My observations of the functioning and development of organizations led me to the idea that a business organization has three general values (Fig. 2), which are interconnected as follows:
Rice. 2.The ratio of the management values of the organization
They are general in the sense that all other management values of the organization are covered by these three. Let's take a closer look.
I. Manageability means a certain measure in the ratio of the managing and managed subsystems of the organization, the degree of control that the first of them can extend to the second, cover it (see the section "Measuring the manageability of the organization").
Manageability can be assessed by two main parameters.
1.1. Consistency of goals and actions of departments and employees of the organization, which, in turn, is determined by:
1.1.1. the quality of goals (the quality of goals is understood as their clarity, consistency, consistency, achievability):
higher, strategic goals of the organization (the image of the desired future, ideology, mission, strategy, special policies);
long-term goals of the organization;
operational goals of the organization (service functions of departments and employees);
the degree of personnel motivation to achieve these goals;
quality organizational order(business technologies, horizontal connections, work rules, etc.);
level corporate culture(team spirit, the interest of all in the goals of the organization).
1.2. Solution feasibility(See the section "Measuring the Governance of an Organization" on this).
II. Innovation is the ability of an organization to innovate and implement innovations. To some extent, it is the antipode of manageability, since innovations often reduce manageability (for some time), but even without them, manageability becomes dysfunctional.
The innovativeness of the organization is manifested by:
in openness to changes (thinking, behavior, product, etc.);
proactive management, i.e. focusing not so much on following demand as on influencing demand; not just sensitivity to market signals, but the production of new signals for it;
as a managerial will, i.e., in the ability of a leader to bring innovation processes to full completion.
III. Clientele organization is its correspondence to the needs, market trends, attractiveness of its products to the clientele (see further on this in the section "Development of the firm's client orientation").
All three management values are interrelated, although contradictory. For example, the feasibility of decisions (clause 1.2) actually coincides with the quality of managerial will (clause 2.3), and the quality of goals (clause 1.1.1) coincides with the proactivity of management (clause 2.2), but each of them also has its own independence.
For practical leaders, these three values are not equal. Handling for most is more important than the other two. In our business culture even the cult of control is widespread. The fear of her loss and even decline overpowers everything. How many times have I seen large, heavy organizational systems that have grown over many years, requiring urgent restructuring, while their creators are almost terrified of renewal, radical change. They agree that such cumbersome constructions are ineffective, they even participate in the development of options for their transformations, and yet they endlessly put off innovations, freeze in front of them. The reason is the same. Innovation is needed, but manageability is more important. Although this concept means for them, first of all, control, keeping all elements under personal supervision. The thirst to know everything about your organization, the fear of losing sight of at least something. Chapter big company-almost 4 thousand people - requires all dismissals and appointments, even in small and auxiliary divisions, to be coordinated with him.
In my experience, customer service is now the second most important of these three core values. And what about innovation? It appears mainly when and to the extent when and to what extent it is required by following the other two values. If manageability is deeply embedded in the subconsciousness of a manager, an entrepreneur, clientele is in his preconsciousness, then Innovation is realized only by the mind, less often by the mind, and then with hesitation and increased prudence.
I was convinced that the mere presentation of this relationship of managerial values to the client arouses his interest: "This)" everything comes down to? "And from here you can build lines of cooperation with him: Let'sevaluate the state of the organization for each of these parameters and finddem development opportunities, improvements, relevant receivedestimates. And what is more developed in your organization, maybe
prevails? Which of these parameters is underdeveloped and why? How sbalance them in the future?
This is especially useful when working on a company's strategy. The scheme of interrelation of the named values gives quite concrete reference points for development of the purposes.
It's a good idea to refer to the same scheme when defining service functions, motivation, etc. In general, there are opportunities for the development of the client and the organization.
Nordstre & Ridderstrale identify three drivers of modernity: changes in technology, organization and values. These forces act on each other, society, companies, people. Although the funky professorship favors technology, I chose from the book those conclusions of the authors about values that seemed important to me. So:
Values influence what we do (because they influence what we think). Values are unrealistically strong, ubiquitous and endure significant changes person to person and region to region. On their basis, alliances are formed and conflicts occur.
Values were previously formed around structures and clear expectations. Now they have become something of a change.
Who challenges the usual hierarchies and holders of power? New world is created by the actions of people who no longer agree to do what they are told, to be who they are ordered to, or to live where it is prescribed. People armed with new values and technologies!
Company values: "We are of the same blood"
Do you really want your organization to live by shared values? And what actually needs to be done in order for employees to check their daily actions against them?The verbal expression of values in advanced companies can be seen everywhere: on banners, posters, cups, laminated cards, T-shirts…
But learning them is not enough. How to make sure that your colleagues can explain what they mean, and most importantly - live by them?
For example, in the early nineties at AT & T Universal Card Systems, many employees of the company had a collection of circles made of multi-colored cardboard, from which they lined up creative structures on the walls of their "personal cell". Each employee was given seven of these circles, reflecting the seven values of the company. If someone saw that someone's actions illustrated one of the values, then he could give away one of his circles. People were proud of these signs.
1. Can a company that employs people who preach different values thrive?
The described picture reflects the situation in most companies. A few years ago I visited a successful software company in Boulder, owned by our countrymen. There were three buildings on the territory. One is the front office, the second is managerial, the third is a worker for programmers. Americans worked in the first two, Russians in the third. Americans were strictly forbidden to visit the place of work of programmers. Why? Not only did the latter work in free graphics and few of them knew English, and the interior of the building was very different from those where the Americans worked. Outwardly, it was possible to assess that chaos reigned in it: a kitchen and a corridor littered with all sorts of rubbish, a ping-pong table at the entrance, workplaces were tables with piles of papers ...
Bill Gates, realizing that people of different cultures do not perceive representatives of other cultures well, did a simple thing. He separated different services so that they did not intersect at work, and between them he put “webs” - people with an unexpressed culture who don’t care - you work in the middle of the night, putting your feet on the table and sipping beer, or you go to work with 9 under 18 in a prim jacket. The result is his company, which can invent new products, and bring programs to mind, and sell them, and manage all processes. And at the same time - do not waste your nerves on the fact that in another department they work differently than in yours ...
Company values: if you are the boss
IBS set itself an ambitious goal: to define the main features of its corporate culture, and then to describe the type of an ideal employee, corresponding to this culture, a person who works in the company with pleasure.
The company decided to re-examine how it differs from its competitors. And for this you need to determine the basis of the brand, including its values. IBS engaged Interbrand as a consultant, who explained that core values there should be three - it’s more convenient to remember them, besides, values can be arranged in the form of a triangle: two are the most strengths organization, and the third - what the company is going to develop in the future.
After the discussion, “ambition”, “innovation” and “responsibility for the result” remained. So that everyone understands the values unambiguously, working group explained all terms in detail. For example, "ambitiousness" in IBS is understood as follows: "We are confident in our own abilities and are ready to overcome any obstacles to solve the most difficult tasks." Each of the values was “decomposed” into key audiences: the company, employees, customers, industry, society (authority), and each of these audiences has its own formulation. So for employees, ambition is interpreted more narrowly and means a constant desire for self-development: “We always strive forward and enjoy our work.”
2. Is it really an ambitious goal to define the main features of your corporate culture? Does ambition depend on the size of the company (IBS has 1,500 employees) or is it determined by something else?
3. How many core values can (should) be in a company? What determines their number?
4. What models are put into the development of the values of your companies?
Usually, without bothering with such reflections, the key question from the lips of the chief may sound something like this:
- What words in the list of values will work for our image?
- Ambition?
- Okay, let's write down ambition. What else?
- Innovation is in vogue today.
- Okay, innovation is recorded. What else? Let's write down how we value our customers...
- Customer orientation.
- Well, customer focus is recorded. What else?
So, the words written in this way are not company values, and the task of defining them does not look ambitious at all.
Corporate culture can be both a strategic resource and a significant brake on the company's development, so the answer to the first part of the question is obvious to me - it's an ambitious goal. If we recall that there is a significant difference between corporate culture and organizational culture, then assessing how management's ideas about the organization diverge or coincide with the staff's ideas about the same organization relieves many symptoms. organizational problems, reduces the degree of uncertainty in the management of the organization. And the size of the company has nothing to do with it.
But in large organizations, however extended, the programmatic set of values is unlikely to be truly universal across the organization. And the larger the physical size of the company, the more varied this list will be for different professional and hierarchical groups. For the success of the company, we must learn the art of combining professionalism and soul. But it is necessary to strive for uniformity in the perception of key values as an ideal. The main thing is that this desire does not “devour” resources and does not turn into an end in itself. In pursuit of unity of values, one can build a sect or a small corporate Gulag.
The number of values in each particular case will depend on the ideas of a particular person and the ability of particular individuals to agree on this list among themselves. It is simply necessary to do this, because. Under this set of values, key procedures are formed, in particular, recruitment, selection, placement and career of personnel.
What values lead to success today?
According to the Fortune survey, the set of values for market leaders and mid-market companies is very different:
Slogan successful companies- "do it, fix it, try it." And most importantly, these companies are distinguished by energy, the source of which is strong convictions.
Steve Farber, president of Extreme Leadership, had this to say about values that don't work for the company: "I think their problem is with pronouns. For some reason, the pronoun "I" is avoided here. But most people perceive this faceless "we" as “other people.” Reread your corporate code replacing "we" with "I". Well, how did the feeling of guilt appear?
I am impressed by the values of great companies, I support S. Farber and I believe that the following Values and Principles will lead to the success of the company in which I work now:
1. Basically, we are a service company.
i. Mass market sales have always been strong point companies. We just need to use the existing knowledge to create products tailored to the needs of our Clients. And sell them.
ii. We do not measure ourselves against anyone - there is only us and the market. The market is the basis of what we do. What happens outside the company is much more important than what happens inside. Companies usually think too much about their own perception of the areas of business in which they should be present and how it should work. In fact, we should focus our attention on providing services to Clients. Success in a company comes mainly from its success with its customers, and nothing else. Therefore, customers are the only reason for the existence of the company, and our main measure of success is customer satisfaction and revenue growth.
2. I am attentive to the needs of Employees.
i. I am sure that in the conditions of a tough struggle for the consumer, when the level of technical equipment, marketing and lobbying is leveling off, leadership in the market is provided by talented Personnel. Having talented employees is competitive advantage our business.
ii. I want our Employees to have opportunities to grow. I declare that people are the main asset. We plan the corresponding expenses for people, including their training. Not to do this is to deceive people. In providing opportunities for growth, I am committed to the Grow or Get Out principle.
iii. I will constantly strive to improve the working environment by providing the best and most comfortable working conditions. This will allow us to work in a favorable and creative atmosphere.
iv. I do honest and open actions I keep my promises. Everyone's contribution is recognized and encouraged.
3. Teamwork.
i. On the diagram organizational structure companies are usually shown as a hierarchy. We can think of a hierarchical structure of a company. But hierarchical behavior in our company is unacceptable! In everyday life, the participation of a person in a team is important for me, and not his position! Working as a single team, I strive to be a professional who is able to develop and contribute to the achievement of the goals of our company. All decisions are made in the light of the fact that they are right for the company as a whole in the long term, and not in this moment. Teamwork The best way put an end to bureaucracy and internecine wars.
ii. A top manager in a company is not a dictator in the form of a lone hero making the right decisions, but an "aggregator" of various points of view, who seeks to get to know the maximum number of points of view of his employees. I am convinced that "the many are smarter than the few."
iii. For a good mood in the team, I will generate successful events, and not just keep everyone within the limits.
4. Tolerance.
In the culture of many companies, it is not customary to ask uncomfortable questions. I am open to them. Anyone can ask questions without fear of being punished. I am always ready to start a dialogue that will lead to a mutually beneficial solution.
5. Search for a new one.
i. In our daily work, I am constantly looking for new solutions, encouraging it and aiming at increasing reliability and efficiency. I strive to make creative problem solving a daily reality to ensure high quality products and services.
ii. I understand how useful it is to draw ideas from other cultures. Taking them into service, I make the best use of this diversity for organizational purposes.
6. I think and act extremely fast.
i. Speed and fast response are also the key to future success for us. I try to respond faster than ever to ideas and offer new products to Clients. Planning and analysis should not harm the speed of execution.
ii. I strive to achieve our tactical and strategic goals with perseverance and enthusiasm, always keeping in mind the success that we want to achieve together.
7. Perfection.
Excellence in everything we do. I am aware that the key to success is excellence in all areas of our work. Therefore, I must make every effort to create, maintain and enhance our competitive advantage.
I have often heard from opponents that the above principles are very similar to the standards of the company in which they work; that in many ways things are quite declarative; that it will be difficult to implement such principles in practice, and even more difficult to find people who will live by these principles in companies ...
And then! Ideal pictures of society were painted by the French utopians. On the other hand, disbelief in the principles of the company is a "defeatist" mood.
How to be?
Personally, I am for principles! It is imperative to declare the principles by which Employees should “live” in the company, then fix what is wrong in the organization and correct it, gradually approaching the ideal.
Being a realist, I understand that it is possible not to reach the ideal by 100% during the implementation of a commercial project. However, I will strive to change the world around me for the better. Bumping along the way, I'll have less trouble achieving perfection on any new project.
It is important to note the opinion of Jim Collins (“Built to last. The success of companies with vision”) on this subject, who makes an important caveat:
“There is no “correct” value system. No matter what values you choose, there will always be a successful company that is based on completely different principles. To be great, a company doesn't have to have passion for customers (Sony doesn't), or respect for individuality (Disney doesn't), or quality (Wal-Mart doesn't), or social responsibility(Ford doesn't). Core values are essential, but it doesn't seem to matter what those values are. The point is not what value system you have, but whether you have it, whether you know it, whether you build your activities based on it, whether you keep it over time.
And at the same time, it is worth remembering that circumstances do not determine who you become, but your choice in certain conditions speaks eloquently of what values you profess.
Company values: employee's point of view
Values are created in the company not only by the boss and not only for the boss. Therefore, it makes sense to look at the problem from another interested party - the employee. No person will trust himself to an enterprise that has not established a personal relationship with him.
Almost two decades ago, the days when, under the declared values of socialism through the prism of the “principle of democratic centralism,” the main value of the builders of communism was “the happiness of children,” have sunk into oblivion. How often have we heard from our parents: "But my children will live happily." The old era is gone, and party committees, Komsomol committees left organizations with it, and what does today's society offer us?
What are the realities of today? Most of our companies are still consumers of the competencies of their employees and exchange money for their skills. But a significant part of us have already changed and this is no longer enough for us! Is it only talents that need money and meaning, material and spiritual? And if a couple of years ago we practically did not talk about this, now they are already discussing it with might and main. And increasingly, we are interested in our feelings about what we do in the organization. Ideally, the exchange should include both skill and membership in a club called The Company. What is the first thing people try to find there?
I found interesting thoughts on this subject from K. Bocharsky:
“Recently, at every interview, a friend of mine asks employers what he can create for himself after working here for two or three years. What will it come out with? Salary doesn't count. She is not a value. (E. V. Money is generally a bad value, both for the employee and for the company as a whole. It is worth listening to such professionals as Henry Ford and Peter Drucker, the first of whom said that if a business brings nothing but money, - it's a bad business, and the second one is, "When I see a company focusing on money over strategic decisions, I sell its stock.") Rather, it's the well-known "work for food" concept. A career is also a dubious value. And anyway, since when did the inscription on the business card become an asset?
In essence, at work, we create the following capital for ourselves: personal reputation and skill set. The last one is about a blacksmith who, in his old age, earned only on a heavy hammer. Doubtful prospect. At what point does the great idea of “creating value for yourself” become “work for food”?
It would not be bad to deal with each employee in order to understand what value he wants to create and what is expected from cooperation with the corporation in this regard. It is they who will become the key to turning the company into a super-efficient market organism.
The main thing in this case is not to forget about the cleaner.
5. Who should play the role of commissar in organizations as long as there is no single, pronounced state ideology in society? Yes, it does not exist in our country today, but this does not mean that companies do not have a “soul”. Every organization has a soul.
6. Do you know what value you create for the company and what value you want to create for yourself by working with the company?
7. Do you know what value your employees create for themselves?
8. So what values do we, managers, declare today to our employees? Do they allow them to feel at work naturally?
You believe that your company has a soul, and the above questions did not cause you any difficulty in answering. Amazing! Then a security question.
9. How many of your employees will go to work if you don't pay them?
Unfortunately, for most managers, this difficult questions or tasks, the solution of which is not relevant. But, fortunately, not for everyone. As an example, I will cite the words of Stuart Lawson, Chairman of the Board of Soyuz Bank:
“Today, young people in business are more focused on what this or that position can give them. As I said to my nephew who works for a multinational corporation, make sure you don't move too fast so you can forget everything you've learned as well as your previous experience. In the end, we are what we have learned, and not the amount that we last put in our pocket. On my wall is my 1975 job offer, which says my salary will be £2,700 a year. It hangs to remind me of one thing. Never work for money. Because money comes for success, it doesn't come for less important things.
My advice: first of all, decide if this job interests me, if it motivates me for further growth, if it is good enough for me, or if I can find something better. You are what you experience, you are what you have achieved.”
A wonderful example of uncompromising adherence to your values.
K. Bocharsky answered his own question in the following way:
“I think about it all the time too. There are a lot of answers, but almost always they can be “decomposed” into components, well, or they are rather a means - an intermediate instance - to achieve something else. But I want to get to the roots.
At the moment it seems to me that it is:
a) stupid grandmother. It looks like this - increasing the capitalization of oneself as an asset, and then monetizing it in one form or another;
b) loop feedback in which goodness circulates, i.e. someone calls it "creation", someone "benefit", someone realizes oneself, someone social significance, someone - following one's civic position, etc. By and large we are talking about the fact that the majority also want to increase the "assets" of their soul. For me, for example, too.
Moreover, in Lately me especially from this pret. Well, that is, when the world in your head is divided into justice and injustice, truth and lies, meaning and nonsense, it is quite clear which side you should be on. And if this condition is not met, then in the implementation of paragraph 1 it often turns out that there is no point.
Somehow like this..."
As for me personally, I want to be a participant in success for an appropriate monetary reward. I want to create, create, promote the new, raise the existing to new heights. I would like to contribute to the achievement of tangible, concrete results.
Many of us grew up from a place where the COUNTRY sounded proud and we really glorified it with our work. And since the organization is a way of life of society, in this sense I work for the country.
When I had to act as a job seeker, most employer representatives focused on what I had achieved in the past, with little interest in what I would like to achieve in the future. On the other hand, most of the job seekers I interviewed were eager to show how successful they were in the past when I wanted to hear how successful they would be with us. This is one of the main reasons why I don't like the interview as a tool for evaluating a potential employee.
Company values: customer perspective
The key values of the company are important not only for the organization as a whole and its employees individually. To complete the picture, you need to look at the values of your company not only through the eyes of your colleagues (managers and hard workers), but also customers.We see that more and more people and companies make their purchases in accordance with a set of eternal principles that they accept and which, in their opinion, are really able to withstand the onslaught of time. And if the values of the company correspond to the expectations of the consumer, then once he is imbued with them, with her kind of "religion", then it will be very difficult for them to return to the "old faith". This means that no competition will be terrible for a company that offers its customers a joint path to excellence.
Therefore, it is always worth remembering that depending on who or what you celebrate, your employees and customers will celebrate and perpetuate what feeds their values, or, conversely, your business can easily collapse if the moral choice is not in your favor.
Eduard Kolotukhin
The values of the organization are the core of the organizational culture, on the basis of which the norms and forms of behavior in the organization are developed. It is the values shared and declared by the founders and the most authoritative members of the organization that often become the key link on which the cohesion of employees depends, the unity of views and actions is formed, and, consequently, the achievement of the organization's goals is ensured.
Corporate values and norms, from the point of view of management consultants and organizational culture, may include, for example, the following:
The purpose of the organization and its "face" ( high level technologies; top quality; leadership in their industry; devotion to the spirit of the profession; innovation and others);
Seniority and power (powers inherent in a position or person; respect for seniority and power; seniority as a criterion of power, etc.);
The significance of various leadership positions and functions (importance of leadership positions, roles and powers of departments and service);
Treatment of people (concern for people and their needs; impartiality and favoritism; privileges; respect for individual rights; training and development opportunities; career; fair pay; motivating people);
Selection criteria for leadership and supervisory positions (seniority or performance; priorities in internal selection; influence informal relationships and groups, etc.);
Organization of work and discipline (voluntary or compulsory discipline; flexibility in changing roles; use of new forms of work organization, etc.);
Decision-making processes (who makes the decision, who is consulted; individual or collective decision-making; the need for agreement, the possibility of compromises, etc.);
Dissemination and exchange of information (information of employees; ease of information exchange);
Nature of contacts (preference for face-to-face or written contacts; rigidity or flexibility in using established channels of official communication; importance given to formal aspects; possibility of contact with senior management; use of meetings; who is invited to which meetings; rules of conduct at meetings);
The nature of socialization (who communicates with whom during and after work; existing barriers; special conditions for communication);
Ways to resolve conflicts (the desire to avoid conflict and compromise; preference for the use of official or informal ways; participation of top management in resolving conflict situations, etc.);
Evaluation of performance (real or formal; hidden or open; by whom; how the results are used).
It is hardly possible to give any generalized list of corporate values, since organizational culture is almost always an original mixture of values, attitudes, norms, habits, traditions, behaviors and rituals that are unique to this organization. The pursuit of common values can unite people into groups, creating a powerful force in achieving goals. This aspect of values is widely used in organizational culture, as it allows directing the activity of people to achieve their goals.
Studies show that today's highly skilled worker wants to get something more from the organization than just wages. The emergence and impact of a number of social factors led to the formation of a significant layer of modern work force, whose expectations are very different from those that prevailed among the previous generation of workers. Modern workers expect not only to be financially successful, but also prefer to feel psychologically comfortable in the organization, cultural values which correspond to their personal value orientations.
Every organization carries out its activities in accordance with those values that are essential for its employees. When creating organizational cultures, it is necessary to take into account the social ideals and cultural traditions of the country. In addition, for a more complete understanding and assimilation of values by the employees of the organization, it is important to provide a different manifestation of corporate values within the organization. The gradual acceptance of these values by the members of the organization will allow achieving stability and great success in the development of the organization.
However, not all corporate values, realized and even accepted by an employee as such, really become his personal values. Awareness of a particular value and a positive attitude towards it is clearly not enough. Moreover, it is not even always necessary. Really necessary condition This transformation is the practical inclusion of the employee in the activities of the organization aimed at realizing this value. Only by acting on a daily basis in accordance with corporate values, observing the established norms and rules of conduct, an employee can become a representative of the company that meets intra-group social expectations and requirements.
Full identification of an employee with the company means that he not only realizes the ideals of the company, strictly observes the rules and norms of behavior in the organization, but also internally fully accepts corporate values. In this case, the cultural values of the organization become the individual values of the employee, occupying a strong place in the motivational structure of his behavior. Over time, the employee continues to share these values, regardless of whether he is within the organization or working elsewhere. Moreover, such an employee becomes a powerful source of these values and ideals, both within the organization that formed him, and in any other company, firm, etc.
Core Values modern companies perceived through visible embodiment in the form of symbols, stories, heroes, mottos and ceremonies. The culture of any company can be explained by these factors.
In many companies, corporate values are like a theory of relativity: everyone knows about their existence, but only a few know what they are. In my opinion, this state of affairs is one of the most unforgivable mistakes that a leader can make.
Corporate values perform the same task in the company as morality in society: they allow it to exist and develop. Thus, a company in which corporate values exist only formally will inevitably prove unviable in the long run.
The reasons why in some Russian companies until recently, they did not pay enough attention to corporate values, maybe several. On the one hand, people who grew up before and during the reforms of the 1990s acquired a strong aversion to the imposition of any moral principles "from above". On the other hand, everyone was in such a hurry to develop and earn money that there was simply no time to form values, and many probably did not think about the long term.
However, if you look at large global companies, it becomes obvious that corporate values and corporate culture in general are really important for them and play a significant role in organizing employee relationships, building business processes, strategic planning and decision making. And in this regard, the experience of Microsoft is very indicative. The company's values describe its unique characteristics and the specific work that distinguishes Microsoft and allows it to remain a leader in a dynamic and highly competitive IT market for so many years.
Any person who starts working at Microsoft gets acquainted with the values of the company and decides to what extent they suit him personally, whether he is ready to share them. And this is not a formal procedure, but a really important stage in the work of our HR managers. Of course, any readiness and interest can be imitated. However, experience shows that employees who do not show sufficient sincerity and attention at this stage end up with great difficulties in their work. And this is just a good demonstration of the fact that corporate values are not just postulated, but also function. Personally, when deciding to work at Microsoft, I considered corporate values as one of the most important criteria choice. And, of course, the coincidence of my personal values with the values of the company could not but inspire.
It is very important that a person is sincerely imbued with values. To do this, they must correlate with his own moral standards, social aspirations and understanding of the personal path of development. It seems to me that anyone who is interested in his work will be able to understand and share the corporate values of Microsoft, professional growth And new experience. And this, in turn, is an excellent description of most good specialists. However, judge for yourself.
Self-criticism
It seems to me that this is one of the key values, since it was it that did not allow the company to rest on its laurels and forced it to repeatedly change the fundamental principles and directions of business development. By the way, this principle exists literally at all levels. For example, when I write a report, I need to point out shortcomings, areas for improvement, even if overall results beautiful.
Responsibility
Anyone who works at Microsoft represents the company and is responsible to more than a billion of the company's customers and partners. And this means that he must be ready for professional hard work. And here we are not talking about the responsibility for show, which makes many lazy people come to work first, but about the fundamental inability to perform their work worse than a certain professional level.
Willingness to take on complex tasks
Willingness to solve complex problems, setting ambitious goals, is not so common. Many people simply feel uncomfortable working when they are constantly required to make decisions, improve their knowledge, and master new directions. However, this is exactly what many people like, it does not allow you to get bored and gives a feeling of satisfaction with yourself and the work done. I myself do not like routine and sincerely admire people who can set grandiose tasks, like "A computer is in every home, on every desktop." When I joined the company, I started by setting one of those big goals: to double the business in Russia. And today we are confidently moving towards its achievement.
Commitment to technologies, interests of customers and partners
Probably, in certain areas you can be a good specialist, doing what you are not too interested in. I know that some even see this as one of the hallmarks of a true professional. This can be discussed. But I am sure of the opposite: a person who is not interested in technology cannot work effectively and professionally in a leading IT company.
Honesty and openness
This value coincides with generally accepted norms of morality that exist in society. However, its significance within the company is that its reputation is not only made up of consumer properties products and the value of shares, but also from those human, civic qualities that its employees possess.
In conclusion, I would like to say that, as always, I am interested in dialogue. You may not agree with some of what has been said. Maybe, in your opinion, corporate values are just a brainwashing tool, or do you think that they are necessary only for large companies, and medium business is it fine without them? Perhaps you know examples of successful companies in which the main corporate value is the absence of corporate values, or have you personally encountered original, non-standard ways of their formation?
A business organization has three general values that are interrelated as follows:
They are general in the sense that all other management values of the organization are based on these three. Let's take a closer look: I. Manageability means a certain measure in the ratio of the managing and managed subsystems of the organization, the degree of control that the first of them can extend to the second, cover it.
Manageability can be assessed by two main parameters.
1.1. Consistency of goals and actions of departments and employees of the organization, which, in turn, is determined by:
a) the quality of goals (the quality of goals means their clarity, not
inconsistency, consistency, reachability):
- the highest, strategic goals of the organization (the image of the desired future,
ideology, mission, strategy, special policies);
— long-term goals of the organization;
- operational goals of the organization (service functions of departments and
employees);
b) the degree of personnel motivation to achieve these goals;
c) the quality of the organizational order (business technology, horizontal connections, work rules, etc.);
d) the level of corporate culture (teamwork, interest
all for the purposes of the organization).
1.2. Realizability of solutions.
II. Innovation is the ability of an organization to innovate and implement innovations. To some extent, it is the antipode of manageability, since innovations often reduce manageability (for some time), but even without them, manageability becomes dysfunctional.
The innovativeness of the organization is manifested by:
2.1. in openness to changes (thinking, behavior, product, etc.);
2.2. in proactive management, i.e. focusing not so much on following
behind the demand, how much on the impact on demand; not just sensitivity to
market signals, and the production of new signals for it;
2.3. as a managerial will, i.e. in the ability of a leader to bring
innovation processes to completion.
III. Clientele organization is its compliance with the needs, market trends, the attractiveness of its products to the clientele. Consists of three main components: service component- availability, guarantee, quality, delivery time, etc.; aesthetic component- product design, packaging, appearance manager, office interior design, etc.; ethical component- Attitude to clients and skills of work with them.
All three management values are interconnected.
For practical leaders, these three values are not equal. Handling for most is more important than the other two. Even the cult of manageability is widespread in our business culture. The fear of her loss and even decline overpowers everything. There are heavy organizational systems that have grown over many years, requiring urgent restructuring, while their creators are almost terrified of renewal, radical change. They agree that such cumbersome constructions are ineffective, they even participate in the development of options for their transformations, and yet they endlessly put off innovations, freeze in front of them. The reason is the same. Innovation is needed, but manageability is more important. Although this concept means for them, first of all, control, keeping all elements under personal supervision, caused by the desire of the thirst to know everything about their organization, the fear of losing sight of at least something. For example, the head of a large company, which employs almost 4 thousand people, requires all dismissals and appointments, even in small and auxiliary divisions, to be coordinated with him.
Customer service now comes second in importance among these three core values. Innovation appears mainly when and to the extent when and to what extent it is required by following the other two values. If controllability is deeply embedded in the subconsciousness of the manager, entrepreneur, clientele is in his preconsciousness, then innovation is realized only by the mind, less often by the mind, and then with hesitation and increased prudence.
Let's assess the state of the organization for each of these parameters and find opportunities for development, improvement, corresponding to the assessments received. And what is more developed in your organization, perhaps, prevails? Which of these parameters is underdeveloped and why? How to balance them in the future?
