The main elements of organizational culture include. Organizational culture of the enterprise. Types of organizational culture

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Organizational culture: essence, elements, models, types

The importance of culture as one of the key organizational characteristics influencing the effectiveness of company management is steadily increasing. While in management abroad already in the 1980s. the understanding came that a huge power lies in culture; in Russia, awareness of the significant role played by organizational culture in the performance and competitiveness of a company began to come later, starting in the late 1990s.

Organizational culture is a system of values, beliefs, principles, and norms of behavior accepted in an organization and shared by its employees. An important part of organizational culture is business culture, which includes the norms and rules of doing business, business ethics, business etiquette, and business communications.

As international practice shows, companies that manage to create a strong organizational culture achieve higher productivity and efficiency in their activities. Research by American scientists shows that strengthening organizational culture without changing other equal working conditions is often accompanied by an increase in employee productivity by 15–25%. Many companies with weak and contradictory cultures find themselves ineffective in market conditions and lose in the competition.

If until recently it was believed that the strongest wins in competition and the efforts of managers were directed towards becoming the best company, now competitive efforts are aimed at becoming unique company. According to the resource theory, a firm's unique competitiveness in a long-term strategic plan can be ensured by the distinctive features of its resources. Known four criteria, proposed by D. Barney for assessing strategic resources with which one can achieve a long-term sustainable competitive advantage: they must be valuable, rare, unique, irreplaceable.

In ensuring a company's unique competitiveness, a special role belongs to organizational culture, which is one of the rare and most difficult to imitate intangible strategic resources. Every organization has its own cultural characteristics that distinguish it from other organizations, because it is the result of the interaction of unique people - employees of the company. The influence of the personality of a manager, a strong leader in the formation of values, rules, traditions, and management decisions gives a certain uniqueness to the company.

The organizational culture of every organization is unique. This is what distinguishes one organization from another, even if they produce the same products, operate in the same industry, are similar in size, and use standard technologies. No two organizations have the same culture. Organizational culture reflects the philosophy of the company; it creates a certain unique atmosphere, the influence of which on activities is ambiguous, it is difficult to study and describe. Even if the values, beliefs, and customs adopted in one company, for example among competitors, are clear to members of another organization, attempts to adopt them are associated with great difficulties and resistance from staff.

In the context of the formation of a new or innovative economy organizational culture is considered as part of the company's intellectual capital. T. Stewart, highlighting human, consumer and organizational capital, classifies organizational culture as the latter, considering it as part of organizational knowledge, along with management systems, hardware and software, patents, brands, etc. E. Brooking classifies corporate culture as infrastructural capital as part of the company's intellectual capital. It shapes the environment in which company employees work and communicate.

Organizational culture is the glue that unites the employees of a corporation. The result of such interaction is a synergistic effect that contributes to the success of the company. The synergy between individual groups and the organization as a whole cannot be copied. Organizational culture is a company's irreplaceable intangible asset.

A strong culture can be a valuable strategic resource of an organization related to the company's competitiveness only if it corresponds to the conditions of the external environment and is able to adapt to its changes. Thus, organizational culture determines the uniqueness, inimitability and, ultimately, competitiveness of each organization.

A unique culture, as a result of the joint activities of people connected by a mission, common values, rules, acquired experience, organizational knowledge, is a source of new ideas, the creation of competitive products and services, which allows the company to remain competitive for a long time. Thus, organizational culture, being one of the most important strategic resources, provides a sustainable competitive advantage to the company.

Organizational culture as a company's philosophy includes values that determine the behavior of its employees, attitudes towards work, and influence interpersonal relationships. Organizational culture can be defined as the way cooperative activities are carried out within a particular organization. This means that its employees take on certain obligations for successful cooperation and internal integration, for the successful adaptation of the company to the external environment. Rules of behavior acceptable to everyone are determined, which prescribe what corresponds to the norms existing in a particular organization, what is acceptable and unacceptable. Rules are being developed that determine the order of relationships between employees, the relationships of employees with clients and partners, the culture of participation in public life, etc. All this can be formalized and presented in the form of a corporate governance code, a code of corporate conduct, a social code, a company credo and other documents.

The basic elements of organizational culture (Fig. 1.1) are:

values, norms, operating principles, rules of conduct;
symbols, traditions, ceremonies, rituals;
heroes, stories, myths, legends;
motivation;
communications, language of communication;
leadership, leadership style;
design, symbolism, staff appearance.

Rice. 1.1.

The role, essence and content of each of the above elements of organizational culture are discussed in detail in paragraphs 1.2-1.5.

American researchers Ralph Kilman, Mary Saxton and Roy Serpa identify three important characteristics of organizational culture:

direction of cultural influence: restraining or directing force;
depth and uniformity: unified culture and subcultures;
impact force: strong and weak culture.

Culture can be a restraining force in the implementation of a particular management decision or, conversely, contribute to its successful implementation. If the decision does not contradict the organizational culture, it supports and facilitates its implementation and leads to success. If a decision does not comply with accepted norms and rules and is contrary to values, it will cause open or hidden resistance from the organization’s employees.

An organization is made up of people and groups. In addition to the organizational culture common to all its employees, each group or division of the company may have its own subculture. If the groups and divisions within an organization have divergent values, then the corporate culture cannot be homogeneous and deep. As a result, management influence on the organization as a whole will be practically impossible.

Organizational culture can be strong or weak. The strength of culture depends on strong leadership; the extent to which employees share the company's core values; from the employees' dedication to these values. In organizations with a strong culture, employees remain loyal to the ideas and values of the company even during periods of crisis. In organizations with a weak culture, values and norms are perceived only as guidelines and are often ignored.

An organization's competitiveness is determined by the strength of its organizational culture. A strong culture can ensure that a company's mission, strategy, goals and objectives are met. For example, long-term cost leadership can only be achieved if there is an organizational culture and values that support the company's cost advantage. The implementation of a knowledge management strategy is impossible without a certain organizational culture aimed at creating, distributing, sharing and using knowledge by company employees.

A strong organizational culture allows a company to exist as a single whole, which contributes to the achievement of the organization's goals, helps it survive and develop. However, it can create additional difficulties in making the necessary changes, when it is necessary to change existing habitual rules, behavioral patterns, forms of communication and interaction, motivation, etc. All this causes strong resistance to change, and organizations are forced to make a lot of effort to reduce its level (see paragraph 6.2).

Organizational culture is influenced by both internal, tick and external factors, and their change necessitates changes in organizational culture. The characteristics of a company's organizational culture are largely determined by the influence of factors such as the personality of the founder or manager, mission, strategy, goals of the organization, its industry characteristics, and the nature and content of work. Gender, age, level of competencies, qualifications, education, and level of general development of personnel also play an important role. Organizational culture depends on what stage of the life cycle the organization is in, etc. Internal factors influencing organizational culture are presented in Fig. 1.2.

Mission, goals and strategy determine the direction and scope of the organization's activities. It cannot exist successfully in a competitive business environment if it does not have certain guidelines indicating what it is striving for and what it wants to achieve. Such guidelines are set using the mission.

Mission- This is the purpose of the organization, the main purpose of its existence. As practice shows, an organization that has a clear understanding of the reason for its own existence has a greater chance of success than one that does not. The mission affects the image of the organization, attracts consumers, partners, shareholders, as it informs about what the company is, what it strives for, what guides its activities, and what means it is ready to use.

A mission gives an organization definition and identity. It is the basis for developing the goals and strategy of the organization and determines its organizational structure. The mission influences the formation of organizational culture, since employees of the organization must share the main goal, understand and contribute to its achievement, and also share the values and principles that are often reflected in the mission. It also sets requirements for employees and allows you to select a certain type of employee to work in the organization.

Rice. 1.2.

Based on the mission, formulated in general terms, a strategy is developed and the goals of the organization are determined, which reflect various specific areas of its activities with an indication of the time frame for their implementation. Strategy(from Greek strategos- the art of the general) is a comprehensive plan designed to achieve the mission and goals of the organization, developed for the long term. Target– the desired future state, a specific desired result towards which the management of the organization is aimed.

The implementation of strategy and goals necessitates the formation of a certain type of organizational culture or its change. For example, maintaining long-term market leadership requires an organizational culture that includes customer-oriented values, rules, and behavioral norms.

Leadership can have a particularly strong impact on organizational culture. Leader – This is a person who has the ability to lead. The influence of the leader’s personality is reflected in the formation of values, rules, traditions, norms of behavior and other important components of organizational culture. Ultimately, the founder or leader of the company can make it what he envisions. It influences the organizational culture and leadership style, which is a generalized type of behavior of a leader in relations with subordinates, a set of the most characteristic and sustainable methods and forms of his work with them. Different leadership styles shape the special nature of relationships, connections, forms of interaction, communication style and other important communicative features of organizational culture. The methods and forms of motivation and stimulation largely depend on the leadership style (see paragraph 1.5).

The scope of activity, industry specifics, technologies used, products and services produced, the nature and content of work determine the characteristics of norms of behavior, language of communication, motivation of workers, their appearance and other elements of organizational culture. The organizational culture in research institutes, trading companies, agriculture, construction, and tourism business will have significant differences in the selected parameters.

Gender characteristics, age, qualifications, education, general level of development of employees also influence the norms of behavior adopted in the organization, leadership style, language of communication, motivation, appearance, etc. This influence can extend both to the organizational culture as a whole and to the subculture separate divisions.

The role of organizational culture and its impact on performance largely depends on what stage of the life cycle the organization is at. In the early stages, such as childhood and adolescence, the process of forming an organizational culture takes place. Gradually, norms and rules are determined and values are formed. Here the role of the leader, the founder of the organization, who is the connecting link, unites people, creates a single whole, is especially great. At the stage of prosperity and maturity of a company, organizational culture becomes one of the key factors of its success. At the aging stage, organizational culture can hinder the development of a company and become one of the reasons for its decline. These issues are discussed in detail in paragraph 6.3.

A modern organization cannot be considered without its surrounding external environment, with which it is in close and inextricable unity. Economic, social, political, national and other environmental factors influence the behavior of the organization. The changes taking place in the external environment, the increase in its complexity, dynamism and uncertainty further increase their impact on the organization. We can distinguish two parts of the external environment that influence the organization in different ways: the macroenvironment and the immediate environment (business environment).

Macro environment is part of the external environment common to all organizations. The macro environment includes economic, political, legal, social, technological, geographical, international and other factors that influence the organization.

Among the external environmental factors that influence organizational culture, economic, political, legal, sociocultural, technological and environmental factors should be highlighted (Fig. 1.3).

Rice. 1.3.

Economic macroenvironmental factors determine the overall level of economic development, market relations, competition, i.e. economic conditions in which organizations operate. By determining the financial capabilities of the company, they influence motivation, incentive methods, remuneration, and social package.

Political factors determine the goals and directions of development of the state, its ideology, foreign and domestic government policy in various fields, as well as the ways and means by which the government intends to implement it. They influence the formation of values, principles, and norms of behavior in the organization.

Legal factors regulate the activities of an organization, establish acceptable norms for its business relationships, rights, responsibilities, and duties. This is reflected in the values, norms, principles, and forms of interaction in both the internal and external environment of the organization.

Sociocultural factors determine the social processes occurring in society and influencing the activities of the organization. They include traditions, values, habits, ethical standards, lifestyle, people's attitude towards work, etc., which is directly reflected in the organizational culture.

Technological factors determine the level of research and development, the development of which allows the organization to create new products, improve and develop technological processes. The development of technology and the high-tech sector of the economy affects the level of competencies of employees, which cannot but affect the system of values, principles, rules, norms, i.e. on organizational culture.

Environmental factors are related to climatic conditions, natural resources, and environmental conditions. Natural disasters, climate change, the appearance of ozone holes, increased solar activity, limited natural resources, environmental pollution and other global problems are having an increasingly significant impact on the organization’s activities. All ego increases the social responsibility of the organization and influences the change in its values, principles, and norms of behavior in the external environment.

Organizational culture exists within the context of a national business culture and is strongly influenced by it. Business environment, being part of the external environment, it constitutes the immediate environment of the organization. It provides the organization with the financial, labor, and information resources necessary for its activities, provides transportation services, and provides consulting, auditing, insurance and other services. It includes numerous organizations, such as banks, stock exchanges, advertising and recruitment agencies, consulting and auditing firms, leasing companies, security agencies, state and municipal authorities, associations, associations and other interested parties and organizations with which the organization directly establishes relationships. .

Both within the organization itself and in the external environment, there are interested groups and individuals, the so-called stakeholders, with their own goals and interests that can have a strong influence on the organization: customers, suppliers, shareholders, creditors, authorities, leaders of political and other organizations, large business owners, local society, etc.

In table 1.1 presents the interests of various groups in the activities of a food production company.

Table 1.1

Interests of various groups in the company's activities

	Interests
Buyers	Production of high-quality, environmentally friendly products at reasonable prices
Suppliers	Maintaining connections with the company for a long period, as well as settlements with it at prices that provide sufficient income
Society	Production of goods that is safe for the environment, nature and people at minimal prices, increasing jobs, charity
Workers	Ensuring good working conditions, fair wages and opportunities for advancement
Managers	Increasing market share, production capacity, labor productivity
Creditors	Maintaining a stable financial position of the company and paying debts on time
Distributors	Maintaining ties with the company for a long time and selling goods to them at prices that provide sufficient income
Shareholders	Maximum return on their investment

Because of the diversity of these interests, corporate management faces the difficult task of trying to satisfy each of the interest groups while taking into account the interests of the organization. Conflicting demands from different groups interested in the organization's performance often lead to the need for managers to make ethically complex decisions that may contradict the principles and norms of the organizational culture.

Organizations pay great attention to the culture of interaction with the external environment. This is explained by the company’s interest in taking advantage of emerging opportunities, forming and maintaining a favorable image, and maintaining prestige in public opinion and government bodies. Taking into account the requirements and wishes of consumers, business partners, state and local authorities, and the behavior of competitors determine most of the norms of behavior and principles in the company’s business culture.

Organizational culture evolves with the organization. The process of developing organizational culture includes its formation, maintenance and change. Formation of organizational culture associated with finding ways to work together and coexist, establishing a certain type of relationship between members of the organization, as well as with the external environment. This stage includes:

diagnostics of the existing culture;
formation of values;
establishing standards of behavior;
formation of traditions, rituals;
establishing a communication system;
development of a motivation system;
development of symbolism and design.

Maintaining organizational culture at the required level requires strong leadership, it largely depends on the efforts and actions of leaders. Maintaining culture includes:

selection of new employees according to certain criteria;
socialization of new employees;
development of internal documents establishing values and norms of behavior (code of conduct, company credo, etc.);
strengthening established values and rules through education, training, reminders, repetition;
motivating employees to reinforce corporate values and standards of behavior;
strengthening traditions, creating company history, honoring veterans, etc.

Socialization represents the process of adaptation of the individual to the organizational environment. This process is often accompanied by problems, difficulties, misunderstandings, opposition and even conflicts. The main reason for this behavior is the discrepancy between a person’s expectations and ideas about the organization, on the one hand, and the organization’s expectations regarding the individual, on the other.

Both the organization and the person himself are interested in ensuring that the process of adaptation and inclusion in the organizational environment occurs as quickly and less painfully as possible. The main stages of the socialization process are presented in Fig. 1.4.

Rice. 1.5.

Rice. 1.4.

Getting to know organizational culture involves becoming familiar with the history of the organization, its founders, and the people who made a significant contribution to its work. A new employee must have an understanding of the mission and main goals of the organization, what are the values, principles, rules, norms, and standards of behavior. He must know what reputation the company has, what its image is and what the company and its employees are doing to maintain it.

Taking on a position is associated with the need to introduce a new employee to the responsibilities, functions, tasks that he must perform, introduce him to colleagues, introduce him to the workplace, working conditions, etc.

Often the socialization of workers requires training. In Fig. 1.5 presents training methods that can be used in an organization to adapt workers.

To maintain corporate culture, formal documents are developed that set out values, norms, rules of behavior, responsibility and other important aspects of organizational culture. They may have different names, differ in content, volume, etc. Most often, companies develop:

– corporate governance code;
– code of corporate conduct;
– social code;
- code of honor;
- the company's credo.

In the code of corporate conduct, along with the company’s mission and areas of activity, it is necessary to reflect the basic values and rules of conduct, which include the relationship of employees with clients and partners. It is necessary to develop rules of conduct for company employees, requirements for their appearance and other internal regulations that reflect the company’s basic values in relation to clients (respect, mutually beneficial cooperation, willingness to satisfy their needs and requests as best as possible, etc.). The motivation system should take into account the extent to which company employees comply with general corporate standards of behavior.

The development of an organization is impossible without changing its culture. Changing organizational culture a very difficult and often painful process, since it affects relationships formed over a long period and established norms of behavior. Experience has shown that such change requires strong leadership and time, and is one of the most challenging organizational challenges in an institution. Changing organizational culture includes:

defining new guidelines and values;
establishing new rules, norms of behavior, systems of relationships;
change in motivation;
employee training.

There are a number of classifications of types or models of organizational culture. The classification of K. Cameron and R. Quinn is widely known, which distinguishes four types of culture: clan, adhocracy, bureaucratic and market.

Clan culture. An organization is like a big family where people have a lot in common. Managers strive to help their employees and assist them. Group activities, involvement and active participation of each individual are encouraged. People stick together due to common views, cohesion, mutual trust, and dedication to the organization. The success of an organization is associated with personnel development, care for people, and employee loyalty.

Adhocratic culture. A dynamic, entrepreneurial organization where leaders are innovators and risk-takers. The organization encourages personal initiative, freedom of action of its employees, innovation, search for new ideas, and willingness to take risks. In the long term, the organization focuses on finding new resources and new opportunities. The key to success is to be a leader in the production of unique and new products (services).

Bureaucratic culture. A formalized and structured organization in which rules and procedures are important. Leaders are rational organizers and coordinators whose efforts are aimed at ensuring the stability and effective operation of the organization. The work of employees is determined by formal procedures, and the execution of work is strictly controlled. Key success factors are ensuring reliable supply and low costs.

Market culture. The organization is focused on obtaining results, so the main thing is to set and implement goals. Leaders are business people, they are demanding, unshakable, and pursue an aggressive policy. Employees are goal-oriented and competitive. What binds the organization together is the desire to win. Reputation and success are a common concern. Strategy is concerned with competitive actions to achieve set goals. The priorities are to increase market share, stay ahead of competitors, and lead the market.

The classification of organizational culture by area of activity, developed by T. Diehl and A. Kennedy, is also widely known. They determined four types of corporate culture depending on the degree of risk and the speed of obtaining results (Table 1.2).

"Cool guy"– a type of organizational culture characteristic of companies engaged in the field of high technology, as it is associated with a very high degree of risk and the need to quickly obtain results.

"Work hard"- an organizational culture common in sales organizations where low-risk decisions are made, aimed at obtaining quick results.

"Bet on your company"– a type of company culture where decision-making involves large investments, such as in the oil industry, and therefore a high degree of risk. It takes a long time to get results.

"Process" as a type of corporate culture, it is traditionally common in government, state, and municipal organizations, since the main attention when making decisions is focused on procedures and processes. Such organizations are characterized by a slow pace of results and a low degree of risk.

Table 1.2

Characteristics of organizational cultures (T. Deal, A. Kennedy)

Options	"Cool guy"	"Work hard"	"We bet on our company"	"Process"
Risk level
Speed of obtaining results			Slow	Slow
Basic goals	High tech	Buyer	Long-term investments
Employee qualities	Riskiness, toughness	Trading abilities	Reliability, competence	Devotion to the system
	Conducting your own rituals	Sellers' competitions	Business meetings	Reports, events
Strengths	Positive aspects of risk, speed of obtaining results	Mass production of goods	High quality inventions	High level of organization
Weak sides	Short-term planning	Increasing quantity at the expense of quality	Slow process, low speed	Inability to quickly respond to changes
	High technology sector	Trade organizations	Mining and oil industry companies	Government, state, municipal organizations

In the last two decades, the influence of culture has increased so much that new types of organizations have begun to be identified depending on the type of their culture: entrepreneurial organization, learning organization, intellectual organization. The basis of an entrepreneurial organization is an entrepreneurial culture, and the basis of an intellectual and training organization is a culture of knowledge.

Entrepreneurial culture. According to Peter Drucker, “Entrepreneurship is more of a behavior than a personality trait.” It should be noted that despite more than 200 years of history, there is still no unity of views on the concepts of “entrepreneurship” and “entrepreneur”. Among the existing approaches, two main ones can be distinguished. The first, traditional one, connects entrepreneurship with business. It is based on the fact that the word "entrepreneur" comes from the French verb intrendre, which means to undertake, undertake, undertake, try. Therefore, entrepreneurship refers to the creation of a new business, most often a small one. An entrepreneur is a person who creates and manages his own business in the early stages of an organization’s existence or in the stages of its transformation and development.

Later these views were transformed. The new unconventional approach, which began to take shape in the 1980s, consists of a broader understanding of entrepreneurship than the traditional one.

Entrepreneurship has come to be seen as a way of thinking, a style of behavior, a way of acting. Entrepreneurship in this broad sense extends not only to business, but also to other areas of activity, such as education, science, culture, healthcare, etc. Any organization can be an entrepreneur, both commercial and non-profit - universities, public organizations, government agencies, state and municipal authorities, etc. This can be a newly created or existing organization of any size - small, medium, large.

Over the past 20–30 years, large foreign business companies, such as IBM, Jonson&Jonson, Microsoft, etc., have moved from traditional entrepreneurship (entrepreneurship) to internal entrepreneurship (intrapreneurship) and, finally, to the creation of entrepreneurial organizations.

The main feature of a business organization is corporate culture, which determines the type of its behavior, values, rules, leadership style, motivation and other actions carried out to support entrepreneurship.

The basis of an entrepreneurial organization is the entrepreneurial process from the identification of opportunities to their implementation, which must be carried out at all levels of the hierarchy. Everything else: strategies, organizational structures, resources, decisions, etc. constantly changing as they serve to support the entrepreneurial process.

The characteristic features of an entrepreneurial organization are: the search for new opportunities, flexibility, adaptability, the ability for continuous change and renewal, and a focus on innovation.

The main thing that distinguishes an entrepreneurial organization – it is a search for new opportunities. Opportunities appear, disappear, lead to other opportunities, and the process repeats. Therefore, an entrepreneurial organization must constantly react, change and adapt, be more flexible and agile than others in order to have time to implement them.

This is reminiscent of the self-adaptation of biological systems. The entrepreneurial process is constantly recreated, distributed throughout the organization, and repeated as if automatically. This is only possible provided that entrepreneurial thinking becomes the basis for managing an organization, and entrepreneurship becomes a management philosophy. Such self-adaptation distinguishes an entrepreneurial organization from other types of organizations and allows it to function effectively in a rapidly changing and uncertain business environment for a long time. The organizational structure of a business organization should be flexible, with a small number of hierarchical levels, decentralization, and a low degree of formalization.

The management philosophy of an entrepreneurial organization is less management, more entrepreneurship. In an entrepreneurial organization, managers view every individual, regardless of the position he or she occupies, as an entrepreneur. This means that everyone must understand and share the goals of the organization, have the right to make decisions independently, and manage the necessary resources and information. This approach requires fundamental changes in the thinking of all workers and especially managers.

In a business organization a new type of manager is being formed – manager-entrepreneur instead of manager-administrator. An entrepreneurial manager actively seeks opportunities and takes intentional risks to achieve change. Entrepreneurship is required at every level if the organization as a whole is to operate as an entrepreneur. The organization is viewed as a community of entrepreneurs. People working in an entrepreneurial organization should feel like members of a community of entrepreneurs and experience a sense of belonging. To achieve this, various forms of cooperation are encouraged and various types of intra-organizational associations are supported, for example small groups. Their successful use in Apple, a well-known company in the personal computer market, prompted IBM to create its own version of small teams (autonomous work teams).

To avoid missing opportunities, decisions must be made as soon as they are identified. This usually occurs at lower or middle levels of management. Therefore, it is here that in business organizations the right to make decisions and responsibility for their implementation is transferred. Senior managers facilitate decentralization decisions, support managers who contribute to this, give preference to people who show initiative and independence, providing them with access to resources and information.

People, not formal procedures, determine the success of a business organization, so decision making is often carried out according to informal rules. Professional knowledge and personal contacts within the organization are of great importance. Decisions are often based on intuition rather than rational calculation and involve risk.

An entrepreneurial organization is characterized by an atmosphere of independence and creativity, encouragement of initiative, innovation, and entrepreneurship. Among the companies that pay special attention to the formation of such a culture are Hewlett-Packard, IBM, and ZM. “We are interested in the independence of judgment of employees and their entrepreneurial spirit. This is not one of the approaches to business, but the most important, the only one,” say the management of the ZM company.

An important role is played by the leader - the entrepreneur, who leads the organization, taking an active position. His inspiring leadership aims to develop creativity in the people working in the organization. The leader of an entrepreneurial organization must have the ability not only to see things from a new, unconventional point of view, but also to ensure that others see them from that side. He needs to be able to recognize perspective and opportunity where others see chaos and contradiction. It is important for him to find, distribute and keep under control resources, often belonging to others.

Relationships between people are built on trust and respect. Entrepreneurship is always associated with risk, and therefore with mistakes and failures. Therefore, in business organizations, trust and respect for people must be supported by tolerance for failure. Failure should not threaten one's "membership" in the organization. The control system must also maintain a high degree of trust in employees.

The search for new opportunities, which lies at the heart of the entrepreneurial organization, requires self-management. Its essence lies not in the development of traditional forms of participation in management, but in the transfer of entrepreneurial powers, giving each employee the right to independently make and implement decisions within the framework of their competence. Management control is limited and results-oriented. Preference is given to self-discipline and self-control.

Identifying new opportunities requires having timely and relevant information. The development of self-government means the possibility of receiving it and intensive exchange between all employees, access to the necessary information, effective communications between top management and other members of the organization.

For these purposes, Microsoft, a world leader in the development of software products, created and began to successfully use an e-mail system within the organization, through which any employee could directly contact the head of the corporation, Bill Gates.

Since decisions are often made at the level at which they are implemented, self-management involves not only the movement of information, but also the movement of resources within the organization, providing them for employees to use independently.

Culture of knowledge. Knowledge culture is a specific corporate philosophy that includes the basic principles and values of the company, corresponding to the strategic goals, priorities, and knowledge management strategy, which is oriented towards in their activities and shared by all employees of the company. It must ensure the creation for the company's employees of an atmosphere and environment that promotes the involvement of all company employees in the process of systematic accumulation, widespread dissemination and regular exchange of knowledge. The culture of knowledge, its basic values, and methods of motivation are discussed in detail in Chapter. 5.

Dial T., Kennedy A. Corporate Cultures: The Rites and Rituals of Corporate Life. Addison-Wesley Publishing Company, 1998.

The basis of any organization is culture, which not only distinguishes one organization from another, but also significantly determines the success of its functioning and survival. In the literature of recent years one can find many different definitions of organizational culture. R. Ruettinger uses the general concept of culture as a unique system aimed at the production of material values and the perception of events, images of feelings and patterns of behavior. R.L. Krichevsky defines the culture of an organization based on taking into account the values on which it is based. V.V. Glukhov defines culture as a set of norms, conditions and values chosen, created and shared by a team for the purpose of internal integration and adaptation to external conditions.

In Russian practice, organizational culture is considered as an all-encompassing phenomenon, directly influencing the life of the organization as a whole and fulfilling a number of functional meanings in the field of personnel management and in the field of forming the company’s relations with the external environment.

There are two main functions of organizational culture: 1) adaptation, or survival in the external environment; 2) internal integration. Organizational culture plays a key role in the performance of these functions. The process of external adaptation and survival is associated with the organization’s search and finding of its niche in the market and adaptation to the constantly changing external environment. In this process, issues related to the tasks performed, decision-making methods, reactions to successes and failures, etc. are resolved. By overcoming the difficulties of external adaptation, the organization learns to survive.

The result of this learning is consistent representations:

· about mission and strategy (defining the organization’s mission and its main objectives, choosing a strategy to fulfill this mission);

· goals (establishing specific goals, achieving agreement on goals);

· means (methods used to achieve goals, reaching agreement on the methods used, decisions on organizational structure, incentive and subordination systems);

· control (establishing criteria for measuring results achieved by an individual and groups, creating an information system);

· corrections (types of actions required in relation to individuals and groups who have not completed tasks).

Organizational culture includes the following components:

1) a worldview that guides the actions of members of the organization in relation to other employees and its clients and competitors;

2) cultural values that dominate the organization, such as “product quality” or “valued leadership,” symbols and mythology;

3) norms of behavior that reflect dominant values in a prohibitive, recommendatory or prescriptive form;

4) characteristics of the behavior of people in an organization, expressed in rituals and ceremonies, language used in communication, as well as in specific patterns of behavior.

Many components of organizational culture are difficult to detect by an outsider, but every new employee goes through a procedure of becoming familiar with the norms accepted in the organization. Often, a more experienced employee acquaints him in detail with what should be done and how, who to contact with certain questions, and how to successfully complete this or that task.

The listed cultural components are distributed across levels. Below is a description of each of them:

1. The least detectable and deepest level is the mirovoz vision, i.e. a set of ideas about the surrounding world, the nature of society. It is associated with ethnic and religious culture. Currently, in the West, the concept of Protestant business ethics has firmly entered into circulation and is being actively explored, according to which a person is obliged to work hard and be modest in everyday life, personally take responsibility for all his successes and failures, etc.

Opposite ideas are characteristic of the business culture of some Asian countries, where the main thing is not personal effectiveness, but the position held.

2. The next level is cultural values accepted members of the organization. In some organizations, employees are focused primarily on making money, while in others, technological innovation and organizational development are considered more important. An organization's cultural assets include symbols - statements, works of art, physical objects, and organizational mythology.

3. The next level is norms. They are more volatile than prices ity, partly because they are easier than values to register and understand. There are three main forms of norms of organizational culture: prohibitive, indicating unacceptable behavior of employees of the organization; recommendatory, defining the desired behavior of employees, and prescriptive, accurately characterizing mandatory models of behavior in the organization.

Compliance with the norms of organizational life is regulated by various sanctions.

4. Compliance or non-compliance with intra-organizational norms are reflected and described in the form of certain patterns of behavior in various situations that are important for the organization. To analyze this level of culture, it is important to note the following characteristics of the behavior of the organization's leaders: - elements of the situation that are paid attention to and controlled by managers. This is very important for shaping the culture of the organization. Systematically calling attention to something is a powerful signal to subordinates about what is important and what is expected of them;

How a manager responds to incidents;

Methods of training subordinates, consulting with them;

Criteria for promotion and promotion. Incentives;

May or may not be deserved. Demonstrating the benefits an employee has earned can go a long way in shaping employee behavior. Some authors consider the system of rewards and punishments to be the most important for the formation of organizational culture; \

Criteria for selection, hiring, promotion and dismissal from the organization. Managers' ideas about the criteria] of employee values affect the selection of personnel, since: | New employees who meet the developed criteria are more likely to join the organization. More often than others, employees who deviate from the cultural patterns accepted in the organization leave the organization;

Leaders' participation in ceremonies allows subordinates to subjectively rank these events in order of importance. ";

Each organizational culture is characterized by a specific set of basic themes that are reflected in the worldview and subsequent components.

There are many approaches to identifying the basic themes that characterize and identify a particular organizational culture. So, F. Harris and R. Moran propose to consider; organizational culture based on ten characteristics:

Awareness of yourself and your place in the organization. Some cultures value employee concealment of his inner feelings, others

They encourage their outward manifestation;

Communication system and language of communication: oral, written, non-verbal communications are different in different groups; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations;

Appearance, clothing and presentation of oneself at work: variety of uniforms, business styles, neatness, cosmetics, hairstyle, etc. confirm the presence of multiple microcultures;

What and how people eat, habits and traditions in this area;

Awareness of time, attitude towards it and its use: the degree of accuracy and relativity of time among workers, adherence to time schedules and encouragement for this;

Relationships between people by age, gender, power status, intelligence, experience and knowledge, the degree of formalization of relationships, ways to resolve conflicts;

Values as a set of guidelines about what is good and what is bad, norms as a set of assumptions and expectations regarding a certain type of behavior;

Belief in something and an attitude or disposition towards something: faith in leadership, success, one’s own strengths, in mutual assistance, in ethical behavior, justice, attitude towards colleagues and competitors, towards evil and violence, aggression, the influence of religion and morality;

Employee development process and training;

Work ethic and motivation.

Likert believes that the key topics in understanding the specifics of organizational culture are the following topics: management, relationships, motivation (methods and forms of motivating employees), communication (basic schemes of vertical or horizontal dissemination of information in the organization), interaction (characteristics of employee relationships), decision-making (preferred decision-making style), goals (the way of setting and manifesting the goals of the organization), control (control functions).

As a result of measuring these parameters, Likert proposes to classify organizational culture as one or another type, defined through the concepts of power. Thus, the topic of power comes first in importance in organizational life.

Slogans, even if they are elegantly primitive, often provide a fairly complete picture of the core values an organization highlights or the impression it seeks to make on others.

Legends reflect the history of the organization. They are based on changes occurring in the enterprise, transmit inherited value orientations in coded form, and contribute to the development of new cultures. The stories passed from one to another often in a hidden form reflect the tension that arises when different value orientations and unnamed principles collide.

In general, legends and stories not only inform about life situations that took place, but also serve as a valve to reduce tension, which is almost impossible to do without without changing fundamental conditions.

Sometimes the subtext of business processes may not be real problem solving, but games and maneuvers, which are sometimes waged for years and with full dedication both between individual employees and between departments and entire divisions in the organization. Such games, played almost unconsciously, often have a simple meaning when examined more closely. The purpose of these games is often to clarify power relations. From a psychological point of view, in all these games there are three predetermined roles, namely “victim”, “persecutor” and “savior”.

Destructive games are practically a mechanism that allows you to realize subconscious psychological roles, establish yourself and strengthen yourself. To identify the presence of games, solid psychological insight is required, which employees of a particular organization, as a rule, do not possess sufficiently. Moreover, we are talking not only about recognizing the fact of the game itself, but also about assessing what place these maneuvers occupy in the overall volume of cooperation, what unofficial norms, what concept of the organization itself they express and at the same time form.

In the everyday life of an organization, rituals perform a double function: they can strengthen the structure of the enterprise, and on the other hand, by obscuring the true meaning of the actions performed, they can weaken it. In positive cases, rituals are stage performances of works of fundamental importance. Rituals symbolize beliefs that play a significant role in the enterprise. In combination with outstanding events, rituals directly and indirectly highlight the image of the enterprise and the value orientations that dominate it.

Rituals of recognition demonstrate what the organization's interests are, what is rewarded, and what is celebrated. In the negative case, the relationship between rituals and value orientations is lost. Rituals turn into an unnecessary, prim and ridiculous formality, with the help of which they try to kill time, avoid making decisions, avoid conflicts and confrontation, and pretend to be something in front of each other.

An important characteristic of an organization's culture is language. In the end, it is with its help that culture is transmitted and formed. To analyze linguistic manifestations, it is important to answer the following questions: what seems important, what motivates an individual; how the conversation is conducted, what tone is set; what concepts come up regularly; what repeated phrases are used; what is not said, what taboos are there, what distortions in the perception of reality are hidden behind them; in what situations are generalizations made? when reality is misinterpreted, what they want to achieve or avoid; what unspoken model of the world they work with in this organization; what ideas about oneself and others are hidden behind certain statements.

Organizational culture- these are the norms and values that are shared by the absolute majority of members of an organization or enterprise, as well as their external manifestations (organizational behavior).

Main functions:

internal integration (gives all members of the structure an idea of the form of their interaction with each other);
external adaptation (adapts the organization to the external environment).

The process of forming organizational culture is an attempt to constructively influence the behavior of personnel. Engaged in the formation of certain attitudes and value systems among employees within the framework of specific organizational structure You can stimulate, plan and predict the desired behavior, but you should take into account the corporate culture of the organization, which has already been established. Often, managers, trying to form the philosophy of their organization, declaring progressive norms and values, even investing some money in it, do not get the desired results. In part, this occurs because actual values and norms conflict with the organizational norms being implemented. Therefore, they are rejected by the majority of the team.

Elements of organizational culture

Behavioral stereotypes (slang, common language used by members of the organization; traditions and customs observed by them; rituals performed on certain occasions).
Group norms (patterns and standards that regulate the behavior of organization members).
Proclaimed values (well-known and declared values and principles in the organization that the organization adheres to and implements. For example, “quality of products.”).
Philosophy of the organization (general ideological and even, possibly, political principles that determine the actions of the organization in relation to employees, clients, intermediaries).
Rules of the game (rules of employee behavior at work; restrictions and traditions necessary for all new team members to assimilate).
Organizational climate (“the spirit of the organization,” which is determined by the composition of the team and the characteristic way of interaction between its members, as well as with clients and other persons, quality mugs).
Existing practical experience (techniques and methods that are used by team members to achieve specified goals; the ability to carry out certain actions in certain situations that are passed on in the team from generation to generation and that do not require mandatory written recording).

Types of Organizational Cultures

The most popular typology was created by K. Cameron and R. Quinn. It is based on four groups of criteria that determine the core values of the organization:

discreteness and flexibility;
control and stability;
integration and internal focus;
differentiation and external focus.

Clan organizational culture. It implies a very friendly team where its members have a lot in common. The divisions of an organization resemble large families. The leaders of the organization are perceived by its members as educators. The organization is inseparable thanks to tradition and devotion, and great importance is attached internally to the moral climate and cohesion of the team. Success in business is defined as caring about people and having a good feeling towards consumers. With this type of organizational culture, team work and agreement are encouraged.

Adhocratic organizational culture. Involves active entrepreneurial and creative work. To achieve overall success, employees are willing to take risks and make personal sacrifices. The leaders of such an organization are considered innovators and risk-takers. The bonding element of the organization is a dedication to innovation and experimentation. The importance of working at the forefront is emphasized. In the long term, the organization focuses on acquiring new resources and growth. Success is producing unique products or providing new services. In this case, leadership in the market of services or products is important. The organization encourages creativity, freedom and personal initiative.

Hierarchical organizational culture. This type of organizational culture occurs in formalized and structured organizations. All employee activities are governed by procedures. Leaders are rational organizers and coordinators. The organization values maintaining the main course of its activities. The unifying fact is official policy and formal rules.

Market organizational culture. This type is dominant in organizations that are focused on achieving results. The main task is to achieve the intended goals. Employees of such an organization are always goal-oriented and constantly compete with each other. Leaders are tough competitors and firm administrators. They are always demanding and unshakable. The organization is united by the goal of always winning; for it, success and reputation are the main values.

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

1. The concept of organizational culture………………………………………………………...4

1.1 The relationship between “corporate” and “civil” culture……………………………..5

2. Parameters and main types of organizational culture…………………………………8

2.1 Typology of organizational culture U. Ouchi……………………………………………………11

2.2 Classification of organizational culture by M. Burke…………………………………..14

2.3 Classic typology of organizational culture……………………………………15

Conclusion…………………………………………………………………………………...18

References………………………………………………………………………………………..19

Introduction.

Viewing organizations as communities sharing a common understanding of their purpose, meaning and place, values and behavior has given rise to the concept of organizational culture. The organization forms its own image, which is based on the specific quality of the products produced and services provided, rules of conduct and moral principles of employees, reputation in the business world, etc. This is a system of generally accepted ideas and approaches in the organization to the formulation of business, to the forms of relationships and to the achievement of performance results that distinguish this organization from all others. Today, an organization's culture is considered a major factor in its competitiveness, especially if it is aligned with strategy.

Culture is systemic and covers all aspects of an organization’s life. It is the context within and under the influence of which all organizational processes take place. The influence of culture is determined by the breadth and depth of its coverage of the organization, the degree of recognition of its foundations by people. Culture is usually developed in the process of interaction between members of an organization, and under the influence of the social and business environment, national-state and ethnic factors, and mentality. Today, people often create culture, norms and rules themselves rather than passively accept them.

The purpose of the essay is to study such a concept as organizational culture and consider the classification of organizational culture based on certain parameters.

1. The concept of organizational culture. Culture

in a universal sense - a historically certain level of development of society and man, expressed in the forms of organization of life, as well as in the created material and spiritual values. "Under is understood as a system of historically established common traditions, values, symbols, beliefs, formal and informal rules of conduct for administration and staff, their relationships with each other and with the environment that have stood the test of time. They are intangible, not measurable in quantitative terms. In other words, culture is a way of life and activity of a group of people, which is consciously or unconsciously perceived by it and passed on from generation to generation. In the ordinary sense, culture is a set of customs and ways of behavior. The uniqueness of the combination of cultural elements leads to the fact that there are no two groups, even those operating in the same conditions, that would have the same culture.

Organizational culture is inextricably linked with organizational behavior, which usually includes: leader behavior; group behavior; individual behavior (personal behavior). The main goal of organizational behavior is to help people perform their responsibilities more productively and gain greater satisfaction from doing so. To achieve this goal, the value systems of each individual and the entire organization as a whole must be formed.

Organizational culture is an element of the information environment business organization. Since the organization itself is part of a social system, its business culture is an integral part of public culture. In an organization there will always be both adherents of the existing culture who show healthy conservatism, and adherents of other, including alternative, cultures who advocate reforms in this area. However, there will be many people whose positions in relation to any culture will be indifferent.” 1

In relation to an organization, culture performs a number of important functions:

Security consists of creating a barrier from unwanted external influences. It is realized through various prohibitions, limiting norms, and the formation of a specific logic of thinking (including like-mindedness).

Integrating unites people and gives them a sense of pride in belonging to the organization and identifying themselves with it.

______________________

1 Rogozhin S.V., Rogozhina T.V. Theory of organization.- M: Exam, 2006-319с

Regulatory the function maintains the necessary socio-psychological climate, rules and norms of human behavior, contacts with the outside world, facilitates orientation in difficult situations, and reduces the possibility of unwanted conflicts. This function is considered the main one.

Communication function plays an important role in establishing contacts between people, their understanding of events and connections between them, and facilitating mutual understanding. This speeds up information exchange and saves management costs.

Adaptive function facilitates the mutual adaptation of people to the organization, to each other and to the external environment. It is realized through norms of behavior, rituals, and rituals common to all.

Orienting function directs the activities of participants in the required direction, gives a general meaning to their behavior.

Motivational the function creates the necessary incentives for action. This is achieved, for example, by including in the cultural context high goals, which, in principle, all normal people should strive to achieve. Finally, culture has a function image formation organizations, i.e. her image in the eyes of others. This image is the result of people’s involuntary synthesis of individual cultural elements into an elusive whole, which nevertheless has a huge impact on their emotions.

1.1 The relationship between “corporate” and “civil” culture.

Organizational culture in the narrow sense is studied as company culture (corporate culture), and in broad terms - how organization culture based on universal human values. At the same time, organizational culture is based on organizational values, which are expressed in ideas about the preference of certain means, forms, methods of functioning of the organization, as well as the properties of the members of this organization. The norms of appropriate behavior in the organization are also consistent with organizational values.

The concept of “organizational culture” is closely related to the concepts of “civic culture” and “corporate culture”. Many researchers and consultant practitioners prefer to use these categories to refer to a wide range of phenomena characteristic of an organization. Corporate and civic culture represent two different stages of organizational development. Their fundamental differences are shown in Table 1.

Corporate culture - it is a culture of competition and struggle (for dominance in the market). In order to achieve its interests, the organization is ready to accept almost any costs of a moral and psychological nature that do not directly affect the economic and legal foundations of its existence. Corporate culture is characterized by the perception of the organization as a living organism, the viability of which is more important than the fate of each individual person. This organism lives by its own laws and unites people on the basis of common values and norms into a single plan or “family”. This view of the body excludes or limits the autonomy and freedom of workers, who are subject to the rigid need to achieve the organization's goals.

Civic culture of the organization assumes that the market is a space for constructive interaction with equal partners. Competitiveness is secondary here. The main thing for an organization is not domination or victory over weaker opponents, but the expansion of space for cooperation, the creation of conditions for self-realization in certain areas of professional activity. Civic culture develops gradually, overcoming various barriers, including bureaucratic and departmental ones. It becomes obvious at the stage of post-industrial society, when the benefits of a new way of life, thinking and action, open to dialogue and productive interaction with other cultures, appear.

Table 1. Characteristics of types of organizational culture

Culture development indicator	Type of organizational culture
	corporate	civil
Orientation	The internal life of the organization is mainly regulated and regulated	Aims to integrate the organization into the broader civil society
Degree of openness	A closed (or semi-closed) system that restricts the “entry” of outsiders into the organization	An open system, accessible to the entry of other participants who do not formally belong to the organization
Degree of autonomy	Personal and group dependence of organization members on its leadership	Personal autonomy subject to compliance with organizational and legal norms
Diversity level	Uniformity and uniformity of organizational norms and decisions made	Pluralism of cultural patterns and tolerance in their performance or exchange (if there is a common strategy)
Leadership style	Directive style of leadership and relationships in an organization built vertically	Democracy in the organization, the predominance of horizontal relationships
Decision-making mechanism	A system of ideas about the priorities of its development declared from above or accepted by the formal majority of an organization	The development of priority decisions occurs from the bottom up and largely independent of the opinion of the formal leadership
The role of personality	Dominance of group (collectivist) ideals and values of the organization over individual ones	The predominance of individual personal principles, the desire for their harmonization with public interests
Traditions	Combination of rationally based decisions with existing traditions in the organization

The main elements of organizational culture include. Organizational culture of the enterprise. Types of organizational culture

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