organizational culture.

Keywords: organizational culture, activities, contest, nomination and traditions

Understanding and recognition of organizational culture as a special phenomenon occurred quite late, given the fact that scientific management is about a hundred years old. The culture of an organization is one of the most important concepts in management; it is an integral characteristic of an organization, given in the language of a certain technology.

Organizational culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values, which give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through the “symbolic” means of the spiritual and material intra-organizational environment. There are two types of basic elements of organizational culture: objective, subjective. Objective elements include: uniforms, information stands, food culture, technologies used in communications, etc. Subjective elements include slogans and stories about leaders, traditions and rituals, attitudes toward time, organizational rituals, etc.

Corporate culture at modern stage life becomes a major component in the implementation of the mission of achieving the main goals and increasing the efficiency of the organization. In other words, corporate culture becomes one of the conditions for the growth of a company’s business reputation.

The components of organizational culture are:

1. Value-semantic component: psychology – attitudes (attitudes), meanings, images, thoughts, feelings. Ethics – values, rules of behavior.
2. Character Component: language is a formalized and informal set of concepts and patterns used in a company. Attributes – attributes of belonging (branded clothing, company signs, anthems, etc.), attributes of achievement (awards, memorable signs, “boards of honor”, ​​etc.). Rituals – rituals of celebration, farewell, meeting, etc. Mythology is the history of a company with a purposeful emphasis (hyperbolization) of its individual moments and people (“heroes” of the organization), expressed in oral and written forms. Design - decoration companies (logos, graphics and colors, architecture, interior).
3. Behavioral component: psychological climate is an emotional characteristic of interpersonal relationships in a production team. Status-role behavior is actions that manifest people’s attitude towards themselves, towards other employees, towards the organization, towards work, towards the company, towards moral and material values. This behavior is expressed in the style of administration, leadership and execution, in particular, in the style of guiding influence (type of leadership), in the style of interaction between people during decisions corporate tasks(type of interpersonal communications), etc.

Researchers identify 4 approaches to creating organizational culture (Table 1).

Table 1 – Approaches to the formation of organizational culture

2015 Trushkova M.S., Polushina I.S.

Great value in analysis internal environment organization has a study organizational culture . There are no organizations that do not have their own culture. It permeates any organization through and through, manifesting itself in how the organization’s employees carry out their work, how they relate to each other and to the organization as a whole. Organizational culture can contribute to the fact that the organization is a strong structure that can sustainably survive in the competition. But it may also be that organizational culture weakens the organization, preventing it from developing successfully even if it has high technical, technological and financial potential.

The particular importance of analyzing organizational culture for strategic management is that it determines not only the relationships between people in the organization, but also has strong influence on how the organization builds its interaction with external environment how he treats his clients and what methods he chooses to compete.

Organizational culture is difficult to study, especially if it is not clearly reflected in any documents (code of ethics, declaration of corporate values, etc.). In addition, not all elements of culture can be recorded in these documents, even if they exist in the organization. However, there are several consistent signs that help assess those weak and strengths that organizational culture generates in an organization. Information about organizational culture can be obtained indirectly from the various publications in which the organization presents itself. Organizations with a strong organizational culture strive to emphasize the importance of the people working in it and pay great attention to explaining their philosophy and promoting their values. At the same time, organizations with a weak organizational culture are characterized by the desire to talk in publications about the formal organizational and quantitative aspects of their activities.

An idea of ​​organizational culture is also given by how employees work at their workplaces, how they interact with each other, and what they prefer in conversations. To understand organizational culture, it is important to know how the system is built career growth in the organization and what are its criteria. If in an organization employees are promoted quickly and based on individual achievements, then it can be assumed that there is a weak organizational culture. If the employees’ careers are long-term and preference for promotion is given to the ability to work well in a team, then such an organization has clear signs of a strong organizational culture.

Understanding organizational culture is facilitated by studying whether the organization has stable commandments, unwritten norms of behavior, corporate events, legends, heroes, etc. and how aware all employees of the organization are about this and how seriously they take all this. If employees are knowledgeable about the organization's history and take rules, traditions, and organizational symbols seriously and respectfully, then it is safe to assume that the organization has a strong organizational culture.

To self-check the knowledge gained, follow training tasks
from a set of objects to the current chapter

1 Idrisov A. B. Strategic planning and analysis of investment efficiency. M.: Filin, 1997.

2 Meskon M. H., Albert M., Khedouri F. Fundamentals of management. M: Delo, 1998.

3 Fahey L., Randall R. MBA course in strategic management / Transl. from English M.: Alpina Business Books, 2004.

4 Fundamentals of management theory: Tutorial/ Ed. V. N. Parakhina, L. I. Ushvitsky. M.: Finance and Statistics, 2003.

5 Vikhansky O. S. Strategic management. M.: Gardariki, 1998.

Introduction

1. Theoretical foundations of the organizational culture of the company

1.1 Definition and concept of organizational culture

1.2 Ways to define culture and factors influencing the culture of an organization

2. Methodological analysis of organizational culture assessment

2.1 Models of formation of organizational culture

2.2 Identifying core principles of values

3. Practical analysis of the research results

3.1 Enterprise culture assessment

3.2 The effectiveness of the methodology for assessing and developing organizational culture

Conclusion

Bibliography

Introduction

The market economic system requires radical changes in the economic management system. This is due to the fact that each management object has its own specifics, which require an adequate management system. As an object of commodity-money relations, a modern organization has economic independence and is fully responsible for the results of its economic activities. At the same time, it must form a management system that would be effective in its competition in the market.

We propose to include the following main elements of the control system:

· control mechanism,

· structure, climate and culture of the organization,

· management process,

· management development and the art of management activities.

Any organization is located and functions depending on its culture and socio-economic climate. They predetermine the success of the company, impose certain restrictions on any actions and, to some extent, every action of the company is possible only if the environment allows its implementation. It has long been known that a team is more than just a logical arrangement of workers performing interrelated tasks. Management theorists and practitioners have realized that an organization is also a social system where individuals and formal and informal groups interact.

Purpose of the study. Awareness by staff of the characteristics of the organization’s culture.

Subject of study. Features of organizational culture and staff loyalty, attractiveness of the organization’s culture.

Object of study. Telecom LLC personnel.

Research objectives:

Analysis of literature on organizational culture.

Assessing the level of employee loyalty to their organization.

Determining the attitude of staff to the culture of the organization.

Identification of employees' propensity for conflict behavior.

Assessment of organizational culture.

Research methods:

· surveys - interviews, questionnaires, testing, measuring the level of satisfaction with work, the organizational climate of the team;

· collection of fixed information - study of documents existing in the organization and regulating the activities of employees and groups (charter of the organization, corporate code of conduct, contracts, job descriptions, regulations on departments);

· Internet using.

The relevance of our research is determined by the fact that Telecom LLC spends significant funds on personnel selection and training.

Practical significance. It consists of identifying problem areas in the organizational culture of the enterprise and its features.

The scientific novelty lies in the fact that a new methodology for assessing organizational culture is proposed, which allows us to consider in detail all its aspects and the connection with quality management in the organization. In addition, with its help, you can obtain a sufficient amount of initial data (problem areas, the nature and degree of their influence on product quality) to develop a draft program for improving organizational culture and evaluate the economic effectiveness of this program.

Information sources. Textbooks by Russian and foreign authors, monographs, articles, Consultant Plus reference system, Internet resources.

1. Theoretical foundations of the organizational culture of the company

1.1 Definition and concept of organizational culture

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

It is possible to distinguish four types of emotions that affect people belonging to a particular organizational culture when they listen to the story of their team, and this helps explain why the subject of culture itself is so popular and why managers and other stakeholders find the concept of culture so promising.

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

Secondly, despite the fact that such information is very impressive and can evoke various feelings, it still does not traumatize the psyche. This means that you can tell a group of employees things about their company's culture that are extremely personal to them, things that are serious and sobering, and sometimes even dangerous and illegal. As long as the attention is focused on culture and the finger does not point at individuals or actions, the very discussion of the nature of culture is easy and brings joy with its entertainment. Conversations about culture once again confirm that no one is responsible for culture, it exists on its own.

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

Judging culture allows a leader or management to feel that they truly care about their employees and pay attention to people. But then a strange change can occur, and this is the fourth feeling that arises when discussing culture. It is becoming increasingly clear that the entire structure of culture largely determines the performance effectiveness in which management is interested. This “strange change” represents a constant shift from talking about culture to thinking about how best to channel the energy of culture in the direction that leaders desire to improve organizational performance. As soon as they realize this, management, prompted by staff members, outside consultants, books and stories about other organizations, and a keen sense of urgency, begins to view organizational culture as a management tool and seriously listen to plans to change that culture in a more desirable direction. The subject of organizational culture is one of the most promising new forms of influence on the organization in the near future.

There are many definitions of culture. We intuitively feel that concepts such as personality or communication are approaching something very important in the definition of culture, but this “something” is so vague that its definition is as numerous as pictures in a kaleidoscope. And the more definitions of culture there are, the more freely each new author comes up with his own version.

And here is the version of culture in the understanding of P.B. Weill: “Culture is a system of relationships and actions that stands the test of time and forms in the members of a given cultural society a rather unique common psychology for them.”

The unique general psychology (UPP) is especially important here. It is precisely this that gives meaning to various relationships and cultural actions, and different UOPs can lead to the fact that objectively identical relationships have completely different meanings. Through the UOP 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 characteristics,” 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 commonality that allows members of the same culture to feel that they are closer to each other than to those who are not members of that culture. Let us also cite the concept of culture given by M. Kh. Meskon: “The atmosphere or climate in an organization is called its culture. Culture reflects the prevailing customs, mores and reflections in an organization.” Management uses this culture to attract certain types of employees and to encourage certain types of behavior. Culture and image are reinforced or weakened by the company's reputation.

An example of power cultures can often be found in small business organizations, in companies involved in property, trade, and finance. This structure is best imagined as a web. It depends on a central source of power, power emanates 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 some methods and techniques and a small amount of bureaucracy; problems are solved largely on the basis of a balance of influences rather than on a procedural or partially logical basis. Organizations with this type of culture can respond quickly to events, but are heavily dependent on decision-making by people at the center. They will seek to attract people who are politically inclined, power-oriented, risk takers, and those who do not value security highly. Resource power 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 is difficult to connect too many activities and still maintain control. Such organizations succeed in creating organizations with a greater degree of independence while maintaining control over finances.

These cultures rely on individuals rather than councils. The completion of tasks is assessed by results, and the means are treated tolerantly. They can be cruel and prickly, and their success can be accompanied by low morale and great turmoil. These crops can be as bad as they are effective. To get along well with the culture of power, an employee must be power-oriented, interested in politics, and not afraid to take risks in unsafe situations. He must be confident in himself, and not in other team members, result-oriented, and be “thick-skinned” enough to withstand tough competition. In short, this is not the culture for a manager who likes a quiet life. The embodiment of role culture is the classic, strictly planned organization (better known as bureaucracy).

This type of organization is characterized by strict functional and specialized areas, such as the financial 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 activities 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 resolution of conflicts between functional areas. In a role culture, the main source of power is the power of position. Individuals are selected to fill the role, individual strength is frowned upon, and specialist strength is valued only in its proper place. Influence is governed by rules and procedures. The effectiveness of this culture depends on the rational distribution of work and responsibility, not on individuals. This type of organization is likely to operate successfully in a stable environment, with a stable market that is predictable and controllable, and where the product life is long. Conversely, role culture adapts poorly to changes, poorly “realizes” the need for changes and reacts slowly to them. Role organization is found where production stability is more important than flexibility, or where technical competence and depth of specialization are more important than new product introduction or maintenance costs.

Role culture gives an individual employee security and the opportunity to become a competent specialist; performance within certain limits is rewarded with an appropriate pay scale and possibly promotion within the 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 results than methods. Such individuals will only be satisfied if they are in a group of senior managers.

It appears that a role culture will suit managers who like security and predictability, who want to achieve goals by fulfilling a role rather than making an outstanding personal contribution, and for those who are interested in the ability to skillfully apply an accepted methodology rather than the final result.

This culture is project or job oriented, its structure is best thought of as a grid, some threads thicker and stronger than others, with power and influence located at the intersections of the grid, at the nodes. An organization with a “matrix structure” is one example of a task culture. The focus of this culture is on completing work quickly. An organization with such a culture tries to connect the right resources and the right people at the right level and enable them to complete the job well. Task culture depends on the team's ability to improve performance and integrate the employee's personal goals with the goals of the organization. It is a team culture where team performance is more important than individual goals, position and style differences. Influence is based more on the power of the expert, the specialist, rather than on the strength, position or strength of the individual. The influence here is more widespread than in other cultures.

Task culture is highly adaptable. Groups, project teams or special commissions are created for specific purposes and can be reorganized, disbanded or abandoned. The organization can react quickly because each group ideally contains all the necessary elements to make decisions. Individuals find this culture to be characterized by a high degree of autonomy, performance-based evaluation of work, and easy working relationships within the group, with mutual respect based on ability rather than age or position. Management in these organizations is difficult. Primary control remains with senior management, who allocates projects, people and resources, and maintains little day-to-day control over the work without violating cultural norms. This works well in blog-friendly environments and when resources are available to everyone 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. Group morale drops, work becomes less satisfying, and employees begin to act in their own self-interest.

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 assist the individuals in that organization, to promote self-interest without any purpose, this culture is best thought of as a swarm of bees or a “galaxy of stars.”

1.2 Ways to define culture and factors influencing the culture of an organization

There are many factors affecting an organization for which senior management is directly responsible. They cover important issues that management must deal with in order to maintain the normal internal and external health of the company. These are economic, political, technological and international factors, factors of competition and social behavior. Apart from these, there are also non-traditional factors that are found to be critical to the success of an organization in the long run. These include the culture of the corporation and its image.

The culture of an enterprise is greatly influenced by the organization. An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.

The organization is influenced by internal and external factors. Internal tribes are situational factors within an organization. Because they are human-created systems, internal variables are completely controlled by management. The main variables in the organization itself that require management's attention are goals, objectives, structure, technology, people who influence the culture of the enterprise. One of the most significant characteristics of an organization is its relationship with external environment. But one organization cannot be an island unto itself. The organization is completely dependent on the surrounding world - on the external environment - both in relation to its resources and in relation to consumers, users of their results that they strive to achieve.

The term external environment includes economic conditions, consumers, trade unions, government regulations, legislation, competing organizations, value systems in society, public attitudes, technology and technology, and other components. These interrelated factors influence everything that happens within the organization, including its culture. An important area of ​​culture management is the personnel system. The process begins with the selection of people, their careful assessment, taking into account, first of all, their fit with the organization and its prevailing culture. Another tool in the field of personnel work is the method of personnel development and its socialization. Organizations that actively use personnel systems to create an appropriate culture devote a lot of attention and resources 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, reward management is a potential tool for creating and developing organizational culture. Due to this, the promotion and encouragement of those who are most consistent with the prevailing values ​​of the organization are carried out.

The leader's job is to ensure that the organization is compliant with its external environment. Exemplary companies tend to have a wide range of values. Their many values ​​integrate economic health, service to the consumer, and creating meaning for those at the bottom. The very companies in which culture reigns supreme are where the highest level of true autonomy is achieved. Culture strictly regulates several critical variables and imbues 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 evolved and emerged during changes, often unconsciously - the introduction of new technology and the creation of a specialist department, the introduction or elimination of a level in the hierarchy.

However, whether culture and structure is a matter of careful choice or simply developed over time, six factors can be identified that will influence this process.

Let's consider the main factors: history and ownership, size, goals and objectives, environment, people. Clearly, there is no law that an organization's history and ownership influence its culture. The other five factors also have different effects, even on organizations with similar histories and ownership. New organizations must be either aggressive and independent (power) or flexible, adaptive and sensitive (challenge), and often both. Centralized ownership, typically in family firms or organizations dominated by the founder, will tend to a culture of power with tight control and management of resources, while disunified ownership causes a diffusion of influence that is based on other sources of power.

Changes in organizations - mergers or changes in leadership, a new generation of managers - are often accompanied by a clear rejection of the previously dominant culture. More often than not, organizational size is found to be the only important variable influencing 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 specialized authority, pushing 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, in the absence of a role culture, it is unlikely that there will be an adequate flow of information 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, including a number of role cultures.

The impact of technology or the technical capabilities of an organization on its culture and structure is well known. Joanne Woodward's work in industrial research has identified three main categories of production systems:

Piece and small-scale 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;

Large series and mass production:

5) production of large series;

6) production of large series on assembly lines;

7) mass production;

Line production:

8) intermediate production in a multi-purpose plant.

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

· routine programmed operations are more suitable for role culture than for any other;

· expensive technology, when the cost of failure is high, requires careful control, observation and competence. This is more suitable for role-playing culture;

· technologies that provide job savings through mass production or large capital investments contribute to large size and, therefore, role culture;

· discontinuous, separate operations - unit production and one-time work - suitable for a power culture or a task culture;

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

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

A threat (or opportunity) in the external environment, characterized by fortunes, changes in leadership, or changes in the economic climate, is best dealt with through a culture of power in which leading individuals can act quickly and decisively. The financial sections of newspapers are replete with evidence of this, focusing attention on the individuals at the center of the activity. In addition, this is a burning issue when discussing problems in the public sector. 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 the role culture is likely to be associated with the production of a single product or service (electricity, water, automobiles). licenses).

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; this is an important starting point for effective management. Developing this topic, we can highlight the following hypotheses:

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

2. The great need for security will be met by 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 the “personality” and a detachment of thinking.

4. The individual's skills and talents 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. 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 delineated by the level of the available workforce.

Finally, the key individuals in an organization, or the dominant coalition, are considered to be an important determinant of its culture. Much depends on their personal views and their ability to understand and explain conflict situations arising from the other five factors.

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 ways in which care is carried out and the nature of the attitude towards people in the organization.

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

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

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

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

2. Methodological analysis of organizational culture assessment

2.1 Models of formation of organizational culture

The role of organizational culture is to form a system of external and internal communications in order to solve the problem of coincidence or maximum convergence of the main goals of the organization with the goals of its members and counterparties. This is the basis for analyzing and shaping the overall level of interaction and problem solving so that the collaboration process leads to mutual benefit and understanding.

Modern literature proposes various models for the formation of communications and the culture of an organization; based on the analysis, we propose a model that clearly determines the importance of an organization’s culture in the formation of a communications system in the management structure of an enterprise (Fig. 2.1.1).

Fig.2.1.1. The importance of culture in the formation of norms, rules and the process of communication of the economic system

Analysis of many definitions of organizational culture allows us to identify a number of components that are indisputable and most frequently mentioned:

1. Values ​​can exist in various forms: in the form of assumptions (at the stage of active search for one’s culture), beliefs, attitudes and value orientations (when the culture has basically developed), norms of behavior, rules of communication and standards of work activity (with a fully formed organizational culture ).

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

3. Values ​​and elements of culture do not require proof, are taken on faith, passed on from generation to generation, forming the corporate spirit of the company, consistent with its ideal aspirations.

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

Requirements for organizational culture are constantly growing, reflecting the growth of achievements in science and technology, as well as the development of the spiritual life of society. An approach to structuring organizational culture, including the culture of working and production conditions, the culture of the means of labor and the labor process, more adequate to the state of the domestic economy. Organizational culture cannot be understood as a monolith. The development of organizational culture is carried out in such important areas as the improvement of technology, the aestheticization of production, the scientific organization of labor and management. When describing it, three levels can be distinguished (Table 2.1.1).

Semiotic level - consists of visible artifacts of culture: manner of dressing, rules of behavior, symbols, ceremonies, location of offices.

Cognitive level - unites the values ​​and norms recorded in the documents of the organization and designed to be guiding in the daily activities of the organization's members.

Motivational level - some values ​​are so deeply rooted in business culture that employees simply stop noticing them. These underlying assumptions and beliefs are the essence of culture and constitute the third level. They are the ones who guide people’s behavior and decisions on a subconscious level.

The model for assessing organizational values ​​leads to a definition of culture within the framework of a functional and social tradition. Culture is treated as an attribute of an organization that can be measured separately from other organizational phenomena. This interpretation can be very useful in predicting which organizations will succeed and which will not. An assessment of the listed indicators of external manifestation can serve as a prerequisite for a more detailed diagnosis of the state of the elements of organizational culture. Favorable factors that make a relatively rapid change in organizational culture possible are: a dramatic crisis; change of leadership; young and small organizations; weak culture. As a result of the analysis, we have identified and defined the necessary requirements and conditions for successful reform of organizational culture:

· presence of a formal organization.

· presence of the basic culture of the organization.

· the personality of an innovation leader with sufficient authority, administrative power and the ability to actively influence the environment.

· preparedness of the internal environment (members of the organization).

· the presence of known facts of successful development of organizations after the introduction of a similar innovation and/or attractive motivations that provide support for the environment and the implementation of the intended reform plan.

· “passionate” composition of like-minded people grouped around the leader.

· confidence of the leader, his associates and the organization as a whole in the positive result of the innovation.

2.2 Identifying core principles of values

Analyzing the possibilities of meeting the requirements for the formation of organizational culture, the basic principles of forming a value system inherent in successful enterprises are definitely revealed.

1. The principle of democracy: respect for man, his rights and dignity. According to this principle, the following activities are carried out:

· development of creative abilities and their effective use;

· remuneration of employees and career advancement depending on their contribution to the common cause;

· establishing two-way contacts between the manager and the subordinate.

2. Feedback principle: providing products that meet the highest consumer requirements. For this purpose the company carries out:

· research of consumer requirements and their forecasting;

· formation of a customer service system;

3. The principle of progressive development: high quality is the main condition for activity. To achieve this, the company strives to do everything to:

· take leading positions in new developments;

· use the latest achievements of other companies and improve them on scientific principles;

· produce high-quality products while reducing costs.

4. The principle of unity of command: the manager must be an effective organizer of the labor process. To do this, the leader must:

· provide leadership that encourages employees to complete assigned tasks efficiently and on time;

· meet frequently with your employees;

· question the decisions made by him, represent the needs of the company and its structural divisions.

5. The principle of economic feasibility: fulfillment of obligations to shareholders. For this purpose, the company carries out:

· careful attitude towards property;

· ensuring a significant return on invested capital;

· use of reserves to ensure increased profits.

6. Principle of cooperation: long-term relationships with suppliers. To achieve this, the company does the following:

· selection of suppliers taking into account the quality of their products and services, reliability and price competition;

· recognition of the legitimate interests of both the supplier and the company when concluding contracts and their conscientious implementation;

· avoiding unnecessary dependence on suppliers and vice versa.

Analysis and assessment of the existing level and type of organizational culture using the expert method are presented in Fig. 2.2.1.

Fig.2.2.1. Algorithm for assessing and forming the organizational culture of a commercial enterprise

3. Practical analysis of the research results

3.1 Enterprise culture assessment

The proposed methodology for assessing and forming the organizational culture of an enterprise makes it possible to detail management tasks, develop and implement proposals for assessing and forming an effective organizational culture of an enterprise. The methodology uses and applies methods of detailing, comparison, the scoring method, calculation-instrumental and analytical methods, and the method of expert assessments.

Based on the economic performance indicators of the company Telecom LLC, the management of the organization decided to assess the culture of the organization and develop measures to improve the efficiency of the enterprise. An analysis and assessment of the existing level and type of organizational culture was carried out using a survey method according to the standard table of L.G. Pochebut and V.A. Chicker (Table 3.1.1.). The company interviewed 30 people, 7 of them were heads of various departments. The survey results were calculated for different types of organizational culture.

Table 3.1.1 Basic values ​​of a commercial enterprise

As a rule, values ​​determine the type of specific organizational culture if at least 75% of respondents voted for them.

The first step in using the hierarchy analysis method is to decompose the problem and present it in a hierarchical form (Fig. 3.1.1.)

Usually at the highest level of the hierarchy is the ultimate goal. At the second level, optimality criteria are listed that clarify the chosen goal, and at the third level, possible alternatives (solution options); the latter must be further assessed in relation to the second level criteria.

This is followed by the stage of formulating the essence of the criteria and a graphical representation of the commercial task in the form of a hierarchy. At the next stage of solving the problem, the priorities of the optimality criteria are established, and alternatives are assessed according to these criteria in order to select the most effective solution(Table 3.1.2).

Similar matrices are constructed for pairwise comparisons of each alternative at the 3rd level in relation to the criteria of the 2nd level.

The procedure for calculations based on the information contained in the matrices. Using Table 3.1.2, estimates of the eigenvector components are calculated by row (C1) and then summed up:

V (3.1.1.)

where - 1,...,n - number of lines; ],...,n - number of columns.

According to Table 3.1.2, summation is carried out across columns.

C] = 2A]g (3.1.2)

From the matrix of paired comparisons for level 3, priority vectors, the largest eigenvalue of the judgment matrix (max), consistency index (CI), consistency ratio (CR) are calculated and entered into the table (Table 3.1.3). The numerical values ​​of global priorities (GP) are determined and the calculation results are entered into the table (Table 3.1.4).

GPur31 = ^ W * t (3.1.3.)

Table 3.1.3 Calculation results using the paired comparison matrix for level 3

Table 3.1.4 Results of calculations of global priorities

Based on the highest GP value, the most effective standard model of organizational culture is selected.

A general assessment of the company’s organizational culture showed that as a result of changes in the value system, the mission culture became the defining type of organizational culture of Telecom LLC.

3.2 The effectiveness of the methodology for assessing and developing organizational culture

The effectiveness of the methodology for assessing and developing the organizational culture of a commercial enterprise is characterized by the dynamics of socio-economic indicators of Telecom LLC (Table 3.2.1).

Table 3.2.1 Dynamics of socio-economic indicators of Telecom LLC for 2009

Thus, in absolute terms, the change in socio-economic indicators of Telecom LLC amounted to: According to the dynamics of conflicts = 37.8% - 100% = - 62.2% (a decrease of 62.2%). According to the dynamics of violations of labor discipline = 55.6% - 100% = - 44.4% (decrease by 44.4%).

According to the dynamics of the volume of sales of services = 125.4% - 100% = 25.4% (an increase of 25.4%).

A general indicator of the economic efficiency of a commercial enterprise (E) in terms of costs and results is the ratio of gross income and production costs:

GR - gross income of a commercial enterprise;

Zpr - production costs.

After the measures taken to reform the organizational culture, the efficiency of Telecom LLC increased by 20.0% compared to the same period.

There is no doubt that the growth and strengthening of organizational culture, its improvement increases the economic efficiency of a commercial enterprise and forms its positive image.

Conclusion

The research carried out and the results obtained allow us to draw the following conclusions:

1. Organizational culture performs essential functions in the economy of a commercial enterprise: it provides the organization with the necessary mobility in market conditions; creates opportunities to quickly respond to changes caused by the dynamics of market relations and scientific and technological progress; creates an environment in which the enterprise’s economy develops on the principles of initiative of the organization’s employees and contractors.

2. The task of forming the organizational culture of a commercial enterprise is to bring the system of external and internal communications to a state that allows increasing the efficiency of the enterprise.

3. Features of the implementation of innovations in the organizational culture of a commercial enterprise are determined by industry specifics, the state of production, innovation and competitive potential of organizations, the current state and prospects for market development, the ability of enterprises to self-organize, as well as the presence (absence) of support from the external and internal environments.

4. Objective reasons caused by the need to transition to an innovative type of development of the organizational culture of a commercial enterprise require a comprehensive solution to the problems of effective interaction of social and economic factors at all stages of formation and levels of the organizational culture of the enterprise.

5. The use of an integrated methodology in solving problems of assessing and forming organizational culture opens up the possibility of obtaining an economic effect based on the results of the activities of a commercial enterprise.

6. We can say that as a result of the study, most of the organization’s employees (those who took part in the survey) thought about the existing problems of the organization and realized their relevance.

7. The survey revealed a greater intensity of interactions in the organization, i.e. employees communicate with almost all departments, and quite often. This most likely indicates the spontaneity of the existing relationships, that they are more likely determined by the need for information and dissatisfaction with it, and not by the company’s operating technology. Excessive interactions lead to ineffective time expenditure, which affects the quality of immediate work, and also possibly leads to conflicts, clashes and dissatisfaction among employees with each other.

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Organizational behavior: textbook Spivak Vladimir Aleksandrovich

6.6. Analysis of organizational culture

It is difficult to find modern domestic or foreign work in the field of management that does not raise issues of organizational culture.

Organizational culture is a phenomenon that deserves independent study, the form of existence of an organization and the manifestation of its behavior in the internal environment and in relation to subjects of the external environment. Organizational culture is also a subject of study in social psychology, management psychology, organizational behavior, industrial psychology and many other scientific disciplines.

Let us recall the general definition of culture: “Culture (from Lat. cultura - cultivation, upbringing, education, development, reverence) is a historically determined level of development of society, creative powers and abilities of a person, expressed in the types and forms of organization of people’s lives and activities, as well as in the material and spiritual values ​​they create. Concept "culture" used to characterize certain historical eras (ancient culture), specific societies, nationalities and nations (Mayan culture), as well as specific areas of activity or life (work culture, everyday life, political culture, artistic culture); in a narrower sense, the sphere of people’s spiritual life. Includes the substantive results of human activity (machines, structures, results of knowledge, works of art, moral and legal norms, etc.), as well as human forces and abilities realized in activity (knowledge, abilities, skills, level of intelligence, moral and aesthetic development, worldview, methods and forms of communication between people).”

As we can see, the full definition of the concept of culture includes many of its constituent elements, levels, and meanings. Therefore, in a particular case, you should clarify your position, indicate the context, the meaning in which this concept is used. Thus, very often the concept of “culture” is used in a narrow sense, i.e. to designate only spiritual culture or only a set of ethical norms and rules, and in relation to the culture of an organization - to designate a system of traditions, customs, legends, myths, heroes, norms , rules that determine the behavior of the organization's employees.

One of the most common definitions of organizational culture belongs to the world-famous specialist in this field, E. Schein.

Organizational culture is a pattern (scheme, model, framework) of collective basic ideas acquired by a group when solving problems of adaptation to changes in the external environment and internal integration, the effectiveness of which is sufficient to consider it valuable and transfer it to new members of the group as a correct system of perception and consideration of these problems.

Why is such attention paid in modern business and society to the problems of organizational culture? Because “...they began to see it not just as an idea that could explain many organizational phenomena, but also as something with which managers could create a more effective organization.” In addition, society cares about the ways in which a business achieves success and in what environment members of society—employees of organizations—are in organizations.

Research has shown that employees whose values ​​align with those of the organization work more effectively and are more satisfied with their jobs. Having values ​​that conflict with the company's values ​​is a major source of frustration, conflict, and productivity loss. Assessing one’s own priorities and values, the values ​​of one’s organization, and the core value priorities of one’s country is especially important if a person strives to achieve harmony at work and plans for long-term career advancement.

By now it has turned out that there are as many definitions of culture in general and organizational culture in particular as there are authors studying this phenomenon. Each author has his own idea of ​​the essence and structure of this phenomenon, its place in the organization, its significance for the subjects of the organization and their development. Moreover, each author operates with a convincing evidence base and is quite convincing. This proves the systemic nature of organizational culture, since one of the properties of large and complex systems is the multiplicity of descriptions, the variety of models reflecting their essence. Under these conditions, it is difficult to choose a standard or sample for comparison with the culture of your organization and analysis. It is not easy to even structure the phenomenon of “organizational culture”, determine its meaning, choose an approach to the culture of one of the authors, come up with your own method, determine criteria for effectiveness, and predict the direction of cultural change. What is best for your organization is up to you to decide.

You can read in detail about various approaches to understanding the essence, structure and parameters of organizational culture in the works of such authors as E. Schein, G. Hofstede, K. Cameron and R. Quinn, C. Handy, R. Ruttinger, T. Deal and A Kennedy, M. Käthe de Vries, and D. Miller. A brief overview of a number of typologies of organizational cultures is offered in our book.

What does a cultural analysis of an organization provide?

Culturological analysis allows us to identify subcultural dynamics within organizations. The main reason for the growing interest in culture, according to E. Schein, is that this concept not only began to be used in the analysis of organizational levels, but also helped to understand the processes occurring within organizations that unite representatives of various subcultural and professional groups. Many of the problems previously attributed to “defects in communication” or “insufficient level of cooperation” are now considered to be an expression of a lack of proper intercultural communication.

For example, most modern companies strive to speed up the process of developing, producing and delivering new products to consumers. These companies eventually come to realize that coordinating marketing, engineering, production, distribution, and sales teams requires more than just good will, good intentions, and some managerial incentives. Achieving the necessary integration also implies understanding the characteristics of subcultures of each of these functions and the nature of intergroup processes that allow communication and interaction, despite the presence of serious subcultural barriers.

However, the task is not only to work with representatives of different cultures and subcultures, but also to contribute to the development of national and group subcultures, to explore and notice the ongoing subcultural changes and to apply everything useful for the development and enrichment of the dominant overall organizational culture.

Cultural analysis is necessary if we want to understand how new technologies affect organizations and how they are affected by technology. New technologies usually reflect a professional culture built around a new core of scientific or engineering concepts and tools. The professional subculture that reflects these concepts tends to be partly located within the organization and partly outside its boundaries (suppliers and scientists).

For example, we will be able to understand a number of negative phenomena that accompany the process of introducing information technology only if it is considered in the context of culture.

Cultural analysis is necessary when solving management problems associated with going beyond national or ethnic boundaries. The concept of culture not only contributed to the understanding of subcultural phenomena within the organization, it began to be used to analyze more general problems of international and interethnic interaction, as more and more groups have to work with all kinds of national and cultural communities within the framework of various kinds of joint ventures, strategic alliances and associations. Managers have always been aware that this type of boundary spanning is fraught with difficulty, but until recently, scientists and consultants have not developed concepts and directions that would allow us to analyze and resolve these types of difficulties.

The most serious problem we face in the field of interaction between cultures is that the problem of mutual misunderstanding is usually not considered at all. By trying to impose a certain model of behavior on a representative of another culture, we risk offending him. Accordingly, we bypass this problem by being content with the existing level of intercultural communication, which only aggravates its seriousness, since such a practice leads to the emergence of only illusions understanding each other. The ineffective performance of many associations and joint ventures is often explained by the inability of management to realize the full depth of the existing intercultural misunderstanding.

Organizational learning, development and planned change can only be implemented properly when it is recognized that the main reason for resistance to change is the existing culture. The reluctance to learn and change is a widespread and usually rather obscure phenomenon, which, however, is much talked about. Consultants and managers are familiar with the frustration caused by the disproportion between the efforts to implement certain changes and the changes themselves. A mature, established culture turns into a familiar and convenient attribute and evokes a feeling of stability, understanding and predictability of what is happening. As change agents, we will be in a much better position if we understand that most organizational change involves some kind of modification in the general culture or at the subcultural level. If we can better understand what it means for members of a given subculture to transform their core beliefs, values, and behaviors, we will begin to think differently about their resistance to change and be more realistic about the means of achieving it.

The development of organizations is increasingly associated with the concepts of learning, innovation, adaptation and the constant implementation of transformations driven by the accelerating process of technological, social, economic and political change. Managing culture as a stabilizing factor in social systems in conditions of constant change is an extremely difficult task. One of the main challenges is to develop the concept of an innovation culture in which learning, adaptation, innovation and constant change are essential elements.

Organizational culture and leadership in an organization are closely related to each other. (“We say: organizational culture, we mean the culture of the leader...”). An organization is a unique creation of its founder, leader, therefore, like any work, it reflects the characteristics of the author’s personal culture, his views and misconceptions.

Why does a new company leader bring a new team with him? Because, in particular, he brings a new culture to the company and this process of cultural change is easier to carry out with a team of like-minded people than alone.

All this leads to the idea that organizational culture is an important area of ​​work and concern for a leader; it is important for employees, for society, for life, for survival, for the organization to achieve success; it is too serious to ignore, and difficult to try to understand without sufficient erudition.

E. Schein rightly believes that with a superficial approach to the study and interpretation of organizational culture, it is very easy to make a mistake: the true, fundamental, deep understandings that actually determine the behavior of group members, showing what the organization is actually guided by, what it is as a spiritual phenomenon, are not so - are easy to identify, they are sometimes not clear to the group members themselves, including the leader, and observable artifacts (external manifestations of behavior) and proclaimed values ​​can only give an idea of ​​what the organization wants to seem like.