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Building the company's corporate culture. Formation and development of the corporate culture of the enterprise

In this article you will read

What is corporate culture
Rules for the formation of corporate culture
How to convey company values to subordinates
Why corporate spirit is dying

Many businessmen have encountered a situation where, after purchasing profitable business, they invested heavily in the company and planned to receive a stable income, but almost all employees decided to quit and left the company. It would seem that they are provided with a motivational package and a good salary, but their decision does not change. Despite all their paradoxical nature, such situations are quite real – as the experience of Euroset will confirm. The company acquired the USSR network of communication stores - and everything seemed perfect. After all, the network used to work smoothly, there shouldn’t have been any problems. However, in practice, everything was completely different - employees were informed of the prospect of working in one of the leaders of the European market, promised stable salaries, career growth and current motivational programs. But we still faced serious mistrust from employees. As a result, out of 250 employees, about 230 left in 2 weeks.

To avoid a serious shortage of employees, the management of the Euroset company had to urgently transfer more than 200 people to Voronezh to work in a branch of the network. It took about 3 months for the situation to stabilize. The reason for this situation is the drastic changes in corporate culture/

When it is necessary to formalize the company’s corporate culture

If the formation of a corporate culture was initially built on an informal principle (from the “do as I do” category), then over time, with the expansion of the company, it will be eroded. New employees appear, so the manager can no longer influence everyone by personal example. Instead of the director's personal example, various unwritten rules, stories, corporate traditions and anecdotes appear. During this period, it is necessary to formalize the corporate culture.

The practitioner tells

Alexander Reznik,

With the development of the company, the need arises to structure all corporate processes, including personnel management. Top managers and HR specialists should help the CEO in this matter. The manager is required to form such a management team, with inspiration for work and setting strategic goals.

In a developing company, increasing the distance between management and employees is required. Of course, it is most difficult for long-time employees to succumb to such changes - one colleague becomes a boss, another remains a subordinate. There may be dissatisfaction among old employees, but new employees quickly accept the established rules of the game while maintaining a given distance. And the old, established culture is being destroyed. Old and new teams arise in the team - the general director must choose which of the groups to work with, or take the necessary measures to unite them. Only a common goal will allow us to unite the team. The CEO will have to create this goal and convey it to his employees.

Alexander Verenkov, Deputy General Director of ZAO BDO Unicon, Moscow

The most durable value system is considered to be one based on leadership. After all, such a system combines authority, visibility and administrative support. The key aspect in the formation of a positive socio-psychological atmosphere is the leadership role. But will such a system be able to transform and develop in the future in the context of the rapid growth of the industry? Hardly. In our practice, there was a situation when many employees began to leave an organization with an excellent corporate culture. The frequent change of foreign partners simply did not suit them - each of them quickly destroyed many things, but simply did not have time to create new ones.

What measures should be abandoned when creating a corporate culture?

Administrative controls. With the introduction of a system of fines, control over employees and other deterrent measures. As a result, a business is built on certain conditioned reflexes, the main place is given to the cult of power. Despite the minimal bureaucracy, this approach involves many factors of emotionality and subjectivity in decision making. There is usually a problem of insufficient training of middle managers, with high staff turnover and arbitrary appointment of managers. In the work of such companies, statements about informal values and collectivism are often heard. In reality, values in a company are characterized by subjectivity, interpreted each time in the most convenient way. All attempts to form a corporate culture are unsuccessful. Interestingly, the weakening of the center leads to destructive consequences for the company - the normal operation of the system is disrupted. The search for a new center of power does not bring results. The company is stagnating or collapsing, or there will be serious consequences when recovering from the crisis.
Appointment of employees who are responsible for creating and integrating the corporate culture. Entire departments are often formed, whose employees begin to clearly define the term “corporate culture” and develop its principles. The developed principles of corporate culture are indicated in official documents. But the implementation of such measures faces serious obstacles. With insufficient understanding of this subject, employee measures are limited to creating a pseudo-culture that will not be fully accepted by the team. After some time, you simply have to completely reduce or restructure this business, and the idea of creating a corporate culture is abandoned for a long time.
Attracting external specialists who will solve internal problems of the company. Recognizing the shortcomings of the corporate culture, but not understanding how to compensate for them, the CEO begins to attract external consultants. But even an excellent ideologist will not be able to set up an ideal corporate culture. After all, it will build its principles on its own ideas, which may differ radically from the opinion of the general director. Correcting mistakes made in the formation of a mission or ideology turns out to be a rather lengthy and difficult process with not always predictable results.

General Director speaks

Alexander Reznik, General Director of Trial Market LLC, Moscow

Changes in the formation of corporate culture are a rather delicate task, for which an HR specialist is needed. You can’t just appoint someone responsible for creating a corporate culture; it’s just that the boss and the thought leader cannot share the same concept. The leading role should be entrusted to the top manager, who will be able to “charge” his subordinates. This task is not just carried out by an administrator. He must be an integrator in relationships and an entrepreneur in spirit. This role is assumed by the owner at the company's formation stage. In the future, this can be done by the general director, who shares the values of the business owner.

As a CEO, I consider it necessary to assess the microclimate in the team. If a company has 100-200 employees, they all remain visible - the peculiarities of people’s communication, their conflicts, and who they listen to will be noticeable. To use formalized tools with personnel, the company needs to reach a certain level. Our company has at least 100 employees. Although this amount is individual, it depends on the business. In my opinion, some companies require a clear definition of everything even with 20 employees on staff. The main condition is to maintain the spirit of entrepreneurship in the company.

Summing up, I can talk about the development of the company’s corporate culture at each stage according to its own laws. With more large sizes company, there should be more formalized and structured work with it.

Formation of corporate culture in an organization step by step

The role of the CEO in shaping corporate culture

The CEO and founders of the company should act as the ideologist and bearer of corporate culture. In my opinion, this way of forming a corporate culture and preserving the corporate spirit is the most effective and natural.

Fundamental principles for the formation of corporate culture

Freedom. Every person has dreams of freedom and a search for truth. However, with a greater level of knowledge, the more more people will depend on them. As you gain more freedom, its degree in life only decreases. This paradox became the basis of the first principle of creating a corporate culture. With a greater sense of freedom in the company, the more faithful he will be to the principles of the team.

Justice. Corporate culture is designed to bring a community of people together. Their personal freedom is limited by the general values and goals of the company. However, this restriction should not cross the line, overcoming which a feeling of lack of freedom appears. Such a barely perceptible boundary is considered injustice.

The corporate culture is based not only on justice and freedom, but also on other universal spiritual values that are necessary for a person in society.

Polar principles of corporate culture formation

The work of Douglas McGregor notes 2 basic principles on which management theory is based:

All people, by definition, are initially thieving, lazy and non-performing. Therefore, they require absolute control. The formation of corporate culture in this case is carried out according to the principles of carrots and sticks.
Man is a rational being. To embody the best qualities of a person, it is necessary to provide the proper conditions conducive to this.

These two principles define the extreme poles, and the truth always hides in the middle.

The practitioner tells

Nina Litvinova,

The corporate culture of our company is based on the principle of “professionalism in everything.” This rule and became the credo of the company, uniting all employees. In a company's work, attitude towards employees becomes an important component of corporate culture. Investments are made in the development of its personnel. Perhaps our company will be the first to propose the introduction of options for each employee.

For the successful operation of the company, it is important that corporate values are fully accepted by the entire team. Situations arose when it was decided to part with employees only because of non-compliance with the norms of the company’s corporate culture.

Alexander Verenkov, Deputy General Director of CJSC BDO Unicon, Moscow

Corporate culture can be based on the principle of individualism - taking into account the individual characteristics of the company's employees. Modern business is at the height of individualism, so the CEO needs to understand human psychology. Only individuals can form a true team, so it is important to respect and value your employees. At the same time, if possible, it is better to get rid of careless employees who do not deserve respect. In the dynamic environment of modern business, there is practically no time for re-education. It is necessary to motivate employees. Sometimes the opinion is expressed that patriotism instills in a company famous brand, but it turns out to be wrong. A common corporate spirit will be formed and strengthened when the entire team understands the results achieved.

Alexander Reznik, General Director of Trial Market LLC, Moscow

When working on corporate culture, important importance is given to the formation of the proper microclimate. People must have a desire to work in the organization, they must have a sense of pride in their work and a sense of comfort. Job satisfaction is demonstrated by loyalty to the company, despite another place of work, and pleasure in going to work and completing tasks.

As long as the microclimate in the team is an important factor for a person, he will remain in the company. When priority begins to be given to other factors (including social status or salary), a search for other offers is noted. In corporate culture, mutual understanding between employees is important. It is difficult to expect success in conditions of regular conflicts and lack of agreement.

How company type affects corporate culture

When forming corporate values, the type of activity of the companies must be taken into account. In particular, in the services market, attitude towards people is of fundamental importance. Including important true love to clients. Only in this case can the client really fall in love with the company in order to regularly seek its services. Companies in the service market should have an atmosphere of creativity, mutual respect and initiative. To maintain this state of affairs, postulates are needed that will capture the company’s values. When hiring new employees, you need to make sure whether they will share similar values.

For employees of manufacturing organizations, stability is most important. The reason for this priority is that in production personnel are focused primarily on processes. And stability becomes the main factor of success.

For companies in a market segment with significant competition, it will be useful to merge against the backdrop of an external threat. In particular, it is possible to unite employees against a competitor, becoming a real well-coordinated team in the name of a common goal.

How to make corporate culture work for your company

For corporate culture to work, it is necessary to change its main principles. This condition is extremely important for large organizations. Transformations appear as a result of constant contact between managers and employees, due to informal communication conditions. If there is a sense of consistent, fair implementation of the principles of corporate culture, when actions correspond to words, one can count on the success of such changes. It's really coming painstaking work, however, the result fully justifies such measures.

Examples of corporate culture in Japan, the USA and Russia

Japan and the United States of America:

Corporate onboarding for newcomers to help them understand the work process.
Placement of corporate culture values, rules and slogans in various messages, brochures, stands, and media pages.
The company's management regularly organizes speeches, during which they discuss in detail the corporate values, rules and goals of the organization.
Methods of inspiring employees to work - through the performance of the best employees highlighting the goals to the team, singing the anthem, etc.

Russia:

Celebration of federal holidays - in the company’s office or restaurant.
Singing the corporate anthem.
Carrying out sporting events.
Joint tours.
Videos dedicated to employee hobbies.
Joint leisure activities - including bowling, hunting, curling, etc.
Special traditions in the company - for example, organizing skit parties in honor of the organization’s birthday.

Based on materials from the book: Samukina N. Effective motivation of personnel with minimal financial costs. M.: Vershina

The practitioner tells

Nina Litvinova, Director of the HR Department at Arpicom, Moscow

Training can be one of the effective means of creating corporate culture. The main requirement is that the employee who has received this knowledge can use it in practice. As I have already noted, the corporate culture in our company is based on professionalism. To implement this principle, about a year ago we began implementing the General Manager Training program. The program is carried out by the general manager, the goal is to train employees to be proud of their profession. As a tool for this, we use information sheets, a corporate newspaper, corporate events, etc.

General Director speaks

Alexander Reznik, General Director of Trial Market LLC, Moscow

The most effective (although not always simple) way to formulate new rules in a company is to invite new employees. Because all new employees usually follow the established requirements. In my own practice, I have seen many similar examples - an employee who is not satisfied with certain procedures leaves the company, and a new employee is hired in his place who is ready to follow these standards. The reason is that he is not forced to confront the new corporate culture, but immediately becomes one of the building blocks in the organization. It is necessary to initially hire employees who fit into the current corporate culture.

When spreading corporate culture across remote departments, it will be necessary to take into account 3 factors:

Public core values and ideology.
Key employees of branches need to regularly visit the head office to absorb its energy. After all, they are entrusted with the role of agents for introducing a common corporate culture in the work of the branch.
Corporate principles must be formalized (described in documentation). Otherwise, the transfer of corporate culture norms to branches will occur with distortions. In addition, this formalized documentation is necessary to familiarize new employees with the rules of behavior and features of the company’s corporate culture.

The role of corporate culture in a company

You should regularly communicate to your staff information about corporate values, rules, etc. Speeches by key employees, stands, or corporate media are suitable for this.
If the process of erosion of the corporate culture in the company begins, or if there are several strong groups with different rules, you need to decide which group will be more comfortable to work with.
Control of informal corporate culture is required - take into account informal leaders who should become your assistants to promote initiatives in the organization.
You don't need to resort only to administrative levers to manage corporate culture. After all, any instruction or order must be accompanied by explanatory communication with its employees.
There is no need to appoint people responsible for corporate culture - a top manager should deal with this issue by vocation.
Nothing can strengthen a team better than joint corporate events. Therefore, do not forget about organizing joint sports competitions, holidays, skit parties, various trips, etc.
You need to be a fair leader. There must be predictable, objective decisions about sanctions against employees.
Corporate training should be used to communicate the organization's values and goals to its employees.

Personnel policy, Corporate culture

In this article you will read

What is corporate culture
Rules for the formation of corporate culture
When it is necessary to formalize the company’s corporate culture
How to convey company values to subordinates
Why corporate spirit is dying

Many businessmen were faced with a situation where, having acquired a profitable business, they invested significant funds in the company and planned to receive a stable income, but almost all employees decided to quit and left the company. It would seem that they are provided with a motivational package and a good salary, but their decision does not change. Despite all their paradoxical nature, such situations are quite real – as the experience of Euroset will confirm. The company acquired the USSR network of communication stores - and everything seemed perfect. After all, the network used to work smoothly, there shouldn’t have been any problems. However, in practice, everything was completely different - employees were informed of the prospect of working in one of the leaders of the European market, promised stable salaries, career growth and current motivational programs. But we still faced serious mistrust from employees. As a result, out of 250 employees, about 230 left in 2 weeks.

What is corporate culture

Corporate culture for domestic business is considered a relatively new term. What is the corporate culture of an organization? It involves a set of basic principles in the work of the company, depending on the development strategy and mission of the company, with a set of social norms and values that are shared by the majority of employees. The corporate culture consists of:

approved leadership system;
communication systems;
styles of resolving conflict situations;
current symbols - prohibitions and restrictions in the organization, adopted slogans, rituals;
position of each person in the company.

When it is necessary to formalize the company’s corporate culture

The practitioner tells

Alexander Reznik,

With the development of the company, the need arises to structure all corporate processes, including personnel management. Top managers and HR specialists should help the CEO in this matter. The manager is required to form such a management team, with inspiration for work and setting strategic goals.

In a developing company, increasing the distance between management and employees is required. Of course, it is most difficult for long-time employees to succumb to such changes - one colleague becomes a boss, another remains a subordinate. There may be dissatisfaction among old employees, but new employees quickly accept the established rules of the game while maintaining a given distance. And the old, established culture is being destroyed. Old and new teams arise in the team - the general director must choose which of the groups to work with, or take the necessary measures to unite them. Only a common goal will allow us to unite the team. The CEO will have to create this goal and convey it to his employees.

Alexander Verenkov, Deputy General Director of ZAO BDO Unicon, Moscow

The most durable value system is considered to be one based on leadership. After all, such a system combines authority, visibility and administrative support. The key aspect in the formation of a positive socio-psychological atmosphere is the leadership role. But will such a system be able to transform and develop in the future in the context of the rapid growth of the industry? Hardly. In our practice, there was a situation when many employees began to leave an organization with an excellent corporate culture. The frequent change of foreign partners simply did not suit them - each of them quickly destroyed many things, but simply did not have time to create new ones.

What measures should be abandoned when creating a corporate culture?

Administrative controls. With the introduction of a system of fines, control over employees and other deterrent measures. As a result, a business is built on certain conditioned reflexes, the main place being given to the cult of power. Despite the minimal bureaucracy, this approach involves many factors of emotionality and subjectivity in decision making. There is usually a problem of insufficient training of middle managers, with high staff turnover and arbitrary appointment of managers. In the work of such companies, statements about informal values and collectivism are often heard. In reality, values in a company are characterized by subjectivity, interpreted each time in the most convenient way. All attempts to form a corporate culture are unsuccessful. Interestingly, the weakening of the center leads to destructive consequences for the company - the normal operation of the system is disrupted. The search for a new center of power does not bring results. The company is stagnating or collapsing, or there will be serious consequences when recovering from the crisis.
Appointment of employees who are responsible for creating and integrating the corporate culture. Entire departments are often formed, whose employees begin to clearly define the term “corporate culture” and develop its principles. The developed principles of corporate culture are indicated in official documents. But the implementation of such measures faces serious obstacles. With insufficient understanding of this subject, employee measures are limited to creating a pseudo-culture that will not be fully accepted by the team. After some time, you simply have to completely reduce or restructure this business, and the idea of creating a corporate culture is abandoned for a long time.
Attracting external specialists who will solve internal problems of the company. Recognizing the shortcomings of the corporate culture, but not understanding how to compensate for them, the CEO begins to attract external consultants. But even an excellent ideologist will not be able to set up an ideal corporate culture. After all, it will build its principles on its own ideas, which may differ radically from the opinion of the general director. Correcting mistakes made in the formation of a mission or ideology turns out to be a rather lengthy and difficult process with not always predictable results.

General Director speaks

Alexander Reznik, General Director of Trial Market LLC, Moscow

Summing up, I can talk about the development of the company’s corporate culture at each stage according to its own laws. With a larger company, there should be more formalized and structured work with it.

Formation of an organization’s corporate culture step by step

The role of the CEO in shaping corporate culture

Corporate culture of the organization should initially come from the top officials of the company. The CEO and founders of the company should act as the ideologist and bearer of corporate culture. In my opinion, this way of forming a corporate culture and preserving the corporate spirit is the most effective and natural.

General Director speaks

Alexey Komarov, General Director of RusHunt, Moscow

The first person of many successful companies not only plays a leading role, but also becomes a real “corporate myth” - just remember the Michelin and Ikea corporations. Every employee of these companies knows the biography of the founder, his success story, etc. When communicating with newcomers, aphorisms from the founder are often quoted, discussing episodes from his life and the path to success. Such a halo must be preserved. After all, the image of the founder and owner becomes the main motivating element.

Fundamental principles for the formation of corporate culture

Freedom. Every person has dreams of freedom and a search for truth. However, the greater the level of knowledge, the more a person will depend on it. As you gain more freedom, its degree in life only decreases. This paradox became the basis of the first principle of creating a corporate culture. With a greater sense of freedom in the company, the more faithful he will be to the principles of the team.

The corporate culture is based not only on justice and freedom, but also on other universal spiritual values that are necessary for a person in society.

Polar principles of corporate culture formation

The work of Douglas McGregor notes 2 basic principles on which management theory is based:

All people, by definition, are initially thieving, lazy and non-performing. Therefore, they require absolute control. The formation of corporate culture in this case is carried out according to the principles of carrots and sticks.
Man is a rational being. To embody the best qualities of a person, it is necessary to provide the proper conditions conducive to this.

These two principles define the extreme poles, and the truth always hides in the middle.

The practitioner tells

Nina Litvinova,

The corporate culture of our company is based on the principle of “professionalism in everything.” This rule became the company’s credo, uniting all employees. In a company's work, attitude towards employees becomes an important component of corporate culture. Investments are made in the development of its personnel. Perhaps our company will be the first to propose the introduction of options for each employee.

For the successful operation of the company, it is important that corporate values are fully accepted by the entire team. Situations arose when it was decided to part with employees only because of non-compliance with the norms of the company’s corporate culture.

Alexander Verenkov, Deputy General Director of CJSC BDO Unicon, Moscow

Corporate culture can be based on the principle of individualism - taking into account the individual characteristics of the company's employees. Modern business is at the height of individualism, so the CEO needs to understand human psychology. Only individuals can form a true team, so it is important to respect and value your employees. At the same time, if possible, it is better to get rid of careless employees who do not deserve respect. In the dynamic environment of modern business, there is practically no time for re-education. It is necessary to motivate employees. Sometimes the opinion is expressed that a well-known brand instills patriotism in a company, but this turns out to be wrong. A common corporate spirit will be formed and strengthened when the entire team understands the results achieved.

Alexander Reznik, General Director of Trial Market LLC, Moscow

When working on corporate culture, important importance is given to the formation of the proper microclimate. People must have a desire to work in the organization, they must have a sense of pride in their work and a sense of comfort. Job satisfaction is demonstrated by loyalty to the company, despite another place of work, and pleasure in going to work and completing tasks.

As long as the microclimate in the team is an important factor for a person, he will remain in the company. When priority begins to be given to other factors (including social status or salary), a search for other offers is noted. In corporate culture, mutual understanding between employees is important. It is difficult to expect success in conditions of regular conflicts and lack of agreement.

How the type of company affects the corporate culture of an organization

When forming corporate values, the type of activity of the companies must be taken into account. In particular, in the services market, attitude towards people is of fundamental importance. Among other things, sincere love for clients is important. Only in this case can the client really fall in love with the company in order to regularly seek its services. Companies in the service market should have an atmosphere of creativity, mutual respect and initiative. To maintain this state of affairs, postulates are needed that will capture the company’s values. When hiring new employees, you need to make sure whether they will share similar values.

How to make corporate culture work for your company

For corporate culture to work, it is necessary to change its main principles. This condition is extremely important for large organizations. Transformations appear as a result of constant contact between managers and employees, due to informal communication conditions. If there is a sense of consistent, fair implementation of the principles of corporate culture, when actions correspond to words, one can count on the success of such changes. There is really painstaking work ahead, but the result fully justifies such measures.

Examples of corporate culture in Japan, the USA and Russia

Japan and the United States of America:

Corporate onboarding for newcomers to help them understand the work process.

Placement of corporate culture values, rules and slogans in various messages, brochures, stands, and media pages.

The company's management regularly organizes speeches, during which they discuss in detail the corporate values, rules and goals of the organization.

Methods of inspiring employees to work - through the performance of the best employees highlighting the goals to the team, singing the anthem, etc.

Russia:

Celebration of federal holidays - in the company’s office or restaurant.

Singing the corporate anthem.

Carrying out sporting events.

Joint tours.

Videos dedicated to employee hobbies.

Joint leisure activities - including bowling, hunting, curling, etc.

Special traditions in the company - for example, organizing skit parties in honor of the organization’s birthday.

Based on materials from the book: Samukina N. Effective motivation of personnel with minimal financial costs. M.: Vershina

The practitioner tells

Nina Litvinova, Director of the HR Department at Arpicom, Moscow

General Director speaks

Alexander Reznik, General Director of Trial Market LLC, Moscow

The most effective (although not always simple) way to formulate new rules in a company is to invite new employees. Because all new employees usually follow the established requirements. In my own practice, I have seen many similar examples - an employee who is not satisfied with certain procedures leaves the company, and a new employee is hired in his place who is ready to follow these standards. The reason is that he is not forced to confront the new corporate culture, but immediately becomes one of the building blocks in the organization. It is necessary to initially hire employees who fit into the current corporate culture.

When spreading corporate culture across remote departments, it will be necessary to take into account 3 factors:

Public core values and ideology.
Key employees of branches need to regularly visit the head office to absorb its energy. After all, they are entrusted with the role of agents for introducing a common corporate culture in the work of the branch.
Corporate principles must be formalized (described in documentation). Otherwise, the transfer of corporate culture norms to branches will occur with distortions. In addition, this formalized documentation is necessary to familiarize new employees with the rules of behavior and features of the company’s corporate culture.

The role of corporate culture in a company

You should regularly communicate to your staff information about corporate values, rules, etc. Speeches by key employees, stands, or corporate media are suitable for this.
If the process of erosion of the corporate culture in the company begins, or if there are several strong groups with different rules, you need to decide which group will be more comfortable to work with.
Control of informal corporate culture is required - take into account informal leaders who should become your assistants to promote initiatives in the organization.
You don't need to resort only to administrative levers to manage corporate culture. After all, any instruction or order must be accompanied by explanatory communication with its employees.
There is no need to appoint people responsible for corporate culture - a top manager should deal with this issue by vocation.
Nothing can strengthen a team better than joint corporate events. Therefore, do not forget about organizing joint sports competitions, holidays, skit parties, various trips, etc.
You need to be a fair leader. There must be predictable, objective decisions about sanctions against employees.
Corporate training should be used to communicate the organization's values and goals to its employees.

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

Chapter 1. General concepts and the essence of corporate culture…………………………….4

1.1 The concept of corporate culture……………………………………………………….4

1.2 Ways to form a corporate culture………………………………………….4

Chapter 2. Types, classification and structure of corporate culture……………………6

2.1 Types of corporate culture and their classification……………………………………6

2.2 Structure of corporate culture……………………………………………………..7

Chapter 3. Basic elements of corporate culture……………………………………9

3.2. Corporate values, mottos, symbols, myths and legends………………………10

Chapter 4. Features of the formation of corporate culture………………………….11

4.2 Stages of corporate culture formation…………………………………….12

Chapter 5. The meaning and functions of corporate culture in an organization………………….14

5.1 The meaning and functions of corporate culture……………………………………………………14

5.2 The influence of corporate culture on organizational life………………………15

Conclusion…………………………………………………………………………………17

List of references……………………………………………………….18

Introduction.

More and more executives and HR managers today are thinking about the need for purposeful formation of corporate culture in the organization. This situation is largely due to the transition of Russian business to a new stage of development, which is characterized by the search for ways to increase the efficiency of using existing resources, including personnel. At the same time, not all companies that have decided to create a corporate culture have an idea of what it is.

In Russia, the concept of “corporate culture” has spread along with the development of competitive business. Corporate culture in Russian perception is such an atmosphere of a company when employees feel like part of the company. Any culture, be it a culture of behavior, communication, appearance, speech, creates this favorable aura. Corporate culture brings a company a very specific material result.

Since culture plays a very important role in the life of an organization, it should be the subject of close attention from management. Very often, the successes and failures of a company are based on reasons directly or indirectly related to its corporate culture. The leadership style, the psychological climate in the team, the established image of the organization - all this cannot but influence the results of the work of any enterprise.

Therefore, managers must be able to analyze corporate culture and influence its formation and change in the desired direction.

Currently, corporate culture is an interdisciplinary area of research that is at the intersection of several fields of knowledge, such as management, organizational behavior, sociology, psychology, and cultural studies.

The relevance of the topic is due to increased competition in the service sector, production of goods and services, and the formation of competitive advantages is necessary, one of which is corporate culture.

The purpose of this work is to reveal the essence of the concept of “corporate culture”, to identify the main methods and directions for the formation and promotion of corporate culture in the organization. To achieve this goal, the following tasks will be required:

1) give the concept of corporate culture;

2) identify ways to form corporate culture and its content;

3) determine the types, classification and structure of corporate culture;

4) identify the main stages in the formation of corporate culture;

5) determine the meaning and functions of corporate culture in the organization.

Chapter 1. General concepts and essence of corporate culture

1.1. The concept of corporate culture.

The concept of “corporate culture” has come into use developed countries in the twenties of the last century, when the need arose to streamline relationships within large firms and corporations, as well as to understand their place in the infrastructure of economic, trade and industrial relations.

In modern business, corporate culture is an important condition for the successful operation of a company, the foundation of its dynamic growth, and a kind of guarantor of the desire to increase efficiency.

Corporate (organizational) culture can be defined as a set of basic values, beliefs, unspoken agreements and norms shared by all members of the organization. This is a kind of system of shared values and assumptions about what is done and how it is done in the company, which is learned as one has to deal with external and internal problems. It helps an enterprise survive, win the competition, conquer new markets and develop successfully.

Corporate culture is determined by the formula: shared values – mutually beneficial relationships and cooperation – conscientious organizational behavior. Corporate culture is a complex of social norms, attitudes, orientations, behavioral stereotypes, beliefs, and customs developed and recognized by the organization’s collective that force a person or group to behave in certain situations in a certain way. At the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends, linguistic symbols and artifacts. In modern conditions, corporate management is interested in ensuring that flexibility and innovation are the most important and integral components of corporate culture.

1.2 Ways to form a corporate culture

Corporate culture is directly related to corporate spirit and employee loyalty to the organization. One of the most important tasks of the corporation’s PR department is to maintain a corporate spirit both among individual employees and within the work team, uniting employees with common interests and understanding the common goals of the enterprise.

To form a corporate culture that is adequate to modern economic and business requirements, it is necessary to transform the values of people formed under the influence of command-administrative management methods and set a course for introducing them into the consciousness of all categories employees elements that make up the basic structure of market-type corporate culture. One of the most important indicators of such a culture is the focus not only on ensuring a favorable atmosphere and normal relationships in the team, but also on achieving the intended goals and results of the corporation’s activities.

Corporate culture can be created purposefully from above, but it can also be formed spontaneously from below, from various elements of different structures, introduced human relations between employees, managers and subordinates, different people who have become employees of the corporation.

When developing a new organizational strategy, introducing changes to the strategy, structure and other elements of the management system, executives and managers of internal corporate PR must assess the degree of their feasibility within the existing corporate culture and, if necessary, take steps to change it. It is necessary to take into account that corporate culture by its nature is more inert than other elements of the management system. Therefore, actions to change it in the corporation must be ahead of all other transformations, understanding that the results will not be visible immediately.

Chapter 2. Types, classification and structure of corporate culture

2.1 Types of corporate culture and their classification

The very concept of “corporate culture,” like many other terms of organizational and legal disciplines, does not have a single interpretation, and there is no single standard in the approach to classifying types of corporate culture.

Let's consider the classification proposed by S.G. Abramova and I.A. Kostenchuk, through which they distinguish the following types of corporate culture:

1) Based on the degree of mutual adequacy of the dominant hierarchy of values and the prevailing methods of their implementation, stable (high degree of adequacy) and unstable (low degree of adequacy) cultures are distinguished. A stable culture is characterized by clearly defined norms of behavior and traditions. Unstable - lack of clear ideas about optimal, acceptable and unacceptable behavior, as well as fluctuations in the socio-psychological status of workers.

2) Based on the degree of correspondence between the hierarchy of personal values of each employee and the hierarchical system of intragroup values, integrative (high degree of compliance) and disintegrative (low degree of compliance) cultures are distinguished. An integrative culture is characterized by unity public opinion and intragroup cohesion. Disintegrative - lack of a unified public opinion, disunity and conflict.

3) Based on the content of the dominant values in the organization, personality-oriented and functional-oriented cultures are distinguished. A person-oriented culture captures the values of self-realization and self-development of an employee’s personality in the process and through the implementation of his professional and labor activities. A functionally oriented culture supports the value of implementing functionally specified algorithms for carrying out professional work activities and patterns of behavior determined by the status of the employee.

4) Depending on the nature of the influence of corporate culture on the overall performance of the enterprise, positive and negative corporate culture are distinguished.

5) According to the degree of sharing and intensity, they distinguish: strong and weak corporate culture.

6) According to the general characteristics of the company, they are distinguished: hierarchical (emphasis on strategy within the organization), clan (sharing by all employees of the values and goals of the organization, cohesion), market (the organization’s desire to win) and adhocratic (flexibility and creative approach of employees to business in situations of uncertainty and ambiguity) corporate culture.

2.2 Structure of corporate culture

When studying a corporate type of culture, as well as when forming and maintaining a certain type of culture, it should be taken into account that each culture has its own structure.

Let's look at corporate culture at three levels:

The first, most superficial level of culture is artifacts. At this level, a person encounters physical manifestations of culture, such as the office interior, observed “patterns” of employee behavior, the “language” of the organization, its traditions, rites and rituals. In other words, the “external” level of culture gives a person the opportunity to feel, see and hear what conditions are created in the organization for its employees, and how people in this organization work and interact with each other. Everything that takes place in an organization at this level is the visible result of conscious formation, cultivation and development.

The next, deeper level of corporate culture is the proclaimed values. This is the level, the study of which makes it clear why the organization has such conditions for work, rest of employees and customer service, why people in this organization demonstrate such patterns of behavior. In other words, these are values and norms, principles and rules, strategies and goals that determine the internal and partly external life organizations and the formation of which is the prerogative of top managers. They can be either fixed in instructions and documents, or unfixed. The main thing is that they are really accepted and shared by employees.

Deepest level organizational culture- level of basic ideas. We are talking about what is accepted by a person on a subconscious level - these are certain frameworks for a person’s perception of the surrounding reality and existence in it, how this person sees, understands what is happening around him, how he considers it right to act in various situations. Here we are mainly talking about the basic assumptions (values) of managers. Because it is they who, through their real actions, form organizational values, norms and rules.

Chapter 3. Basic elements of corporate culture

Corporate culture has a certain content, which includes subjective and objective elements. The former include beliefs, values, rituals, taboos, images and myths associated with the history of the organization and the lives of its famous members, and accepted norms of communication. They are the basis of management culture, characterized by leadership styles, problem-solving methods and management behavior. Objective elements reflect the material side of the life of the organization. For example, symbols, colors, comfort and interior design, appearance of buildings, equipment, furniture, etc.

The culture of a corporation represents, as it were, two organizational levels. At the top level, visible factors such as clothing, symbols, organizational ceremonies, and work environment are represented. The top level represents cultural elements that have an external visible representation. At a deeper level, there are values and norms that define and regulate the behavior of employees in the company. The values of the second level are closely related to visual patterns (ceremonies, business clothing style, etc.). These values are supported and developed by the organization’s employees; every employee of the company must share them or at least show their loyalty to the accepted corporate values.

Rice. Levels of corporate culture

3.2. Corporate values, mottos, symbols, myths and legends

The fundamental element of corporate culture is values. Through the specific actions of PR managers, they are manifested throughout the organization and are reflected in its goals and policies. Values include the basic worldviews and ideas adopted in the company.

Values provide each employee with confirmation that what he does meets his own interests and needs, as well as the interests and needs of the work team and the specific department in which he is employed, the entire corporation and society as a whole. The values of an organization are the core of organizational culture, on the basis of which norms and forms of behavior in the organization are developed. It is the values shared and declared by the founders and 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.

The core values of modern companies are perceived through visible embodiment in the form of symbols, stories, heroes, mottos and ceremonies. The culture of any company can be explained using these factors. As one of the elements of corporate culture, symbols and slogans in a succinct and concise form emphasize the strongest, most significant aspects of a particular company. For example, the social symbol of the Samsung company is five pointed star, formed by people holding hands. It expresses five programs: according to social security, culture and art, scientific activities and education, nature conservation and voluntary social activities of employees.

The most important part of the corporate culture of any organization is also, oddly enough, its mythology. Developed corporate cultures develop quite diverse mythologies. The mythology of enterprises exists in the form of metaphorical stories and anecdotes that constantly circulate in the enterprise. They are usually associated with the founder of the enterprise and are designed to convey the company’s values to employees in a visual, lively, figurative form. In addition, rituals are visible manifestations of corporate culture. Ritual is a repeated sequence of activities that expresses the core values of any organization. Rituals serve as a means to clearly demonstrate the company’s value orientations; they are designed to remind employees of the standards of behavior and norms of relationships in the team that the company expects from them.

Chapter 4. Features of the formation of corporate culture

The formation of corporate culture, as a rule, comes from formal leaders (company management) or, more rarely, informal leaders. Therefore, it is important for a manager who wants to create a corporate culture to formulate for himself the core values of his organization or his division.

There are two main areas of methodology for creating a corporate culture:

1. Search for the values of a successful organizational culture that best corresponds to the following factors: organizational technology, opportunities and limitations external environment organization, the level of professionalism of personnel and the characteristics of the national mentality.

2. Consolidation of the identified values of organizational culture at the level of the organization’s personnel.

In this case, if the first direction of forming an organization’s culture relates to the sphere of strategic developments, during which organizational values are identified that are most consistent with the goals of organizational development and the characteristics of the organization’s personnel, then the second block of tasks relates to tactical management, which develops a system of specific measures and procedures to strengthen the values identified in the first stage.

Both stages are interconnected and interdependent: the depth of commitment to them, supported by measures of the second stage, will depend on how correctly organizational values are identified and formulated at the first stage. Conversely, the correctness, consistency and systematicity of specific measures to maintain organizational culture will largely determine its strength in the end.

Measures to implement the tasks of the first block include the following: studying the characteristics of the national mentality from the point of view of certain principles of organization management; determining personnel capabilities and limitations; determination of the main technological capabilities and capabilities of the external environment.

The desired cultural values, identified by the manager at the first stage, become the main goal for the second stage of their formation in the organization. The second block of tasks is implemented by identifying key figures or creators of organizational culture, who are called upon to form the necessary organizational cultural values.

4.2 Stages of corporate culture formation

Forming a corporate culture is a long and complex process. The main (first) steps of this process should be the following: defining the mission of the organization; identification of core core values. And already, based on basic values, standards of conduct for members of the organization, traditions and symbols are formulated. Thus, the formation of corporate culture breaks down into the following four stages:

1. Definition of the organization’s mission, basic values;

2. Formulation of standards of conduct for members of the organization;

3. Formation of traditions of the organization;

4. Development of symbolism.

Stage 1. According to managers, creating a system of corporate values is the answer to the questions: “What are we doing? What are we good for? What are we capable of? What are our life attitudes? What's our plan? and etc."

Values must respond to people's need to be reassured that what they do has value beyond a specific business, a specific job, a specific co-worker, and a specific salary.

In other words, the strength of an organizational culture is determined by at least two important factors: the degree to which organizational members accept the company's core values and the degree to which they are committed to those values.

Stage 2. The difficulty of maintaining the required level of organizational culture lies in the fact that newly hired employees bring with them not only new ideas and individual approaches to solving professional problems, but also their own values, views, and beliefs. Individual personal values of employees can significantly shake the established cultural values within the organization. To maintain the existing system of cultural values of the organization, it is necessary to constantly influence the formation of value orientations of employees to bring them as close as possible to the values of the organization itself.

Stage 3. An important part of the formation of corporate culture is the creation and support of the organization’s traditions. Let's look at some examples of traditions, external signs, by which one can judge the corporate culture of organizations:

All employees wear office-style clothes to work;

- “If you work for a healthy lifestyle, don’t smoke”;

A certain bonus is paid for each year worked;

Everyone communicates on a first-name basis and by name (this is an attitude);

Be sure to use the products (cosmetics, photography, accessories) that your company sells.

Stage 4. Despite the apparent formality, the development of symbols is an important stage in the formation of corporate culture. Even the simplest preference in the interior decoration of premises and the appearance of employees of the “leading” color of the company plays an important role in the formation of team unity. The use of symbolism is a two-way process. On the one hand, it forms the external image of the organization, allowing partners and consumers to easily recognize the corresponding symbol in a series of many, and on the other hand, symbolism allows the employees themselves to feel the internal idea of the organization.

Chapter 5. The meaning and functions of corporate culture in an organization

5.1 The meaning and functions of corporate culture

The importance of corporate culture:

1.Formation of a certain image of the organization and creation of a sense of security among employees;

2. Culture helps newcomers quickly understand the activities of the organization and correctly interpret the events taking place in the organization;

3.The level of responsibility increases, and, consequently, the level of viability of the organization;

4. Stimulates employees to achieve common goals, which increases the innovative potential of the organization;

5. Culture sets internal company rules and standards of behavior - “collective programming”;

6.Culture regulates management activities;

7. Culture promotes employee identification with the company and forms commitment to the company;

8. Culture creates a sense of security among employees.

Functions of corporate culture:

1. Informational, which consists in the transfer of social experience;

2. Cognitive, which consists of knowing and assimilating the principles of culture at the stage of adaptation of the employee to the organization and, thus, contributes to his inclusion in the life of the team;

3. Normative, since culture establishes norms of acceptable behavior in the organization;

4. Regulatory, through which the actual behavior of a person or group is compared with the norms accepted in the organization;

5. Value-based (meaning-forming), since culture influences a person’s worldview;

6. Communicative, since through the values accepted in the organization, norms of behavior and other elements of culture ensure mutual understanding of employees and their interaction;

7. Security – culture serves as a barrier to the penetration of undesirable tendencies;

8. Integrating – the adoption of corporate culture forms a community of people and they feel themselves to be part of a single system;

9. Substitute – a strong culture allows you to reduce the flow of formal orders and instructions;

10. Motivational – cultural acceptance usually creates additional opportunities for a person and vice versa;

11. Educational and developmental - mastering culture creates additional knowledge and has a positive effect on its activities;

12. Quality management - over time, the most effective components remain in the culture, and all negative ones disappear;

13. Formation of the company's image - clients, visitors and other counterparties do not get acquainted with official documents - they see the external side of the company and this creates its image.

5.2 The influence of corporate culture on organizational life

Currently, corporate culture is considered as the main mechanism for ensuring a practical increase in the efficiency of an organization. It is important for any organization because it can affect:

Employee motivation;

The attractiveness of the company as an employer, which is reflected in staff turnover;

The morality of each employee, his business reputation;

Productivity and efficiency of work;

Quality of employee work;

The nature of personal and industrial relations In the organisation;

Employees' attitudes towards work;

Creative potential of employees.

There are four main approaches to resolving the problem of incompatibility between strategy and culture in an organization:

1) culture is ignored, which seriously impedes the effective implementation of the chosen strategy;

2) the management system adapts to the existing culture in the organization;

3) attempts are made to change the culture so that it is suitable for the chosen strategy;

4) strategy changes to fit the existing culture.

In general, we can distinguish two ways in which organizational culture influences the life of an organization.

The first approach is that culture and behavior mutually influence each other.

The second approach is that culture influences not so much what people do, but how they do it.

There are various models of the influence of organizational culture on organizational effectiveness:

Sathe model,

Peters and Waterman model,

Parsons model.

More generally, the connection between culture and organizational performance is presented in the model of the American sociologist T. Parsons. The model is developed based on the specification of certain functions that any social system, including an organization, must perform in order to survive and succeed. The first letters of the English names of these functions in the abbreviation give the name of the model - AG1L: adaptation; goal-seeking (achieving goals); integration (integration) and legiacy (legitimacy).

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

This model is based on the fact that the values of organizational culture are the most important means or tools for performing the functions of this model. If an organization's shared beliefs and values help it adapt, achieve goals, unite, and prove its usefulness to people and other organizations, then it is clear that such a culture will influence the organization toward success.

Conclusion

Thus, based on the above, we can conclude that corporate culture is a complex of social norms, attitudes, orientations, behavioral stereotypes, beliefs, and customs developed and recognized by the organization’s collective that force a person or a group to behave in certain situations in a certain way. . At the same time, at the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends and artifacts. Corporate culture is a key factor determining the success and stability of a company. It binds employees together, increases staff loyalty to the company, and increases productivity. Currently, corporate culture is considered as the main mechanism for ensuring a practical increase in the efficiency of an organization.

In my opinion, corporate culture is an integral part of any organization. It arises from the moment the company appears and actively develops during its existence. Organizational culture has a significant impact on all employees of the company, on their views and behavior, and most importantly, the result of the company’s activities depends on it. However, a spontaneously formed corporate culture can become an obstacle to achieving the company's strategic goals. Therefore, every leader must be able to competently manage it and keep its formation and growth under control. In addition, any manager is obliged to monitor compliance with certain norms, rules, customs and traditions that have existed since the inception of the company, in order to preserve the culture of the organization. It should also be noted that organizational culture must correspond to the mission and strategy of the organization. Only in this case will the organization be able to achieve success in achieving its goals and objectives, and most importantly, achieve the main result, namely making a profit, and then increasing it. Since the development of organizational culture has a great impact on the company’s performance, I would also like to note that any manager should help not only maintain the corporate culture of the organization, but also promote it. In my opinion, today competent management of an organization in combination with a developed corporate culture, a good team and clearly defined goals, objectives and mission of the company is the key to the success of any organization.

Bibliography:

1) Maslova V. M. Personnel management. Textbook for universities Moscow: YURAYT, 2011. – 488 p.

2) Bochkarev A.V. The mechanism for forming corporate culture. Personnel Management, No. 6, 2006.

3) Kandaria I.A. Formation of corporate culture in the organization. // Personnel Management, No. 19, 2006.

4) Kibanov A.Ya. Fundamentals of personnel management: Textbook. - M.:NFRA-M, 2002.- p.201

5) Personnel management of an organization: Textbook / Ed. AND I. Kibanova. - 2nd ed., revised. and additional - M.: INFRA-M, 2001.

Subject: CO Technology

Topic: “Formation of corporate culture”

Introduction

Any company, whether it has just appeared on the market or has been operating for a long time and is well-known, is interested in bringing information (positive, of course) about itself to its direct customers. A competent leader of an organization will use the slightest informational reason for this. For example, in business publications, along with smiling fashion models, you can always find several photographs general directors companies with their statements.

Meanwhile, when investing a lot of money in image advertising, managers often forget that their employees are also carriers of information about the company, and in some cases they are the ones who represent the company in customer service situations. Of course, such a disdainful attitude towards consumers as in pre-perestroika times can no longer be found almost anywhere. But, as before, a cleaning lady in a supermarket can wipe a customer’s shoes with a dirty rag, a security guard, checking documents, can drive a visitor “to the point of white heat”... The examples can be continued. And it seems that Russian personnel will never forget how to discuss their personal and family problems while working in the presence of strangers.

Why do we constantly encounter this? What is the reason for such indifference to your potential customers? The behavior of staff towards customers, like a mirror, reflects what rules are established in the company. If the psychological climate leaves much to be desired, and there are many contradictions and conflicts between superiors and subordinates, this will inevitably affect the treatment of customers and, as a result, the image of the company.

There can be a large number of reasons for such behavior of personnel in an organization, many of them are related to the ongoing personnel policy and ignorance of the basic principles of civilized business.

The axiom of success is simple: the main achievement of the company is its staff. They have always tried to encourage employees to work better. In the Soviet era, honor boards, free trips, bonuses, and the thirteenth salary were used. Currently, many managers are again beginning to realize that qualified personnel are wealth that must be protected and increased.

One of the actively developing areas in public relations is intracorporate PR and the formation of corporate culture.

The concept of “corporate culture” came into use in developed countries in the twenties of this century, when there was a need to streamline relationships within large firms and corporations, as well as an awareness of their place in the infrastructure of economic, trade and industrial relations.

The formation of a corporate culture is facilitated by the use of unique standards of corporate ethics, mandatory standards of behavior for all employees.

I chose this topic for my essay in order to understand in more detail the concept of corporate culture, its components, the mechanism of formation, to understand the practical significance and rules for the formation of corporate culture.

1.1. The concept of corporate culture and its tasks

The term “corporate culture” appeared in the 19th century. It was formulated and applied by the German Field Marshal Moltke, who used it to characterize relationships among officers. At that time, relationships were regulated not only by statutes and courts of honor, but also by duels: a saber scar was a mandatory attribute of belonging to an officer “corporation.” Rules of behavior, both written and unwritten, developed within professional communities back in the medieval guilds, and violations of these rules could lead to the exclusion of their members from the communities.

Currently, corporate culture refers to the atmosphere or social climate in an organization. At the same time, the formation of a corporate culture is a complex and multifaceted task. The success of a business largely depends on its solution (that is, on the success of forming a corporate culture).

One of the tasks of internal PR is the formation of corporate culture - a management tool that increases the productivity of corporate employees and helps create a positive image, good reputation and respect for the enterprise in the eyes of the public.

Corporate culture is a complex of social norms, attitudes, orientations, behavioral stereotypes, beliefs, and customs developed and recognized by the organization’s collective that force a person or group to behave in certain situations in a certain way. At the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends, linguistic symbols and artifacts.

In modern conditions, corporate management is interested in ensuring that flexibility and innovation are the most important and integral components of corporate culture.

Corporate culture acts as a system that exists at least on three levels - content, mental and activity.

At the content level, corporate culture is a set of blocks recorded in texts and documents that make up the regulatory framework for the organization’s activities. The content of these blocks is determined during the creation of the corporate culture of the organization by people working in this organization and self-determining in relation to the environment in one capacity or another.

However, having a corporate culture outside and apart from the mentality of the company’s employees does not make any sense. It is advisable to consider the mental level of corporate culture, that is, its existence at the level of human consciousness and in its forms, as an area of much more complex tasks than the project development of strategies, technologies, regulations, etc. In order for promising strategies, new programs, more productive norms, effective management style, etc. could begin to “work” and bring significant financial results, they must be transformed into the beliefs, commitment and motivation of managers and staff. The focus on survival and functioning must be replaced by a focus on development, a breakthrough to new levels of efficiency and new opportunities, a commitment to the “high bar” principle, corporate values, and a focus on a higher quality of life in general.

The activity level of corporate culture is the level of practical actions of people that are aimed at achieving the mission and strategy, implementing the concept, philosophy of the company, corporate values and norms, appropriate management style, traditions, programs and projects, etc. People act in accordance with their orientations and goals, as well as with their ideas about the situation and the world as a whole. What is the content and quality of corporate culture, what is the depth and degree of its acceptance by the organization’s employees at the mental level, such will be the actions of employees and the effectiveness of these actions.

1.2 Ways to form a corporate culture

To form a corporate culture that is adequate to modern economic and business requirements, it is necessary to transform the values of people formed under the influence of command-administrative management methods and set a course for introducing into the consciousness of all categories of employees the elements that make up the basic structure of a market-type corporate culture. One of the most important indicators of such a culture is the focus not only on ensuring a favorable atmosphere and normal relationships in the team, but also on achieving the intended goals and results of the corporation’s activities.

1.3 Main components of corporate culture

Mottos and slogans, which in a laconic form emphasize the significant guidelines and guidelines of the corporation, have normative significance in corporate culture. (The need for a connection between mottos and slogans on the one hand and the vision and mission of the corporation on the other is obvious).

An important role in the company is also played by myths and legends, which can be formed both by the conscious efforts of its managers and PR department, and spontaneously from below. They exist, as a rule, in the form of metaphorical stories and anecdotes that are passed down from generation to generation of workers and employees. They are connected with the history of the company’s origins, its further development, the life and activities of the “founding fathers” and are designed to convey general corporate values to employees in a visual, figurative, living form.

The characteristics of corporate culture are often determined by the field of activity. For example, in the financial sector it is more definite and strict, the behavior of employees is clearly defined, and the communication style is more formal. Corporate culture in the trading sector is often very diverse and original; as a rule, it is less defined, allows more variations in behavior and communication, the communication style is less formal, more democratic; Energy, sociability, and sociability are encouraged.

In accordance with the corporate culture of the organization, employees adhere to the rules and norms of behavior. A set of rules and norms of behavior, standards of relationships between employees, as well as between them and managers or management of teams, divisions of the corporation, is expressed in official documents, codes of honor, codes of corporate conduct, etc.

The Business Code contains, as a rule, three groups of rules:

· prohibitory rules (denoting what should not be done in this organization under any circumstances, for example, a ban on violating trade secrets, a ban on gossip),

· prescriptive rules (saying what needs to be done in a given organization, for example, strictly follow agreements, follow management procedures),

· recommending (for example, it is recommended to show creative initiative, be committed to the organization). If accepted at the mental level and implemented at the activity levels of the corporate culture, the business code begins to act as an impersonal mechanism for regulating the relations and actions of the organization’s employees, which significantly facilitates the work of managers and increases the efficiency of the staff as a whole.

In the future, in my essay, I will dwell in more detail on the above elements of corporate culture.

1.4 The importance of corporate culture

The company's activities are necessarily based on a corporate philosophy - a complete, detailed, detailed statement of moral, ethical and business norms, principles, and credos that guide the company's employees. Corporate philosophy performs the function of an internal organizing principle formalized by a social contract.

In many credos, the key concepts are “quality”, trust, “excellence”, “pride”, “care”, “attentiveness”. However, whatever the principles, they will not be implemented on their own - an atmosphere of commitment to them must be created. Employees must learn about them, understand them, appreciate and support them, only then will people follow these principles. A PR man should help them with this, who will combine these positions into a single whole and plan their implementation.

One of important means This connection is corporate training, which involves continuous training of employees to better understand the principles and their subsequent use in practice, as well as the ability to easily and painlessly adapt to changes. It should also be noted that corporate rules and laws should not contradict existing government laws and regulations, although quite often the corporate philosophy directs employees to meet requirements that are more stringent than those provided for by the code of laws.

The importance of corporate culture for the development of any organization is determined by a number of circumstances.

Firstly, it gives employees an organizational identity, determines the intragroup perception of the company, and is an important source of stability and continuity in the organization. This creates in employees a feeling of reliability of the organization itself and their position in it, and contributes to the formation of a sense of social security.

Secondly, knowing the basics of the organizational culture of your company helps new employees correctly interpret events taking place in the organization, identifying everything that is most important and significant in them.

Thirdly, intra-organizational culture, more than anything else, stimulates self-awareness and high responsibility of the employee performing the tasks assigned to him. By recognizing and rewarding such people, the organizational culture identifies them as role models.

All existing organizations are unique. Each has its own own story, organizational structure, types of communications, systems and procedures for setting tasks, internal organizational rituals and myths, which together form a unique corporate culture. Most organizational cultures have historically been more implicit, but Lately the tendency to recognize their influence and role prevailed.

1.5 The influence of corporate culture on external and internal organizational life

Currently, corporate culture is considered as the main mechanism for ensuring a practical increase in the efficiency of an organization. It is important for any organization because it can affect:

· employee motivation;

· attractiveness of the company as an employer, which is reflected in staff turnover;

· morality of each employee, his business reputation;

· productivity and efficiency of work;

· quality of work of employees;

· the nature of personal and industrial relations in the organization;

employees' attitudes towards work;

· creative potential of employees.

Culture as a whole is elusive. It is usually produced in the process of human activity and, in turn, affects it.

There are two ways in which corporate culture influences organizational life. First, culture and behavior mutually influence each other. Second, culture influences not only what people do, but also how they do it. There are different approaches to identifying a set of variables through which the influence of culture on an organization can be traced. Typically, these variables form the basis of surveys and questionnaires that are used to describe the culture of an organization.

Let's consider the most practical approach to corporate culture, relative to the effectiveness of the organization. From a business owner's perspective, the value of corporate culture is determined by its contribution to the fundamental purpose of the business - maximizing shareholder wealth and company value. Accordingly, the fundamental goal of any business is to create wealth for its owners. Everything else, including organizational culture, is just a means to achieve this goal. Therefore, the fundamental goal of managing and implementing corporate culture is to maximize the value created by implementing and developing corporate culture.

Why is a strong and effective corporate culture so important from a company owner's perspective? This is due to the fact that the business environment is changing so quickly that even ordinary performers have to constantly make decisions, because... There is no time to familiarize yourself with the situation, make decisions and communicate them to the performers. Corporate plans, procedures and standards become outdated too quickly. To serve as effective instructions “for all occasions.” Therefore, the only solid and unchanging support for decision-making in a company at all levels of management is the corporate culture, i.e. a system of the most general and stable values and goals, principles and rules of behavior. Therefore, the presence of a strong and sustainable, but also flexible corporate culture, adequate to the rapidly changing environment, is one of the most important factors for the survival and success of Russian business in the new century, as well as one of the most important competitive advantages. Consequently, the formation and strengthening of corporate culture should become an integral part of the strategic and operational management business and constantly be in the field of view of the company's senior management.

Chapter 2. Classification of types and structure of corporate culture

2.1 Classification of types of corporate culture

In Russia, in the absence of large investments in industry and fierce competition with Western companies, opportunities for increasing efficiency are associated with finding new resources within the company. The transformations that are taking place in Russia today are not so much a transformation of the economy as a transformation of the type of culture that exists in society. The relevance of this problem is obvious in modern Russian conditions of functioning of organizations. Without changing the existing corporate culture in enterprises with old values such as discipline, obedience, hierarchy and authority, it is often impossible to create new system management with other values - participation, personality disclosure and an individual approach to the employee’s personality, creative thinking, in a word, the possession of which is considered the most important requirement for organizations of the 21st century. In Russia, such a concept as corporate culture appeared only at the end of the 20th century and, unfortunately, many managers have very little idea of the essence of such an important component of any organization.

In my abstract I will present the classification proposed by S.G. Abramova and I.A. Kostenchuk, through which they distinguish the following types of corporate culture:

2) Based on the degree of correspondence between the hierarchy of personal values of each employee and the hierarchical system of intragroup values, integrative (high degree of compliance) and disintegrative (low degree of compliance) cultures are distinguished. An integrative culture is characterized by unity of public opinion and intragroup cohesion. Disintegrative - lack of a unified public opinion, disunity and conflict.

4) Depending on the nature of the influence of corporate culture on the overall performance of the enterprise, positive and negative corporate culture are distinguished.

2.2 Structure of corporate culture

When studying a corporate type of culture, as well as when forming and maintaining a certain type of culture, it should be taken into account that each culture has its own structure.

Let's consider corporate culture at three levels, in the metaphor of the “Tree”

The first, most obvious superficial level of culture is the “crown”, the so-called artifacts. At this level, a person encounters physical manifestations of culture, such as the office interior, observed “patterns” of employee behavior, the “language” of the organization, its traditions, rites and rituals. In other words, the “external” level of culture gives a person the opportunity to feel, see and hear what conditions are created in the organization for its employees, and how people in this organization work and interact with each other. Everything that takes place in an organization at this level is the visible result of conscious formation, cultivation and development.

The next, deeper level of corporate culture is the “trunk”, i.e. proclaimed values. This is the level, the study of which makes it clear why the organization has such conditions for work, rest of employees and customer service, why people in this organization demonstrate such patterns of behavior. In other words, these are values and norms, principles and rules, strategies and goals that determine the internal and partly external life of the organization and the formation of which is the prerogative of top managers. They can be either fixed in instructions and documents, or unfixed. The main thing is that they are really accepted and shared by employees.

The deepest level of organizational culture is the “roots”, i.e. level of basic ideas. We are talking about what is accepted by a person on a subconscious level - these are certain frameworks for a person’s perception of the surrounding reality and existence in it, how this person sees, understands what is happening around him, how he considers it right to act in various situations. Here we are mainly talking about the basic assumptions (values) of managers. Because it is they who, through their real actions, form organizational values, norms and rules.

Chapter 3. Basic elements of corporate culture

Corporate culture has a certain content, which includes subjective and objective elements. The former include beliefs, values, rituals, taboos, images and myths associated with the history of the organization and the lives of its famous members, and accepted norms of communication. They are the basis of management culture, characterized by leadership styles, problem-solving methods and management behavior. Objective elements reflect the material side of the life of the organization. These are, for example, symbols, colors, comfort and interior design, appearance of buildings, equipment, furniture, etc.

The culture of a corporation represents, as it were, two organizational levels. At the top level, visible factors such as clothing, symbols, organizational ceremonies, and work environment are represented. The top level represents cultural elements that have an external visible representation. At a deeper level, there are values and norms that define and regulate the behavior of employees in the company. The values of the second level are closely related to visual patterns (slogans, ceremonies, style of business clothing, etc.), they seem to follow from them and indicate their internal philosophy. These values are supported and developed by the organization’s employees; every employee of the company must share them or at least show their loyalty to the accepted corporate values.

Rice. Levels of corporate culture

3.2 Corporate values

The values of an organization are the core of organizational culture, on the basis of which norms and forms of behavior in the organization are developed. It is the values shared and declared by the founders and 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 perspective of management and organizational culture consultants, may include, for example, the following:

The purpose of the organization and its “face” (high level of technology; highest quality; leadership in its industry; dedication to the spirit of the profession; innovation and others);

Seniority and authority (the powers inherent in a position or person; respect for seniority and authority; seniority as a criterion of authority, etc.);

The importance of various leadership positions and functions (importance of leadership positions, roles and authorities of departments and service);

Treatment of people (concern for people and their needs; impartial treatment and favoritism; privileges; respect for individual rights; training and professional development opportunities; career; fairness in payment; motivation of people);

Selection criteria for leadership and supervisory positions (seniority or performance; priorities in internal selection; influence of informal relationships and groups, etc.);

Work organization and discipline (voluntary or forced 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 acceptance decisions; the need for agreement, the possibility of compromise, etc.);

Dissemination and exchange of information (employee awareness; ease of information exchange);

Nature of contacts (preference for personal or written contacts; rigidity or flexibility in the use of established channels of official communication; the importance attached to formal aspects; the possibility of contact with senior management; the use of meetings; who is invited and to which meetings; norms of behavior during meetings);

The nature of socialization (who communicates with whom during and after work; existing barriers; special conditions communication);

Ways to resolve conflicts (the desire to avoid conflict and compromise; preference for using official or unofficial ways; participation of top management in resolving conflict situations, etc.);

Evaluation of work effectiveness (real or formal; hidden or open; by whom it is carried out; how the results are used).

It is hardly possible to provide any generalized list of corporate values, since organizational culture is almost always an original mixture of values, attitudes, norms, habits, traditions, behaviors and rituals unique to a given organization. The pursuit of common values can unite people into groups, creating a powerful force in achieving their goals. This aspect of values is widely used in organizational culture because it allows people to direct their activities towards achieving their goals.

As studies have shown, a modern highly qualified employee wants to receive something more from the organization than just a salary. The emergence and impact of a number of social factors have led to the formation of a significant layer of the modern workforce, the expectations of which are very different from those that prevailed among the previous generation of workers. Modern employees not only expect to be financially successful, but also prefer to feel psychologically comfortable in an organization whose cultural values correspond to their personal value orientations.

Every organization operates in accordance with the values that are essential to 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 employees of the organization, it is important to ensure various manifestations of corporate values within the organization. The gradual acceptance of these values by members of the organization will allow them to achieve stability and great success in the development of the organization.

However, not all corporate values that are recognized and even accepted by an employee as such actually 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. A truly necessary condition for this transformation is the practical inclusion of the employee in the organization’s activities aimed at realizing this value. Only by daily acting in accordance with corporate values, observing established norms and rules of behavior, an employee can become a representative of the company, corresponding to intra-group social expectations and requirements.

3.3 Corporate mottos, slogans, symbols

Core values and beliefs are expressed not only in policy documents, codes of laws, codes of honor, books on internal business standards, but also in mottos and slogans. Being one of the elements of corporate culture, they in a succinct and concise form emphasize the strongest, most significant aspects of a particular company:

"IBM means service";

General Electric - “Our most important product is progress”;

Samsung - "It's good where we are"

Electrolux – “Made wisely”;

L’Oreal – “You deserve it!”

Also the most important element corporate culture are its symbols. They are somehow connected with the system of corporate values.

For example, the Samsung company chose hinoki and pine trees as symbols expressing its philosophical concept. The majestic pyramidal hinoki grows 25 centimeters per year and reaches a height of 30 meters in 120 years. During this time, hinoki wood acquires the highest quality and serves as an excellent material for exquisite furniture. A simple hinoki board can cost $30,000. Samsung took the hinoki as a symbol when planning long-term development with great significance. There is no rush here. But a company cannot always afford to wait long. Therefore, another symbol of Samsung’s development is pine, which grows faster and does not require special care or high costs. “As long as the hinoki grow, the pine trees provide income”: this is how, in symbolic form, development is understood in the Oriental way.

The social symbol of Samsung is a five-pointed star formed by people holding hands. It expresses five programs: social welfare, culture and art, scientific activities and education, nature conservation and voluntary social activities of employees.

Another example of a symbol expressing concern for the welfare and interests of clients and emphasizing hospitality and friendly disposition towards them, interest in long-term cooperation, existed in the famous American advertising company Leo Barnett. “A bowl of ruddy apples was placed on the table in the reception room. The purpose of this is to tell visitors: we are glad you came, while you wait - eat an apple or take it with you when you leave, and come back soon.”

Everyone is familiar with the three-pointed Mercedes star in the ring, but few people know that the founders of the Daimler Benz company, which now produces cars, interpreted it as “dominant position in the air, on water and on land.”

Thus, the great importance of slogans and symbols for most companies, both for their management and for ordinary employees, becomes clear. Russian business practice is characterized by cases of inaccurately chosen, “empty” slogans that do not express anything as brand names. It seems that the role of these elements of corporate culture is greatly underestimated in our country. According to the author, a conceptual sign and slogan that clearly and simply expresses the company's philosophy are the strongest elements around which corporate culture is built.

3.4 Corporate mythology

The most important part of the corporate culture of any organization is, oddly enough, its mythology. What is it about? Developed corporate cultures develop quite diverse mythologies. The mythology of enterprises exists in the form of metaphorical stories and anecdotes that constantly circulate in the enterprise. They are usually associated with the founder of the enterprise and are designed to convey the company’s values to employees in a visual, lively, figurative form.

A prominent place in the mythology of the enterprise is given to “heroes”: “born heroes” influence the activities of the enterprise for a long time. These are the “founding fathers” of the company, as well as the managers and employees who brought it the greatest success. “Heroes of the situation” are employees who have achieved the greatest success in a particular time period. These “heroes” provide possible models of behavior; they determine the type and norm of achievement.

Heroes can be successful managers, employees who brought the greatest success to the company, “heroes of the situation” are employees who have achieved impressive results in one period or another of their activities. In the mythology of an enterprise, there may be legends about “heroes-experimenters”, “heroes-innovators”, “heroes who give all their time to the company”. Myths, legends, stories about heroes are designed to convey corporate values to employees in a visual, figurative, living form. By exerting a strong emotional influence on employees, they provide the necessary guidelines for actions, ethical patterns of behavior, types and standards of achievement. Legendary heroes who resonate in the hearts of employees serve as role models. Myths and legends are intended to demonstrate that diligence, work, initiative, and resourcefulness can make an ordinary employee a team leader; that in critical, extreme situations the “hero” does not get lost, shows courage, determination, purposefulness, and most importantly remains loyal to the company and its values; that the leader is also a person and “nothing human is alien to him.” Legends about the history of the company and its heroes make it possible to preserve and strengthen cultural values, making them part of the personal motivation of employees, turning them into interested allies dedicated to a common cause.

3.5 Corporate rituals

Visible manifestations of corporate culture are rituals. A ritual is a repeated sequence of activities that expresses the core values of any organization by answering the following questions: Which stated goals are most significant?; Which people are the most valuable to the organization, and which are just beginning to gain importance?

Rituals serve as a means to clearly demonstrate the company’s value orientations; they are designed to remind employees of the standards of behavior and norms of relationships in the team that the company expects from them.

“Rituals of recognition” are designed to show the company's approval of someone's achievement or a certain style of behavior that fits within the framework of corporate cultural values.

“Rituals of censure” - signal disapproval of a person who does not behave in accordance with the norms of a given corporate culture. Official rituals of censure include dismissal, demotion, and reduction in earnings. A less formal ritual of this kind could be non-invitation to a regular event where the entire team gathers. Shame rituals help maintain the integrity of the company. When people realize that the consequences of certain undesirable behavior are the same for any team member and that punishments are applied fairly, they begin to respect the organization as a whole.

“Rituals of integration” are those actions of management that bring company employees together and help them realize what they have in common. In the context of work, these are conferences, seminars, business games, and so on. These are various social events, parties, joint trips, sports.

In the everyday life of an enterprise, rituals can play a dual role: on the one hand, they strengthen the structure of the enterprise, and on the other hand, in case of obscuring true meaning actions taken - to weaken. In positive cases, rituals are stage performances of works of decisive importance; they symbolize beliefs that play an essential role in the life of the enterprise. Rituals allow you to see the general image of the enterprise and its value orientation.

The rituals performed upon joining a team are called initiating. They must clearly demonstrate to the new employee what the company really values.

In negative cases, the connection between rituals and value orientations is lost. Then rituals turn into an unnecessary and prim formality, with the help of which they try to “kill” time, avoid making decisions, and avoid conflicts and confrontations.

Regular abuse of rituals begins when they are used to hide the real state of affairs (for example, meetings with a wide range of invitees, initially necessary to jointly find solutions). The discussion turns out to be an expression of approval; no one is interested in objections, since the decision was made long ago. An attempt is made to convince those present that they took part in the decision.

In conclusion, we can say that rituals occupy an important place within the culture of a company. However, it is necessary to constantly check whether they actually convey value orientations that are relevant to everyday reality.

Chapter 4. Features of the formation of corporate culture

4.1 Corporate culture and the main directions of its formation

Corporate culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values that give people guidelines for their behavior and actions. Corporate culture (sometimes called organizational culture) consists of the ideas, attitudes, and core values that are shared by members of an organization. It is generally accepted that values are the core that determines the corporate culture as a whole. Values determine behavioral styles, communication styles with colleagues and clients, level of motivation, activity, and more. Therefore, one cannot take for corporate culture only a set of certain external signs, such as uniforms, rituals, etc.

The formation of corporate culture, as a rule, comes from formal leaders (company management) or, more rarely, informal leaders. Therefore, it is important that a manager who wants to create a corporate culture formulates for himself (first of all) the core values of his organization or his division.

According to various sources, companies with a clearly defined, established corporate culture are much more effective in using HR (human resources). Corporate culture is one of the most effective means of attracting and motivating employees. As soon as a person satisfies the needs of the first level (“purely material”), he has needs of a different level: for a worthy position in the team, recognition, self-realization, etc. And here corporate culture comes to the fore, one of the important functions of which is to support each member of the team, revealing his individuality and talents.

Before you begin to form or change a corporate culture, it is necessary to study the culture that is already “available”, determine its advantages and disadvantages and answer two questions:

1) What is today's organizational culture?

2) What should the organizational culture be like so that it supports the developed organizational development strategy?

There are several methods that allow you to study an existing culture. These include interviews, indirect methods, questionnaires, the study of oral folklore, document analysis, the study of the rules and traditions that have developed in the organization, as well as the study of management practices. In any case, before breaking something old and bringing new ideas into life, it is necessary to understand the structure of what already existed, highlight the best from it and make the most of this best to create more progressive and time-appropriate systems.

There are two main areas of methodology for creating a corporate culture:

1 - Search for the values of a successful organizational culture that best corresponds to the following factors: organizational technology, the capabilities and limitations of the organization’s external environment, the level of professionalism of personnel and the characteristics of the national mentality;

2 - Consolidation of the identified values of organizational culture at the level of the organization’s personnel.

4.2 Stages of corporate culture formation

The process of forming organizational values is tied to the life cycle of the organization.

At the first stage of creating an organization - the organization is at the stage of formation, the product life cycle is being formed. At this stage, all morals, customs, and basic style of activity subsequently adopted in the organization, as well as the success or failure of the organization, are laid down by its founders. They see the organization's mission and what the organization should ideally be like. In their activities, they are guided by previous experience in creating the organization and its cultural values.

Initially small size, usually characteristic of new organization, allows the founders to impose their views on its members. When proposing a new idea, founders are guided by certain personal biases about its practical implementation. Thus, organizational culture is the result of the interaction, on the one hand, of the personal assumptions and prejudices of its founders, and, on the other, the experiences of the organization's first employees.

Once established, through the growth and degrowth stages, culture is maintained by the organization's existing customs and procedures, which shape the experience of its personnel. Many human resource management procedures strengthen organizational culture. These include: selection process, performance evaluation criteria, reward system, training and career management, promotion. All these procedures are aimed at maintaining those who comply with a given organizational culture, and punishing, even dismissing, those who do not comply with it.

Forming a corporate culture is a long and complex process. The main (first) steps of this process should be: defining the mission of the organization; identification of core core values. And based on basic values, standards of conduct for members of the organization, traditions and symbols are formulated. Thus, the formation of corporate culture breaks down into the following four stages:

1. Definition of the organization’s mission, basic values;

2. Formulation of standards of conduct for members of the organization;

3. Formation of traditions of the organization;

4. Development of symbolism.

All these steps and their results are very convenient and appropriate to describe in a document such as a corporate manual. This document is especially useful in situations of hiring and onboarding new employees and makes it possible to almost immediately understand how much a potential employee shares the values of the organization.

At each stage of the formation of a corporate culture, the organizer faces certain difficulties - I will briefly dwell on some of them.

Stage 1. According to managers, creating a system of corporate values is the answer to the questions:

What are we doing?

What are we good for?

What are we capable of?

What are our life attitudes?

What's our plan?

What is the interest of our business for clients, company employees, and our partners?

Where is my personal place in the overall development plan?

Values must respond to people's need to be reassured that what they do has value beyond a specific business, a specific position, a specific co-worker, and a specific salary.

As noted above, the intensity of a person’s inclusion in a group can vary: from purely formal membership and formal orientation to complete acceptance and conscious adherence to the philosophy and ideals of the organization, its accepted values, group norms and rituals. The task of officials responsible for maintaining organizational culture should, in my opinion, be to clearly distinguish between those employees who only outwardly declare solidarity with the cultural values of the organization and those who internally deeply share and clearly follow these values in their behavior .

And one more important point, which in no case should be forgotten. After making a decision to hire a person, the question arises of determining his “unique” place in the team, that is, creating a situation for organizing the work of this employee in which his qualities are revealed with maximum benefit for the organization. The professional use of the potential of organizational culture in an enterprise or firm is already visible when the HR manager spends a lot of time talking about what is accepted in the company and what is not. This can make a person’s life a lot easier and give them a sense of the benefits of what it means to be “a player on this team.” In continuation of helping new employees in some “advanced” companies in terms of developing corporate culture, they are usually assigned to someone from the experienced staff, who becomes like a “big brother” to the newcomer for the first two weeks. The first day of work in the company begins with a traditional introduction, when the “big brother” or “sister” introduces the new employee to all the company’s employees, to the formal and informal rules of life in the company. It is at this stage that the purposeful formation of a person’s attitudes begins, his immersion in culture professional activity in this organization.

Stage 3. An important part of the formation of corporate culture is the creation and support of the organization’s traditions. I will give some examples of traditions, external signs by which one can judge the corporate culture of organizations:

All employees wear office-style clothes to work;

No negotiations are scheduled for Friday, because traditionally on this day everyone dresses “loosely”;

Everyone has the same and expensive pens from a well-known company;

- “If you work for a healthy lifestyle, don’t smoke”;

The day of the formation of the company is a stormy holiday with a trip out of town;

If employees stay overtime, they are treated to pizza and beer at the company’s expense;

A certain bonus is paid for each year worked;

Everyone communicates firsthand and by name (this is the setting);

There are no receptions - the President's door is open, you can come in and ask your question;

Be sure to use (at least in public) the products (cosmetics, photography, accessories) that your company sells.

4.4 The basic principle of forming a corporate culture

To summarize the chapter, the following should be noted: the main principle of forming a corporate culture should be its compliance with all elements of the management system:

For example, at many Russian industrial enterprises, the relationship orientation of employees and the habit of working their entire lives at one enterprise allowed the company to survive difficult years and retain most of its specialists. However, what played a positive role in the past does not correspond to the current situation and hinders the development of the company today. This means changes are needed.

In practice, this principle means that when developing or implementing changes to strategy, structure and other elements of the management system, managers must assess the extent to which they are feasible within the existing culture and, if necessary, take steps to change it. It should be taken into account that culture by its nature is more inert than other elements of the management system. Therefore, actions aimed at changing it must be ahead of all other transformations, taking into account the fact that the results will not be immediately visible.

Conclusion

Just a few years ago, the phrase “corporate culture” was little known, although in fact, it naturally always existed, and elements of the corporate culture of many Western companies with rich traditions had their analogues in the USSR: boards of labor leaders, badges, certificates of honor, and so on are a classic expression of corporate culture.

The phenomenon of corporate/organizational/ culture has always existed, regardless of whether its bearers were aware of it or not. The most important feature of managing a modern company as a social system is the continuous search for a productive compromise between the interests of the enterprise and the interests of the individual. The formation of regulations or business rules must be complemented by the formation of the desire of staff to accept and implement them. This is objectively connected with the processes occurring in a civilized society.

Corporate culture exists in any organization - if it is not formed consciously, it grows spontaneously, like a weed in an abandoned garden. Often, spontaneous and unconscious corporate culture is an obstacle to achieving the company’s strategic goals - if you do not manage the corporate culture, it begins to manage you. But if corporate culture is created in accordance with the company's strategy and mission, it becomes a universal means of development and achievement of set goals.

The corporate culture of a company is not synonymous with the concept of “team climate”. It itself presupposes the climate, values, style, relationships in a given organization. Its concept includes: certain constantly recurring characteristics of people’s behavior, for example: rituals, forms of respect, behavior, norms of production groups; philosophy that defines the organization's policy towards employees or customers; “rules of the game” that must be followed in order to succeed in the organization.

Corporate culture cannot be reduced only to external or even some organizational aspects; its essence also includes those value systems that managers and all employees of the company follow in their work.

Corporate culture is a complex of social norms, attitudes, orientations, behavioral stereotypes, beliefs, and customs developed and recognized by the organization’s collective that force a person or group to behave in certain situations in a certain way. At the same time, at the visible level, the culture of a group of people takes the form of rituals, symbols, myths, legends, linguistic symbols and artifacts.

Currently, corporate culture is considered as the main mechanism for ensuring a practical increase in the efficiency of an organization.

BIBLIOGRAPHY

1. Abramova S.G., Kostenchuk I.A. About the concept of “corporate culture”. - M., 1999.

2. Bochkarev A.V. The mechanism for forming corporate culture. Personnel Management, No. 6, 2006.

3. Vlasova N. Corporate culture // Affairs, people XXI, No. 10, 2001.

4. Kandaria I.A. Formation of corporate culture in an organization. // Personnel Management, No. 19, 2006.

5. Ivanova S. Corporate culture is an effective means of motivating employees. //Personnel Service, No. 9, 1998.

6. Sashchenkova N. Organizational culture and its influence on the effectiveness of the organization. - Obninsk, 2001.

7. Shikhirev P.N. Good climate in a team becomes a strategic resource of the company. // Financial News, No. 69, 9.7.2001.

MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

Belarusian National Technical University

Faculty of Management Technologies and Humanitarianization

Department of Management

Course work

in the discipline "Theoretical Foundations of Management"

on the topic of: "Corporate culture of the organization"

Performer: 2nd year student

HELL. Sopelev

Head: Professor V.F. Volodko

Introduction

Principles of corporate culture formation

1 The concept and role of corporate culture in an organization

3 Types of corporate relationships

Study of corporate culture at PTPP "Edelweiss"

Suggested methods of corporate culture of PTPP "Edelweiss"

Conclusion

List of sources used

Applications

Introduction

Today's world is a world of dynamics and speed. To survive in it, you need to constantly change with it and constantly acquire new knowledge and skills. Moreover, it is not enough to possess them. They must be able to be used wisely so that they bring the greatest benefit to their owner.

Our society is undergoing an extremely difficult, largely contradictory, but historically inevitable and necessary restructuring. The main goal and at the same time, the main content of this process was the restructuring of enterprises, including a wide range of forms, methods and tools to ensure sustainable development.

Today's dynamically developing economy leads to the fact that firms and organizations are forced to constantly evolve so as not to be left behind in progress and business. The saturation of absolutely all markets with goods to such an extent that companies have to literally fight for buyers leads to a complete rethinking of the principles and tasks of the functioning of various structures within the enterprise. The changes taking place in society are so global that this time it is no longer possible to get by with a simple reorganization of labor. Today, in order to comply with the times, its norms and trends, entrepreneurs must begin restructuring with themselves.

Constantly exposed to influence from the external environment, adapting to changes, modern organization must have the ability to form and accumulate potential that can provide not only a timely and adequate response to environmental influences, but also provide the opportunity to actively change the surrounding reality, effectively manage the functioning and development of numerous elements and subsystems of the organization.

This potential of the organization’s activities is largely ensured thanks to the corporate culture: the reason for which people became members of the organization; how the relationship between them is built, what principles and methods of performing work are used in the organization’s activities. This not only determines the differences between organizations, but also determines the success of its functioning and survival in competition. In any organization, there is a dialogue between people who are carriers of organizational culture, on the one hand, and culture, which influences human behavior, on the other.

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.

Management and corporate culture are interconnected and interdependent. At the same time, management not only corresponds to the culture of the organization and is highly dependent on it, but also influences the formation and adaptation of culture to the new strategy. Therefore, managers must be able to manage the culture of their organization.

Corporate culture is a new field of knowledge included in the series of management sciences. It emerged from a relatively new field of knowledge - corporate management, which studies general approaches, principles, laws and patterns in the management of large and complex organizations.

The main goal of corporate culture as a phenomenon is to help people perform their duties in organizations more productively and receive greater satisfaction from it. And this in turn will lead to an improvement in the economic efficiency of the organization as a whole. After all, a united team, driven by a single goal, working like a well-oiled clockwork mechanism, will bring much more benefit than a “community of rows of confusion and vacillation,” for example. And business efficiency for an organization is the most important indicator, without a doubt. It is obvious that the influence of the organization’s corporate culture on it is enormous.

I would like to talk about the role of corporate culture in modern enterprises in my course work.

1. Principles of forming corporate culture

.1 Concept and role of corporate culture in an organization

The concept of “corporate culture” came into use in developed countries in the twenties of the last century, when the need arose to streamline relationships within large firms and corporations, as well as to understand their place in the infrastructure of economic, trade and industrial relations.

There are a number of most common definitions of corporate culture, each of which reflects one or more characteristic features culture in the organization. Here are a few of them, corporate culture- This:

“Observable, recurring patterns of behavior in human relationships, such as language used, forms of respect, accepted manners” ;

“The core or dominant values espoused by the organization”;

“Norms that arose in the working group”;

“Philosophy that defines the organization’s policy towards employees and customers”;

“The rules of the game in force in the organization, the techniques and skills that a newcomer must master in order to be accepted as a member of the organization”;

"Experienced Problem Solving Techniques".

Thus, based on the above, corporate (organizational) culturecan be defined as a set of core values, beliefs, tacit agreements and norms shared by all members of an organization. This is a kind of system of shared values and assumptions about what is done and how it is done in the company, which is learned as one has to deal with external and internal problems. It helps an enterprise survive, win the competition, conquer new markets and develop successfully. Corporate culture is determined by the formula: shared values - mutually beneficial relationships and cooperation - conscientious organizational behavior.

Corporate values and norms, from the perspective of management and organizational culture consultants, may include, for example, the following:

the purpose of the organization and its “face” (high level of technology; highest quality; leadership in its industry; dedication to the spirit of the profession; innovation);
seniority and authority (the powers inherent in a position or person; respect for seniority and authority; seniority as a criterion of authority);
the significance of various leadership positions and functions (importance of leadership positions, departmental roles and authorities, and service);
treatment of people (concern for people and their needs; impartial treatment and favoritism; privileges; respect for individual rights; training and development opportunities; careers; fairness in pay; motivating people);
selection criteria for leadership and supervisory positions (seniority or performance; priorities in internal selection; influence of informal relationships and groups);
work organization and discipline (voluntary or forced discipline; flexibility in changing roles; use of new forms of work organization);
leadership and management style (authoritarian, consultative or collaborative styles; use of task forces; personal example; flexibility and ability to adapt);
decision-making processes (who makes the decision, who is consulted; individual or collective decision-making; the need for agreement, the possibility of compromise);
dissemination and exchange of information (employee awareness; ease of information exchange);
nature of contacts (preference for personal or written contacts; rigidity or flexibility in the use of established channels of official communication; the importance attached to formal aspects; the possibility of contact with senior management; the use of meetings; who is invited and to which meetings; norms of behavior during meetings);
the nature of socialization (who communicates with whom during and after work; existing barriers; special conditions of communication);
ways to resolve conflicts (the desire to avoid conflict and compromise; preference for using official or unofficial ways; participation of top management in resolving conflict situations, etc.);
assessment of work effectiveness (real or formal; hidden or open; by whom it is carried out; how the results are used).

A strong corporate culture makes an organization feel like an extended family, with each employee taking only those actions that best serve the organization.

Full identification of an employee with the company means that he not only understands the ideals of the company, clearly follows 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 framework of this organization or works in another place; 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. Norms are understood as generalized rules governing employee behavior that lead to the achievement of organizational goals. Roles determine everyone’s contribution to joint activities, depending on their formal or informal position in the organization, as well as mutual expectations and mutual control of employees.

There are three approaches to the concept organizational cultureand its nature. The first defines it as a product of the “natural development” of the organization, i.e. organizational culture, in this understanding, develops spontaneously in the process of communication and interaction between people.

The second, on the contrary, is that it is an “artificial” invention created by people and resulting from their rational choice.

Adherents of the third most suitable definition of this concept believe that organizational culture is a “mixed” natural-artificial system that combines formal-rational and spontaneous life processes.

Regardless of how an organization's culture is formed, whether it is consciously created by its leading members or it develops over time, it cannot be borrowed. Only some structures and mechanisms of connections reflected in organizational projects can be borrowed. Transplanting an image of organizational behavior from one soil to another may not be successful. Since each team is unique: gender and age composition, professional and qualification structure of personnel, industry, geographic specifics, etc. - all this leaves its mark. Therefore, every organization must have its own culture.

Organizational culture is similar personal characteristics person: this is a certain intangible, but always present image that gives meaning, direction and the basis of her life. Just as character influences a person's behavior, organizational culture influences the behavior, opinions, and actions of people in a company. Corporate culture determines how employees and managers approach problems, serve customers, deal with suppliers, respond to competitors, and how they generally conduct their business now and in the future. It determines the organization’s place in the surrounding world, personifies those unwritten laws, norms and rules that unite the members of the organization and bind them together. A strong corporate culture makes an organization feel like an extended family, with each employee taking only those actions that best serve the organization.

The importance of organizational culture is determined by a number of circumstances. It gives employees an organizational identity, defining ideas about the company, and is an important source of stability and continuity, which creates a sense of security among its employees. At the same time, knowledge of organizational culture helps new employees to correctly interpret events occurring in the organization and understand those around them. Culture, more than anything else, stimulates the high responsibility of the employee performing the tasks assigned to him. It attracts attention, conveys vision, and recognizes creative, effective employees. By recognizing and rewarding such people, the organizational culture identifies them as role models.

Corporate culture, being an integral part of a company’s life, significantly influences its effectiveness. Understanding this, company management today strives to create a strong corporate culture, which is based on a different understanding of man and his role in the system of social division of labor than before.

In general, an effective corporate culture is distinguished by the following:

coherence, interaction, what is called team spirit;
satisfaction with work and pride in its results;
dedication to the organization and willingness to meet its high standards;
high demands on the quality of work;
readiness for changes caused by the demands of progress and competition, despite difficulties and bureaucratic obstacles.

And accordingly, it has a great influence on the behavior of organization members.

One of the noticeable results of a strong company culture is low employee turnover. This is due to the consensus among employees about what the organization's purpose is and what it stands for. This, in turn, creates cohesion among employees, loyalty and devotion to the organization, and, consequently, the desire to leave such an organization disappears among employees.

Corporate culture forms a certain image of an organization that distinguishes it from any other; it creates a system of social stability in the organization, being a kind of social glue that helps to hold the organization together by ensuring its inherent standards of behavior. It cannot be considered as something given, absolute: it constantly changes as people and events change in the organization.

Every organization develops its own set of rules and regulations that govern the daily conduct of its employees in its workplace, conducting its activities in accordance with the values that are essential to 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 employees of the organization, it is important to ensure various manifestations of corporate values within the organization. The gradual acceptance of these values by members of the organization will allow them to achieve stability and great success in the development of the organization. Following them is encouraged by the administration with appropriate rewards or promotions. Until newcomers learn these rules of behavior, they cannot become full-fledged members of the team.

In her article “Values as a key element of organizational culture,” M. Sukhorukova identifies three main forms of existence of corporate values:

) ideals - generalized ideas about excellence developed by management and shared by it in various manifestations and areas of activity of the organization,

) the embodiment of these ideals in the activities and behavior of employees within the organization,

) internal motivational structures of the personality of employees of the organization, encouraging them to embody corporate value ideals in their behavior and activities.

Corporate culture develops over time like national or ethnic cultures and develops its values and behavioral norms in the same way. Certain models of command are supported in some organizations and rejected in others. Some organizations create an “open” culture where it is okay to question everything and come up with new, original ideas. In others, novelty is not supported and communication is kept to a minimum. Some people find it more pleasant to work in an organization with a “closed” culture: a person comes to work, completes his individual task and returns home to his personal life, which has nothing to do with work. Some people need a family-type organization in which personal life and work are closely interconnected.

Organizational culture is focused on internal environment and manifests itself mainly in the organizational behavior of employees. This should include the stability, efficiency and reliability of intrasystem organizational relationships; discipline and culture of their implementation; dynamism and adaptability to innovations in the organization; a generally accepted (at all levels) management style based on cooperation; active processes of positive self-organization and much more that manifests itself in the organizational behavior of employees in accordance with accepted standards and recognized values that unite the interests of individuals, groups and the organization as a whole. The history of the formation of the organization, the formation of the team itself and the established traditions are important. At some enterprises, the so-called credo of the company is proclaimed as the basis for the formation of a special culture of organizational behavior and the education of personnel in this spirit.

The credo proclaims the core values of the company and reflects the interests of all parties involved in the organization. Thus, a basis is created for the formation of a corporate culture.

The proclaimed credo is essentially a corporate ideology. The organizational culture itself is not implemented, but rather instilled and formed through a variety of organizational and managerial measures and techniques, which mainly develop in the following areas:

continuous improvement of the organization while maintaining a relatively stable structure of connections;
management of interests or, more precisely, management of organizational behavior through interests;
application at all levels of management of a single leadership style that promotes the development of positive processes of self-organization;
formation of an ideology of thinking that promotes faster and easier adaptation to innovations;
targeted work with personnel.

The last direction is especially important. It is constant and targeted work with staff that determines the success of creating a corporate culture. Work with the organization’s personnel includes:

selection and placement of personnel taking into account the requirements of the corporate culture of the organization;
professional and psychological adaptation of young and newly hired employees to the current structure of connections and traditions of corporate culture;
continuous training and advanced training of personnel in relation to the objectives of the organization and the requirements of corporate culture;
education of personnel in the spirit of certain traditions of the organization and an active attitude towards its development.

Even the most modern structures, excellent organizational projects, competently executed job descriptions and regulations - all this will remain on paper if it does not become the way of thinking the basis of the professional organizational activities of the company's employees. Requirements to professional knowledge, the skills and qualities of managers and specialists, as well as other employees, should be formed on the basis of the ideology of organizational behavior adopted in the company. Thus, a corporate culture is formed.

Typically, there are two levels of corporate culture: external and internal. In turn, the internal level can be divided into two sublevels: conscious and unconscious.

The outer level consists of visible objects, cultural artifacts: manner of dress, rules of behavior, physical symbols, organizational ceremonies, location of offices. All this can be seen, heard or understood by observing the behavior of other members of the organization. This is what corporate culture looks like, on a visible level, in the eyes of an outside observer. The other two, invisible levels, represent the core values and tacit agreements shared by organizational members.

The internal conscious level is the common values and beliefs expressed in the words and deeds of the organization's employees, consciously shared and cultivated by members of the organization, manifested in their stories, language, and symbols used. But some values become so deeply ingrained in corporate culture that employees simply stop noticing them. This is where the second sublevel begins, the line between which becomes almost invisible.

These basic, underlying assumptions and beliefs are the essence of corporate culture. They are the ones who guide people’s behavior and decisions on a subconscious level. In some organizations, the basic assumption is that people have an innate dislike for work, which implies that they will avoid their responsibilities whenever possible. The management of such an organization strictly controls the actions of employees, limits the degree of their freedom, and colleagues are suspicious of each other.

The culture of more “enlightened” organizations is based on the assumption that each individual strives to perform his assigned responsibilities to a high level. In such companies, employees have more freedom. And with greater responsibility, colleagues trust each other and work together. Basic assumptions often stem from the core beliefs of the firm's founder or early executives.

The fundamental values of corporate culture can be expressed in various material (visible, perceived by our senses) images: symbols, legends, heroes, mottos and ceremonies, with the help of which we are able to interpret the culture of any company.

Symbol- is an object, action or event that has meaning for others. Symbols associated with corporate culture convey to people the most important values of the organization. For example, to symbolize his open-door policy, Bill Arnold, president of Centennial Medical Center, took his office door off its hinges and had it hung from the ceiling in the hallway. Randal Lirrimore, president of MasterBrand Industries, aimed at promoting teamwork, decided to tear down the internal partitions that separated his company's departments.

Legends- these are based on what happened in the company real events, frequently repeated narratives known to everyone in the organization. They usually express in implicit form the core values of the corporate culture. In the Nordstorm trading company, you can hear a legend about how one of the customers was refunded for a low-quality car tire, although tires were never sold in its stores... This story in an allegorical form emphasizes the company's rule about accepting any goods returned by customers.

Hero- a person who personifies the deeds, exploits, character or attributes of corporate culture, a model, an example of personality, which most employees of the organization strive to imitate. Sometimes we are talking about real-life figures. But most often these are symbolic characters. The actions that the heroes perform go beyond the ordinary, but not so much that ordinary workers cannot repeat them. They show people how to do good things. In companies with a strong culture, many achievements become the basis for the emergence of heroic characters and thus for maintaining corporate values at the proper level.

Motto(aka slogan, aka slogan) is a sentence that briefly formulates the core value of corporate culture. Thus, Sequins International, whose 80% of employees are Hispanic, chose a quote from W. Edwards Dewing as its motto: “Don't please the boss; Please the customers." You will find it (translated into Spanish) on the pockets of all employees' company jackets.

Corporate ceremonies- these are special planned events held for the benefit of all those present. Ceremonies are held to provide the audience with the most striking examples of the expression of corporate values. These are special events designed to strengthen employees’ faith in the company’s values, promote their unification, and provide employees with the opportunity to take part in important event, salute corporate heroes.

The ceremony may be the presentation of a prize or award. At Mary Kay Cosmetics, these ceremonies are elaborate and elaborate: Outstanding Sales Associates, as they are called here, are presented with gold and diamond hairpins, furs and the ultimate award, a pink Cadillac. The award ceremony is held in big hall, a lot of employees in evening dresses gather for it. The presentation of the best employees takes place in the form of video demonstrations (the same as for the contenders for the Academy Awards). The main thing is that such ceremonies emphasize the idea that for good work a person receives a worthy reward. However, the award ceremony can be done in another way: send a prize (or a bank check) to the employee’s home. But in this case there can be no question of the social significance of the event, both for the awarded employee and for the rest of the employees.

Corporate events- such events are necessary to establish relationships between employees and get to know each other, as well as with management. The most effective types of such communication are corporate picnics, evenings in theaters, conservatories, celebrations of anniversaries and the company's founding day.

To choose one type of corporate event, you can do a little research to ensure that the event and its form will be of interest to the majority of potential guests present.

So, the elements of corporate culture include the values, beliefs and norms common to the company's employees, which are expressed in the form of symbols, legends, mottos and ceremonies and heroes of the company. Managers determine which images and objects will embody the company’s culture.

An organization usually creates traditions and rituals that contribute to its corporate culture. For example, a ceremony to recognize outstanding employees reinforces the value of hard work and creativity in the organization. In many companies, it is a common tradition on Fridays not to wear a jacket and tie to work, but to come in looser clothes, which helps create an atmosphere of informal communication and bring the team closer together. In other organizations, this is even impossible to imagine: all members of the work team adhere to formal rules of dress, which in turn leaves an imprint on the forms of communication.

Corporate culture determines the degree of risk acceptable in an organization. Some companies reward an employee who is eager to try a new idea, while others are conservative and prefer to have clear instructions and guidelines when making any decision. Attitude towards conflict is another indicator of corporate culture. In some organizations, conflict is considered creative and is seen as an integral part of growth and development; in others, conflicts are sought to be avoided in all situations and at all organizational levels.

There are many approaches to identifying various attributes that characterize and identify the culture of a particular organization at both the macro and micro levels. Thus, S.P. Robbins suggests considering organizational culture based on the following 10 criteria:

personal initiative, i.e. the degree of responsibility, freedom and independence that a person has in an organization;

degree of risk, i.e. the employee’s willingness to take risks,

direction of action, i.e. establishment of clear goals and expected results by the organization;

coordination of actions, i.e. the situation in which departments and people within the organization interact in a coordinated manner;

management support, i.e. ensuring free interaction, assistance and support to subordinates from management services;

control, i.e. a list of rules and instructions used to control and monitor employee behavior;

identity, i.e. the degree of identification of each employee with the organization;

reward system, i.e. the degree of accounting for the execution of work, the organization of the incentive system;

conflict, i.e. the employee’s willingness to openly express his opinion and enter into conflict;

interaction models, i.e. the degree of interaction within an organization, in which interaction is expressed in formal hierarchy and subordination.

By assessing any organization according to these criteria, it is possible to create a complete picture of the organizational culture, against the backdrop of which employees’ overall perception of the organization is formed.

.3 Types of corporate relationships

corporate culture managerial employee

In modern management there are four types of corporate relations:

) If an organization operates on the basis of a system of rules, procedures and standards, compliance with which must guarantee its effectiveness, then the organizational culture is bureaucratic-role-based. A strict administrative hierarchy has been built between the employees of such companies, with each employee performing certain job responsibilities. The main source of power is not the personal qualities of the employee, but the position he occupies in the hierarchical structure. All decisions are made only by the manager. A bureaucratic-role-based organizational culture is most often found in large companies operating in a fairly stable market with a strong position.

) Another type of organizational culture in Belarus is a power culture, which is most often formed in private companies, where the leader is the manager and owner. In addition to administrative power, he is also endowed with pronounced leadership qualities. A special circle of close associates has been formed around that leader, with the help of which he exercises leadership, but the last word always remains with him. Employees in a company with such a culture may be less limited in their actions than in a bureaucratic role-based organization, more proactive and even take part in decisions.

But they are subject to stricter control. In addition to the formal performance of duties, people are required to show personal loyalty to their boss, and it is this fact that is decisive.

A strong organizational culture is preferred by companies in the formation stage, as it promotes mobility and easy adaptation to any changes in the market. However, the mobility of a company depends on the personal and professional qualities of its leader.

) Some domestic enterprises owe the success of their activities to a person-oriented organizational culture. Such a team, as a rule, consists of specialists with a high level of professionalism and personal responsibility. Personal organizational culture provides enormous opportunities both for satisfying ambitions and for realizing the personal interests and initiative of employees. It is based on the ability of specialists to negotiate with each other and their independence from each other. As a rule, the activities of workers are not controlled “from above”, but only coordinated. Subordinates have great independence and can work flexible hours. The main criterion for efficiency in such companies is the professional and precise fulfillment of their obligations. At the same time, in companies with a personal organizational culture, as a rule, cooperative, communal, and friendly relations between employees are cultivated. This type of culture is characterized by hierarchical relationships: the leader occupies the position of first among equals, and all decisions are made collectively. Ordinary employees are directly involved in this and are always aware of management plans. Belarusian organizations whose activities are based on this type often exist in law firms, consulting firms, architectural bureaus, and design studios.

) The fourth type of organizational relations in our country is the target culture. It is formed in companies whose activities are aimed at solving specific problems. Organizations with a target organizational culture have a rather vague structure. And yet, job responsibilities Each worker here is clearly limited and scheduled, each is responsible for his own area. Employee performance is closely monitored and reporting systems are sometimes used. The leader in such organizations usually performs the functions of a “coordinator” and does not emphasize his leader. As in firms with a personal culture, decisions are made collectively, and employees have access to all internal information. The target culture is effective in cases where the situational requirements of the market are decisive in the activities of the organization.

The philosophy of the organization is connected with the philosophy of management, since it is the managers, who have the full range of powers, who create the internal and external image of enterprises. During the perestroika period, the image of companies developed chaotically, compared to the modern, thoughtful image of firms and companies. From the very beginning, the manager must be aware that the ideal image of any organization should be based on its objectives.

2. Study of corporate culture at PTPP “Edelweiss”

The study of corporate culture was carried out at the production and trading private unitary enterprise “Edelweiss” - this is an enterprise with almost 10 years of experience in the furniture production market. The study was conducted using questionnaires. All 29 employees of the organization were interviewed (Appendix 1).

As a result of the survey, all senior management of the organization noted that:

· are leaders of their groups, often both formal and informal;

· strive to maintain a high rhythm of work, encourage workers to increase productivity and at the same time, they themselves work a lot and constantly decide to work overtime;

· in conflict situations, I act as mediators, represent the group in its relations with the outside world and speak on behalf of the group at meetings;

· make final decisions about the course of action and periodically refuse to explain their actions;

· independently draw up a work plan and act without consulting the group;

· make changes and encourage the group to work harder;

· give employees specific tasks.

At the same time, all managers noted that:

· do not like to give freedom of action to their subordinates;

· do not welcome critical thinking of workers and do not tolerate slow completion of tasks;

· the group is rarely given the right to put forward initiative proposals and determine the individual rhythm of work;

· never delegate their powers to employees.

According to the classification proposed by Abramova S.G. and Kostenchuk I.A., corporate culture of the unitary manufacturing enterprise"Edelweiss" can be defined as:

unstable - due to the lack of specified standards of behavior and the concept of adequate behavior of employees.

disintegrative - due to the lack of a unified social

opinions and conflicts among employees.

functionally oriented - due to work activities and behavior patterns, based on the status of the employee.

I would like to note that each employee in his activities proceeds from personal beliefs about how to behave in the organization - due to the lack of specified, optimal models of behavior.

negative - due to the lack of clearly defined rules and procedures, as well as other elements of corporate culture that have a negative impact on the activities of the organization as a whole.

When studying the values of the organization, the following factors were noted:

only 31% of employees recognized customer satisfaction as a work goal;

analysis of internal relationships yielded the following indicators: lack of manager support (68%) and understanding from colleagues (57%), slow career growth (52%), low quality standards (47%), lack of rhythm in work (57%);

not too high level of discipline (63%); Only 26% noted the promotion of proactive employees.

The leadership style of an organization can be defined as formalized and structured, characterized by authoritarianism and a very small share of democracy in management. Leaders are focused primarily on getting the job done and don't consider influence. human factor on the activities of the entire organization. This style of leadership cannot but create certain difficulties within the organization itself, as evidenced by frequent cases of non-compliance with management orders (according to the managers themselves), strong pressure exerted on employees in case of disciplinary violations and leads to the ineffective functioning of all departments and the inconsistency of the organizational culture with the desired results.

When studying the process of selecting and hiring new employees in the association, it was revealed that the organization wants to see employees, first of all, as “their people.” Managers tend to hire employees based on recommendations from acquaintances and friends, since they trust their assessments of the candidate’s professionalism more than the opinions of recruitment agencies and the applicant himself. In addition, it was noted that managers wanted to establish trusting relationships with some department employees in order to obtain information about the situation within the department.

When asked about existing disagreements, all employees noted their low participation in the creation of the product, management’s non-acceptance of initiative proposals and innovative methods, and disagreements between employees on how this or that function should be performed. The reasons for such disagreements were cited by employees as the fear of management and some employees to take certain risks, the inability to carry out independent actions without the knowledge of management, and, again, limited powers.

Figure 1 shows employees’ opinions about the type of corporate culture existing in the organization (Appendix 2).

Figure 1 - Profile of the preferred organizational culture of the Edelweiss enterprise (based on the results of an employee survey)

When asked about the organization's orientation in time, employees noted that the organization is more focused on the present, i.e. to what is happening here and now. This is confirmed by the lack of any clear action plan for the near future by management, not to mention planning, as well as by the maximum focus of management on servicing existing large clients and focus on financial and economic activities.

Figure 2 presents a profile of the corporate culture that the author believes can achieve the greatest success in the manufacturing sector.

Figure 2 - Profile of the corporate culture of an “ideal” organization

As can be seen from Figure 2, the corporate culture of an “ideal” company in this industry should be, first of all, market-oriented. Clan and adhocratic cultures should also be quite pronounced. The bureaucratic component of culture should be least expressed.

3. Proposed methods of corporate culture of PTPP “Edelweiss”

Based on the research conducted, it is possible to list the changes that need to be implemented.

Firstly, you should create a mission and define the objectives of the organization.

Insufficient understanding of their work, their place in the organization by employees and even managers requires the creation of a document that would contain the main strategic goals of the organization. It is very important not only to formulate the goals and mission of the organization, but also to bring them to the attention of each employee.

Secondly, decentralization of management is necessary - delegation of greater powers to department heads.

To increase the level of responsibility and awareness of middle managers, and their greater involvement in the management process, decentralization of management should be introduced.

Third, a bonus system for employees should be introduced.

All employees must realize that compliance with the values and norms of the implemented corporate culture is reflected in the level of wages. Having realized this fact, employees will see in it not a boring set of rules, but a convenient system of relationships in the organization.

Fourth, it is necessary to create a technology for recruiting and adapting personnel. When forming an organizational culture, it is very important that new employees selected for the organization match not only the professional qualities for the corresponding position, but also their loyalty to the culture of the organization.

Fifthly, it is necessary to organize training sessions for managers to increase the level of competence of managers in matters practical management organization.

Conclusion

Corporate culture performs the functions of internal integration and external adaptation of the organization. It defines and unifies the mission, goals and strategy of the organization. Thanks to corporate culture, the organization develops a common language, rules of conduct, systems of reward and punishment, and ensures closer communication between employees - the basic premises and theoretical principles from which a particular person builds.

Thus, corporate culture, as a guarantee of a good psychological climate and friendly attitude, allows people to more unitedly achieve their goals for themselves, and not for someone else. The more complex the situation, the more competitive companies are with a strong corporate culture, with traditions, with people who are ready to support each other and their company in difficult times.

The course work examined the basic provisions, principles and components of the formation of corporate culture. And we can conclude that if an organization does not engage in the process of forming an organizational culture, does not attach due importance to it, then it is doomed to failure, since a company can survive in modern market conditions only with a strong cohesive team of all personnel, that is, with an effective corporate culture .

List of sources used

1)Adizes, I. Corporate life cycle management / I. Adizes. - St. Petersburg: Peter, 2007. - 384 p.

)Cameron K., Quinn R. Diagnosis and change in organizational culture / K. Cameron, R. Quinn. Translation from English - St. Petersburg: Peter, 2001. - 100 p.

)Kibanov A.Ya., Zakharov D.K., Konovalova V.G. Ethics of business relations: Textbook. - M.: INFRA-M, 2002.- 572 p.

)Kibanov A.Ya. Fundamentals of personnel management: Textbook. - M.:NFRA-M, 2002.- 201 p.

)Kabushkin N.I. Fundamentals of management: Textbook. - Mn.: BSEU, 1996. - 352 p.

)Kuzin F.A. Do business beautifully: Ethical and socio-psychological foundations of business. - M.: Delo, 1995. - 319 p.

)Kurbyla T.I. Conflicts and cooperation in American democracy // Bulletin of Moscow State University. Series 3. No. 2, 1997 - P.24-29.

)Lipatov V.S. Personnel management of enterprises and organizations: Textbook. - M.: Lux-art LLP, 1996.- 403 p.

)Meskon M.H., Albert M., Khedouri F. Fundamentals of Management: Trans.English. - M.: Delo, 1992. - 579 p.

)Micro- and macroeconomics: Workshop. - St. Petersburg: JSC Litera Plus, St. Petersburg Orchestra, 1994.

)Rumyantseva Z.P., Salomatin N.A. Organisation management -. Infa-M, 2000. - 256 p.

)Tarasov V.K. Personnel - technology: selection and preparation / Personnel management -2004 - No. -6 - P.27.

)Sukhorukova M. Values as a key element of organizational culture / Sukhorukova M. // Personnel Management - 2001 - No. 4 - P.56

Applications

Annex 1

Survey to identify the predominant type of organizational culture

The proposed ten questions relate to different aspects of the organization's work. For each question, highlight the answer option (A, B, C, or D) that you think best describes your organization. You must make your choice based on the actual state of affairs in the organization, and not based on how it should be or how you would like it to be. If two statements seem appropriate, still choose only one that best describes the situation in your organization.

The main job of management is...

A) Organization of production and search for markets

B) Direct work and improve efficiency

C) Delegation of responsibility and coordination of work of departments

D) Innovation, problem solving and collaboration between people

Communications in our organization are mainly:

A) Formal and impersonal

B) Rare, in writing

B) Personal

D) Private and informal

Control is mainly based on:

A) Plans and formal procedures

B) Achieving goals developed by the subordinate together with the manager

B) Product sales indicators

D) Accounting systems, budgets and standards

Motivation is often based on:

A) A sense of belonging to the team and team values

B) Hope for promotion

B) Personal assessments

D) Increased status

Organizational structure mostly:

A) Informal

B) Centralized, functional

B) Decentralized and line-headquarters

D) Cross-functional, problem-oriented

Core values:

A) Domination and suppression of resistance

B) Rationality and maintaining order

C) Protecting the interests of organization members

D) Achieving the goals of the unit

People work mainly to:

A) Conform to ideas about “correct” behavior

B) Get satisfaction from work

B) Solve problems and contribute to the common good

D) Maintain existing privileges and win new ones

Relations with other organizations are mainly based on:

A) Mutual interests and community

B) Cooperation

B) Competition

D) Agreements and compliance with the letter of the law

Power is mainly based on:

A) Competence, experience and knowledge

B) Ability to maintain discipline and order

B) Job position

D) Ability and desire to help other people

People are rewarded mainly for:

A) The ability to achieve results and win

B) Following rules and procedures

B) Helping other people

D) Contribution to achieving the organization's goals

When summing up for each question, circle the letters you marked on the questionnaire. Then, for each column, count the number of points (circled letters).

Column that received greatest number points will be consistent with the culture that dominates your organization.

Appendix 2

Scheme for constructing an organizational culture profile

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