Problems of formation and development of organizational culture. Problems of formation of the organizational culture of the organization

The formation of organizational culture, its content and individual parameters is influenced by a number of factors of the external and internal environment, but at all stages of the development of an organization, the personal culture of its leader largely determines the culture of the organization. This influence is especially strong if the organization is at the stage of formation, and its leader has outstanding personal and professional abilities. The external environment has a significant impact on the organization, which naturally affects its culture. However, as practice shows, two organizations operating in the same environment can have very different cultures. This is because, through their shared experience, the members of the organization deal with two very important problems in different ways. The first is external adaptation. The process of external adaptation and survival is associated with the search for and finding by the organization of its niche in the market and its adaptation to the constantly changing external environment. This is the process by which an organization achieves its goals and interacts with representatives of the external environment. IN this process issues related to the tasks being performed, methods of their solution are solved. The second problem is internal integration. The process of internal integration is concerned with establishing and maintaining effective work relationships among the members of an organization. It is the process of finding ways to work together and coexist in an organization. The process of internal integration often begins with the establishment of specifics in the definition of oneself, which applies both to individual groups and to the entire team of the organization. Often this leads to organizational differentiation.

Problems of external adaptation and survival:

1. Mission and strategy. Definition of the mission of the organization and its main tasks; choice of strategy to fulfill this mission.
2. Goals. Setting specific goals; reaching agreement on goals.
3. Facilities. Methods used to achieve the goals; reaching agreement on the methods used; decisions on organizational structure, systems of incentives and subordination.
4. Control. Establishment of criteria for measuring the results achieved by an individual and groups; creation of an information system.
5. Correction. Types of action required in relation to individuals and groups that have not completed tasks.

Internal Integration Issues:

1. Common language and conceptual categories. Choice of communication methods; determining the meaning of the language and concepts used.
2. Group boundaries and entry and exit criteria. Establish criteria for membership in the organization and its groups.
3. Power and status. Establishing rules for the acquisition, maintenance and loss of power; definition and distribution of statuses in the organization.
4. Personal relationships. Establishment of rules about the level and nature of social relations in the organization between gender and age; determining the acceptable level of openness at work.
5. Rewards and punishments. Determination of desirable and undesirable behavior.
6. Ideology and religion. Determining the meaning of things that defy explanation and are beyond the control of the organization; faith as a stress reliever.

In any organization, its employees tend to participate in the following processes:

- distinguish from the external environment what is important and unimportant for the organization;
- develop ways and means of measuring the results achieved;
- find explanations for success and failure in achieving goals.

It should be borne in mind that for enterprises of the tourism industry, especially hotel complexes, human resources are the basis of all activities. That's why main task in the process of forming the organizational culture of the hotel is the creation of a single cohesive team that will be able to efficiently, quickly and kindly serve both its customers and its employees.

Being an integral part of the hotel product, the staff, in my opinion, should be very clear about what aspects hotel business he will face in his work and which of his colleagues can help him solve certain problems that arise when communicating with a client. For this personnel service should develop such an organizational culture that will maximize the improvement of communications between certain hotel services and staff awareness about the features of the work of hotel services and the changes taking place in them.

One of characteristic features hotel service is its intangibility. It cannot be touched, seen or heard until it is directly rendered. In order to give potential client some guarantee of the quality of the service, it is necessary to show him something tangible, material. Accordingly, increased attention should be paid to such methods of forming an organizational culture as the use of corporate symbols, slogans and declarations of management, creating the image of the staff and the entire hotel complex.

It is also necessary to create conditions to encourage good work with the client, to pay attention to the so-called "intra-corporate marketing". Accordingly, when developing the concept of the organizational culture of the hotel, preference should be given to the formation of such values among the staff as the priority of the interests of the client, cohesion, mutual assistance and a sense of belonging to one company.

Another specific characteristic of a hotel service is inseparability from the source and object of the service. In most situations, the provision of hotel services requires the presence of both the one who provides them and the one to whom they are provided. Therefore, employees are part of the commodity sold. A hotel room may be beautifully decorated and equipped, but the unprofessional or even rude behavior of the maid will reduce the overall impression of the client from the hotel, and most likely his assessment will be negative. Therefore, the hotel management must monitor not only the condition of their material resources but also for the state of human resources. This requires periodic inspections and certification.

The use of such a method of forming an organizational culture as a management reaction to the behavior of employees in a critical situation can be an effective means of eliminating the negative impact on customer satisfaction of such a characteristic of a hotel service as quality volatility. In addition, attention should be paid to staff training and development programs that instill in employees a sense of pride in their hotel and job satisfaction.

The absence of an organizational culture in a particular hotel means that there is no mutual understanding between the employees and the management of the hotel, as well as between its ordinary employees. In such a hotel, an atmosphere of distrust and suspicion reigns, mutual assistance is excluded, since the basic motto of the enterprise is the primitive slogan "Every man for himself." The attention of the staff is more occupied with intrigues than with servicing customers who become hostages of the internal disassembly of the team. It is easy to assume that in a saturated market of hotel services such an enterprise will not be viable. There are still organizations on the Russian hotel market that neglect the creation of a healthy working climate. The management of such hotels relies only on the technical side of the service process. Why this becomes possible has been shown by special studies conducted by the specialists of the association “University of Hotel, Tourism and restaurant business which, in particular, led to the following conclusions:

one of the reasons for the lack of attention of directors of hotel enterprises to personnel issues is the existing psychological barrier between managers and performers, which creates a situation of mutual misunderstanding and distrust;

excessive specialization complicates the organizational structure of hotels, leading to the fragmentation of a single mechanism into numerous services isolated from each other, in which their own subculture is often created and cultivated, based on a sense of false superiority of one unit over another;

lack of incentives for professional growth reduce the interest of personnel employed at the lower levels of customer service in improving labor productivity.

These findings are suggestive, because, as research shows, there is no alternative to organizational culture. The hotel staff should see behind each of their actions a certain - negative or positive - contribution to the overall financial results hotel activities.

Dialogue with the client is the only way to common purpose, which is the organization of recreation, the most appropriate desire and capabilities of a particular buyer.

Thus, the provision of hotel services is a special type of business with rather specific characteristics that can become both a factor in the growth of the competitiveness of an enterprise and the cause of its failure. One of the factors for the successful use of the above characteristics can be the formation and development in the hotel complex of such an organizational culture that will contribute both to improving the quality of services provided and to increasing staff satisfaction with their work.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Problems of external adaptation

Mission and strategy - the organization needs to formulate its mission, identify the tasks that need to be solved to achieve it, and choose an appropriate action strategy;
Goals - the organization sets specific goals, coordinating them with the conditions of the external environment;
Methods - the company chooses the means to achieve its goals, adapting them to the conditions of the external environment, decides on an organizational structure that meets the goals and objectives, and also develops a system of subordination;
Control - the company creates information system and formulates the criteria by which the organization's activities and environmental conditions are assessed;
Correction - the organization develops the types and forms of actions that need to be carried out to correct the chosen course and achieve goals in the event of a change in any conditions.

Problems of internal integration

Common language - the company needs to determine the methods of communication acceptable in its culture and the language of communication in order to ensure the coincidence of conceptual categories among members of the organization;
Group boundaries - the organization establishes criteria for belonging to a particular group, as well as to the organization as a whole;
Power and status - certain rules are formed in the organization for the acquisition, maintenance and loss of power, the distribution of employee statuses, the criteria for their assignment;
Personal relationships - the organization establishes the rules of social relationships that regulate their level, nature, acceptable degree of openness;
Rewards and punishments - the organization establishes criteria and boundaries for the desirable and undesirable behavior of employees and the corresponding sanctions and rewards;
Ideology - within the company the meaning of things that cannot be explained and controlled is determined, faith in the principles of the organization is a way to unite the team and relieve stress.

In conditions of high variability of the external environment, the most important factor for successful adaptation is the use of active change management. In such a situation, an early response becomes a necessity, since the time required for the development and implementation of the entire range of innovations turns out to be more than the time for which the development of changes takes place. external environment. However, an enterprise can full complex internal changes before external processes have time to bring financial losses. A properly planned strategy in this case will achieve competitive advantage and earn extra income.
The formation of the joint experience of the members of the organization as a social unit occurs in the course of solving two main problems: the problem of external adaptation and survival and the problem of internal integration (Table 1.15).
Table 1.15
Formation of organizational culture: problems of external
The formation and change of the culture of the organization occurs, according to E. Shein, iodine by the influence of primary and secondary factors. The "primary" include factors related to the characteristics of the organizational behavior of the managers themselves and the duties they perform.
Secondary factors, according to E. Shane, to a greater extent reflect the organizational rituals and symbols of the organization. Ia. the formation of the culture of the organization is also influenced by:
the business environment in general and the industry in particular;
examples of national culture;
the identity of the leader or founder of the company
According to the results a large number Collected materials in the most general form can be divided into the following groups of problems of changing organizational culture in the sequence of their occurrence.
The clash of traditional and new views on the organizational problem. Problems of the origin and formation of organizational innovation, the struggle of ideas, reassessment of the usual forms of work (connections), previously effective, but no longer meeting the new requirements at this stage of development. Finally, the recognition of the existence of the problem itself and the need to solve it.
Problems of translating ideas into concrete solutions (design studies, organizational and regulatory documents). At this time, the idea itself is often transformed, as a result of which the implemented solution loses its innovative meaning or, conversely, its significance increases. The first is usually considered as a negative result of refinement, and the second as POSITIVE;
The problem of adapting innovation to the environment and the environment to innovation. It arises both at the stage of experiment, that is, the experimental introduction of innovation, and at the stage of its wide distribution.
In systemic and organizational terms, the establishment of any new connection the cancellation of the old one must precede it, or other changes must occur in the structure of established ties. How much and how soon they will be compensated by the effect of innovation remains unknown to managers and performers at the pre-experimental stage.
4. The problem of mass character. This problem is the most critical in innovation process. As a result, the expected effectiveness of the innovation is not achieved, the campaign itself has been discredited in the face of the workers.
The reasons underlying these problems are the organizational unpreparedness of the production system, the psychological and professional unpreparedness of people for the perception of innovation, its everyday and widespread use.
Solving problems requires, first of all, a serious analysis of the already established organizational culture in order to take into account the degree of its influence on the implementation of the company's plans, because any changes must correspond to the internal capabilities of the organization. In short, you should avoid a situation where leaders realize the level of culture of their organization only when they are trying to make changes that it does not accept. There is a clash of two cultures: the old and the new.
For example, in the late 1980s, the management faced a similar problem. American company Boeing, fearing that the European Airbus would overtake Boeing technically and bring down prices, the introduction of Japanese methods into the practice of organizing management caused strong rejection and even resistance from the company's managers, many of whom were simply not interested in change. Boeing gradually parted ways with such employees, doing it very tactfully and carefully. Jack Welch, the head of General Electric, was not so soft-spoken and fired hundreds of managers when he felt resistance to the urgent change from the prevailing organizational culture.
John Kotter published an article in 1995 titled "Why Change Efforts Fail?" in which he summarized his experience of working with more than a hundred companies of various profiles and sizes in America and Europe. He highlights eight common mistakes committed by the leaders of most companies:
not creating a strong enough sense of urgency;
a strong enough coalition is not created to lead the change;
lack of vision;
insufficiently strong transfer of vision to company employees;
obstacles to a new vision are not removed;
there is no systematic planning to achieve short-term victories;
victory is declared too soon;
change is not ingrained in the corporate culture.
In the work of Russian companies, these errors are more common than we would like.
Many Russian companies are already facing, or will face in the coming years, the need to make changes. Unfortunately, the leaders of Russian companies are much less equipped with knowledge of the theory of change and practical advice for their implementation. This happens for several reasons:
Domestic theory organizational development takes its first steps and does not have a long history and traditions that allow accumulating and analyzing existing experience.
There are very few publications in Russian specifically dedicated to change management.
3. Using the experience of such multinational companies as General Electric, AT&T and IBM, which are often referred to in translated textbooks, as well as direct use recommendations based on American or Western European experience are highly questionable due to the large differences in the resources available to the firm, in the macro-economic environment in which it operates, and in the characteristics of national business. Therefore, we often encounter situations where the leaders of Russian companies begin to implement the process of change, relying on their previous experience, common sense and intuition. Unfortunately, in the vast majority of cases, this is not enough to achieve success.
Implementation organizational change- this is the highest aerobatics in the work of company leaders, involving knowledge of the psychology of the process of change, its philosophy and technology, as well as studying the successful and unsuccessful experiences of other companies. It is possible to compare the implementation of organizational changes with the ascent to an unknown peak. There is always the possibility of failure, but careful preparation and knowledge of the mistakes made by others increase the likelihood of success.
So, according to observations (Fig. 1.13), the data of which were obtained on the basis of interaction with about two hundred companies with Russian and foreign capital for about five years, the ratio of consciously and unconsciously formed organizational culture in Russian and foreign companies is approximately as follows:
1) Russian companies ( Russian management without significant influence from Western partners)
20% - consciously formed organizational culture; 80% - existing, but practically not realized;
2) Western companies: 70% - consciously;
Rice. 1.13. Attitude of consciously and unconsciously formed organizational culture
Thus, organizational culture is mostly formed in Russian organizations unconsciously.
Problems of formation of organizational cultural property in Russia are associated not so much with the quality of legislation as with the lack of practice corporate governance.
In 2003, a survey was conducted of the norms and principles of organizational behavior and culture of organizations of 31 joint-stock companies from the Sverdlovsk, Perm, Chelyabinsk and Kurgan regions, belonging to different industries and fields of activity. The total number of respondents was 72 people. (38 - members of the Boards of Directors, 34 - members of the Boards).
Consider it important to ensure compliance with the activities of the corporation legislative norms- 21%, disclosure of information - 29%. Only 68% of respondents answered in the affirmative that the Board of Directors exercises effective control over management.
When asked to the top managers of the surveyed structures whether the balance of interests between management and shareholders is maintained, only 11% answered in the affirmative, 54% believe that such a balance takes place to some extent, 28% - to a minimum extent, 7% - absent. This indicates that the existing culture of organizations is far from civilized norms and rules of corporate conduct.
This is confirmed by a poor knowledge of the principles and values of organizational culture. Thus, only 27% of the members of the Boards of Directors and 22% of the members of the Management Board have a correct, in their opinion, understanding of these principles. The majority of respondents (respectively 67 and 60%) answered that they know them only to some extent. It is alarming that quite a few people (6 and 18%) who perform key features management in corporations, are familiar with the principles of corporate governance to a minimum extent. It is through the prism of such knowledge (more precisely, ignorance) that other answers concerning the basic issues of organizational culture and corporate governance should be considered.
Company disclosure attitude
The responses recorded ambiguous positions regarding the importance of information transparency (Table 1.16).
37% of senior executives surveyed believe that the culture of the organization should be aimed at increasing the value of the company as the main strategic goal business development; 63% adhere to a more general position - the culture of the organization should harmoniously combine both economic and social approaches. True, compared with the 1999 survey, positive changes appeared in the attitude of managers to the issue of the need to train employees in the norms and rules of the organization's culture. If in 1999 80% of respondents were in favor of such training, then in 2002-2003. - 100%. This unanimity can be explained by the fact that top managers realistically assess the level of development of the organization's culture in their firms (22% of respondents consider it low and very low, the rest - average).
Does senior management pay attention to the process of improving the culture of the organization? The vast majority of respondents (81%) answered this question in the affirmative. To the question: “In your opinion, is the management of the enterprise engaged in the formation of a culture-organization?” Only 48% of respondents spoke in favor, 7% removed responsibility for the formation of this component, arguing that the norms of corporate behavior do not depend on the efforts of management.
Top executives are aware that it is necessary to form a positive image of the company (96% of respondents spoke in the affirmative about this). At the same time, it does not show such a unanimous opinion that corporations should develop on the principles of socially responsible business (a third of the respondents this proposal negative or difficult to answer). Apparently, the leaders do not associate the formation of a positive image with the solution of the problem. social responsibility firms, which is contrary to global trends in corporate development.
No less indicative is the answer to the question: “Is management ready to develop a corporate strategy based on the principles of taking into account high moral obligations and social responsibility?” The vast majority (59%) cautiously noted that this topic requires discussion, 29% attributed its decision to the long term, 4% of the respondents were categorically against the very posing of the question. Only 4% are ready to take into account the principles of social responsibility when developing a corporate strategy. Such a range of opinions characterizes the low level of development of value concepts in organizations and in society as a whole.
Therefore, the statements of managers about their attitude to people as the main resource (70%), and about their characteristics of the enterprise as striving for growth and change (92%) should be considered purely declarative. After all, it is impossible to improve the institutional environment in organizations without taking into account morality, responsibility and other values.
Almost 80% top managers spoke in favor of the need for a code of corporate conduct for their companies as a guideline. At the same time, about 10% of the members of the Boards of Directors and 4% of the members of the Management Board believe that the code is not needed at all. This indicates the unpreparedness of management to adequately perceive the growing role of the organization's culture and norms of corporate behavior.
The conducted studies allow us to conclude that it is necessary to take into account the process of evolution of intra-company relations as a result of the dynamics of changes in the value system and corporate behavior strategies.
Noting the ways of implementing changes in the culture of the organization, one can single out social factors and indicators that increase the likelihood of a successful or unfavorable outcome of implementation management decisions on cultural innovations (Table 1.17).
Table 1.17
Factors and indicators that increase the likelihood of a successful or unfavorable outcome of cultural innovations
Factors Indicators Probability

Favorable outcome Nsblatlr * ipnsh outcome Idsolopshs-skns factors Quality of ideology Known, positive result Uncertainty (non-routine change in status and role)
Quantity of expected benefits Precisely known, coinciding with the desire of the subject Unknown, the inability to control this quantity on the part of the subject Long-term social factors Culture Acceptability, belief in favor of innovation Derogatory attitude, myepie about destructiveness
Properties
jimnjocTH
Physiology Steady, open, confident Unsteady, inflexible, neurotic or psychotic

Healthy Specific negative
Skills Acquired favorable experience Absence or negative experience, unpreparedness External factors
I Mood Expectation Calm, relaxed or euphoric Depressed, overexcited, emotionally depressed

Known Powers Danger, Harm, Mind Manipulation, Unknown Powers
Desires General satisfaction, specific personal goals Aimlessness, desires (possibly repressed) to harm oneself or society Internal factors of the target environment
social relations Formal instructions Friendly, friendly relations between employees Lack of respect and manipulation of personality, cruelty

Clear, understandable, conducive to trust and success Ambiguous, dishonest, creating a sense of mistrust
Implicit demands Coinciding with explicit elements of communication, encouraging Contradicting the promised, contributing to the strengthening of negative parameters In the bulk of modern scientific publications it is argued that successful companies that are able to maintain profitability and financial turnover above the norm are characterized by the fact that they satisfy a number of well-defined conditions. Six of them are considered fundamentally important. The first is the existence of solid barriers that prevent outside organizations from entering the sphere of activity of such companies. When other organizations are faced with various barriers to entry into a business that your organization is already in (for example, high costs, special technology or proprietary knowledge that prevent other firms from entering your market), you will have few competitors; and perhaps not at all. A small number of competitors means the possibility of high turnover for your company. The second condition is the impossibility of product substitution. When other organizations are unable to duplicate your company's product or service and there are no other alternatives, for example, you are their sole supplier, it is reasonable to expect that the turnover is likely to be increased. The third condition for success is a large market share that allows your firm to successfully invest capital using economies of scale. The largest players in the market can negotiate concessions, resort to sales at a discount, vertically integrate, and even buy smaller competitors, thus achieving large turnovers. The fourth condition is the weak ability of buyers to make deals. If, for example, the buyers of your company's products become dependent on the company you head because they have no other alternative sources, an increase in turnover will be an obvious result of this state of affairs. The fifth condition is the weakness of suppliers in the conclusion trade deals. As with the fourth condition, when suppliers, having no other alternative contractors, become dependent on your company, you will have more high level finance turnover. Suppliers will be forced to offer your firm preferential prices, convenient delivery schedules, higher levels of quality, and/or more highly proprietary products and services. The sixth and final condition is determined by the existence of rivalry among your competitors. It serves to distract attention from the desire to compete on an equal footing with your company. Instead of choosing your firm as the target of their collective attacks, rivals fight each other. Equally important is the fact that this intense competition is likely to raise the performance standards of the industry as a whole. Incentives for performance improvement are the product of fierce competition.
There can be no doubt that all of the above belong to the category of desirable features that can contribute to financial success. They fully comply with the generally accepted concept common sense. Remarkably, however, over the past twenty years, the most successful US firms have not enjoyed any of these competitive advantages. The top five performers of the last two decades—firms that were literally out of competition in terms of financial turnover—had none of the so-called preconditions for success. The top performers were South-West Airlines (21,775% turnover), Wal-Mart (19,807% turnover), Tyson Foods (18,118% turnover), Circuit City (16,410% turnover) and Plenum Publishing (15,689% turnover) ( see: J. Pfeffer, 1995).
You can talk about interesting traditions for a long time foreign companies, which have been formed over decades, about their complex organizational culture. But it's probably more interesting to know what's going on in Russian companies, companies with completely Russian management.
If we compare the situation that took place 3-4 years ago, then, speaking about their needs for personnel, managers almost always limited themselves to the required qualifications and personal data. Maybe when it came to the secretary, they remembered external data. Now everything is different. On the one hand, because the market has become more diverse. On the other hand, managers began to understand that corporate culture and employees as its spokesmen determine the positioning of the company in the market, the level of work with clients, the image. The psychological climate and friendly relations allow people to more unitedly achieve their goals for themselves, and not “for their uncle”. The more difficult the situation, the more competitive are companies with a strong corporate culture, with traditions, with people who are ready to support each other and their company in difficult times.
Survey of employees of various commercial banks, trade and consulting firms showed that the top management of these organizations sees in corporate spirit the source of the firm's wealth.
According to the executives interviewed, corporatism includes
myself:
Professionalism of employees
Loyalty and loyalty to the firm
Material and moral incentives to encourage qualified specialists
Employees perceive corporatism as:
Friendly relationships with colleagues
Opportunity for professional growth
Material benefits and rewards
The majority of respondents believe that staff turnover is practically the only criterion for the correctness of the chosen corporate policy. Therefore, bonuses and benefits are provided for employees. They are encouraged and constantly congratulated on something - with a promotion, birthday or professional holiday. If there are not enough holidays, then you can always come up with them (Accountant's Day, Secretary's Day, etc.).

St. Petersburg "Humanistika"

A. N. Asaul, M. A. Asaul, P. J. Erofeev, M. P. Erofeev

Saint-Petersburg "Humanistica" 2006

INTERNATIONAL ACADEMY OF MANAGEMENT INSTITUTE OF PROBLEMS

ECONOMIC REVIVAL

A. N. Asaul, M. A. Asaul, P. Yu. Erofeev, M. P. Erofeev

CULTURE OF ORGANIZATION: PROBLEMS OF FORMATION AND MANAGEMENT

St. Petersburg "Humanistika"

UDC 17.022.1(075.8) BBK 87.75.ya 73

Asaul, A. N. Organization culture: problems of formation and management / A. N. Asaul, M. A. Asaul, P. Yu. Erofeev, M. P. Erofeev - St. Petersburg: Humanistics, 2006.

In this book, the authors consider the culture of the organization as an integral part of the resources that any company uses to create value. Shown domestic and Foreign experience formation of the culture of the organization. The analysis of the main directions of rationalization and improvement of the efficiency of business processes in entrepreneurial activity. Suggested guidelines on designing the culture of the organization, as well as a methodology for assessing the level of organizational culture. The principles of reputational audit and creative management, corporate behavior and conflict management are considered.

The publication is not only a presentation of individual scientific ideas and conclusions of the authors, but also a generalization of theoretical views and practical experience of scientists and practitioners, in connection with which the book will be useful to a wide range of readers interested in the problems of organizational culture.

The book is intended for scientists-economists, graduate students, as well as a wide range of readers interested in the problems of organizational culture.

The publication is carried out with the support of the Institute for Economic Revival Problems and the editors of the journal "Economic Revival of Russia"

ISBN 5-86050-278-8

A series of books is published by the editors of the journal "Economic revival of Russia" Project manager - Chief Editor magazine, Honored Builder of the Russian Federation, Doctor of Economics. Sciences, Professor A. N. Asaul

Reviewers:

A. N. Degtyarev, Doctor of Economics Sciences, Professor, Honored Scientist of the Republic of Bashkortostan (Ufa State Academy of Economics and Service)

M. M. Omarov, Doctor of Economics Sciences, Professor (Novgorod State University named after Yar. the Wise)

P. Yu. Erofeev, M. P. Erofeev, 2006 © "Humanistika", 2006

ETHICS OF BUSINESS AND CULTURE OF ORGANIZATIONS

EFFICIENT CORPORATE CULTURE AS A FACTOR OF COMPANY SUCCESS

CORPORATE CULTURE AS A METHOD AND INSTRUMENT OF CONTEXT MANAGEMENT

COMPANY EMPLOYEES - BEARERS OF CORPORATE CULTURE

INTRODUCTION

At the present stage, the relevance of the study of the culture of the organization increases with the tightening of competition, with a shift in emphasis competition from technology to intelligence, mergers and acquisitions of some companies by others, the desire to develop new business areas, with the globalization of the economy and the formation of a single economic space. The complexity of methodological assessment, multidisciplinarity, its unique interactive nature create certain problems in the study of the culture of the organization. From a practical point of view, the culture of the organization is the "soul" of the company, makes it possible to competently and effectively manage the organization, is a new direction, little studied in Russia. In place of such universally recognized values as discipline, obedience, hierarchy, power, others come: participation, self-determination, collectivity, disclosure of personality, creativity, intellectual capital. Companies with a well-developed culture are the fastest to rise and develop.

The main idea of the book is the accumulation of scientific ideas about the most likely directions for the development of an organization's culture, as well as the development of methodological provisions and applied results aimed at shaping an organization's culture, its diagnosis and management of both corporate culture and its changes.

This book uses the terms "organization culture", "organizational culture", "corporate culture". There are dozens of definitions for these concepts. Their analysis shows that each of them has its own phenomenology, which the authors did not set out to investigate.

The term "organization culture" includes the concepts of "organizational culture" and "corporate culture" and performs system-forming functions aimed at improving the efficiency of management and human activity at each workplace and the company as a whole, as well as the growth of indicators of the final results of its activities.

The main goal of the formation and management of the culture of the organization is the disclosure of human potential and its organizational capabilities.

Because the talented people as an intellectual resource is an integral part of the resources used by the company, and resources must be managed, the authors of the book offer their own vision of managing a creative team and talented people.

Ethics 1

BUSINESS ETHICS AND CORPORATE CULTURE

1.1. Business ethics and economic culture

“... Ethics should be extended to everyone and everything. Ethics must be in everything, no matter what happens in the company. It must constantly serve as a guide to action. You can't be a little ethical or ethical when it suits you. Ethics is absolute.

In an era of emotional attachment and abundance, ethics is a powerful competitive weapon. It can become a source of differentiation, since it is very rare that this area is completely captured by competitors.

Nordstrom K., Ridderstrale J. Funky business

- a system of norms of moral behavior and duties of people in relation to each other and society as a whole.

Ethics business relations is a system of universal and specific moral requirements and norms of behavior implemented in professional activity. It includes:

ethical assessment of internal and foreign policy organizations; moral principles of the members of the organization; moral climate in the organization; business etiquette.

Each company has a certain system of universally recognized moral procedures (norms, values, knowledge) that are mandatory for all employees. Core corporate ethics is formed by the founders of the organization and is directly related to their life experience and worldview. The reputation and authority of the leader, the effectiveness of his work are perceived by subordinates as a given, and they begin to imitate him to one degree or another. Any person who decides to become an entrepreneur, that is, to start his own business, enter the world of business, for this reason alone is an extraordinary person. And the qualities of this personality begin to be realized, projected onto the organization he creates. It is in human interaction that corporate ethical values are formed.

The Ethical Principles for Conducting Business2 were developed by the World Business Roundtable. This structure was founded in 1986 by businessmen from the USA, Europe and Japan. The Round Table created a set of rules based on the ideology of Japanese corporations (the term "kyosei" is adopted to denote this ideology - literally translated "to live and work together").

Principle 1. Companies have obligations not only to shareholders, but to all those who directly or indirectly participate in the business. The value of business for society lies in the fact that it provides material well-being.

1 Aristotle defined the concept of "ethics" as "the virtues or virtues manifested in human behavior" and believed that ethics "helps to know what should be done and what should be abstained from."

2 Based on materials from the Washington ProFile agency (USA).

the state and employment of the population, and also provides quality goods and services for consumers reasonable prices. Businesses have a role to play in improving the lives of their customers, employees, partners, and investors by giving them a share of the wealth they create together. Suppliers and competitors also have the right to expect to be treated fairly and fairly. As conscientious members of society, businessmen have a share of responsibility for how regions, countries and the whole world will look like in the future.

Principle 2. Companies should contribute to the social progress of the countries in which they operate by ensuring effective production activities and helping to improve the well-being of the inhabitants of these countries. Companies must contribute to the economic and social development through prudent use of resources, free and fair competition, and improvements in technology, methods of production, etc. Business should have a positive impact on education, human rights, and the general health of the countries in which it operates.

Principle 3. Trade secrets have a right to exist, but a businessman must understand that sincerity, goodwill, honesty, ability to keep one's word and openness not only contribute to strengthening reputation and stability, but also ensure the clarity and efficiency of transactions, especially at the international level.

Principle 4: In order to avoid friction and ensure free trade, and to create equal opportunities for competition, a fair treatment of all business participants, a businessman must respect the laws. In addition, he must recognize that some actions, even if they are legal, may have undesirable consequences.

Principle 5: Companies must work together to ensure progressive and legitimate trade liberalization and the relaxation of local restrictions that hinder trade in general, while respecting the political objectives of each country.

Principle 6: Companies should protect and, wherever possible, improve environment prevent wasteful use of natural resources.

Principle 7: Companies should not engage in activities that condone bribery, money laundering or other corrupt practices. Trade in weapons or other materials for conducting terrorist activities, drugs, as well as participation in other types of organized crime is unacceptable.

The ethics of national management is formed by joint efforts in the sphere of the state, business circles, trade unions, civil society and the church1.

1 VII World Russian People's Council on the theme "Faith and Labor: Spiritual and Cultural Traditions and the Economic Future of Russia", held in 2002, in the final document

Council speech - stated that the development of the ethics of national economics, based on Orthodox values, is the most important task for modern Russia.

Culture is a combination of industrial, social and spiritual needs of people or a high level of something, high development, skill1. There are many more definitions, but they all boil down to the fact that culture is a concept that integrates various aspects of life, activities, behavior of people, their associations, society as a whole at a certain historical stage of its development.

Any culture, including corporate (organizational), contains two main aspects: values and procedures. Values are ethical ideals, qualities that are the highest moral categories. Procedures are formally fixed and unwritten rules of conduct based on specified values.

Currently, the terms "enterprise culture", "enterprise (firm) culture", "economic culture", "corporate culture", "organizational culture" are used. All these are identical concepts, which are understood as the spiritual life of people in business environment, in the organization, their ideological moral state, sensations, thinking and actions2.

Economic culture is a kind of projection of the economy onto the sphere of culture; the converse statement is also true, according to which it is a projection of culture onto the sphere of the economy. In other words, the cultural component of economic activity (economic culture) is inseparable from this activity itself, is its necessary prerequisite and is able to actively influence it, enhancing or slowing down the development of the economy. In the same way, it can be argued that the economic component of culture (economic culture) affects the entire cultural environment of a given society (including science, art, religion), and directly, directly affects those areas of culture that are most closely related to economic culture (such are legal and political culture).

Towards economic activity cultural environment is divided into external and internal.

External cultural environment is an integral part of the macro environment that influences the behavior of business entities.

Internal cultural environment refers to the microenvironment of a business entity and is relevant both to the firm itself and to the partners with whom it interacts.

The composition of the cultural environment is characterized by a combination of factors, which include politics, technology, education, art, values and attitudes, religion, language, jurisprudence, social status (Fig. 1.1).

1 Ozhegov S.I. Dictionary of the Russian language.

2 Anikeeva N.P. Teacher about the psychological climate in the team.-M.: Enlightenment, 1983.- 235s.

Figure 1.1 - The composition of the cultural environment

Politics is a well-known category, but not all managers take into account the possibilities of this factor of culture in the organization. Studying policy can help understand the potential for a country's public contribution to a firm's business climate. Stability of the political climate, characteristics of groups, parties supporting foreign business or hindering it, the degree of influence of each of these groupings - these are the factors that allow us to assess the degree of entrepreneurial risk in political terms.

Technology is a field of precise concepts, methods, measurements and knowledge. Studying the technical level of the business environment can provide information about the level of development and potential of the market, the degree of development of its infrastructure, the degree of urbanization and the development of "industrial values", as well as identify attitudes towards science and innovation, establish scientific potential, research opportunities.

Education and art, their level and profile are rarely taken into account in the organization. Comparative analysis of these cultural factors can assist in the study of literacy and its impact on technical and professional education, as well as the efficiency of market relations and economic relations. In addition, the educational level forms the attitude towards values, which should be taken into account in the formation and development of economic activity.

Religion has a great influence on economic activity. All major religions - Buddhism, Islam, Christianity, etc. - have several varieties, confessions (for example, Catholicism and Protestantism in Christianity). A peculiar view of the world and true values, the performance of religious rites can stimulate or hinder the desire for change, the use of new methods in entrepreneurship. For the successful implementation of economic activity, it is necessary to take into account the development, role and characteristics of religion in each country where it is planned to organize a business.