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Organizational culture of the enterprise. Factors that determine the type of organizational culture

Culture permeates the process of management and organization from beginning to end, plays a huge role in organizing communication, determining the logic of thinking, perception and interpretation (giving individual meaning to observations and establishing a connection between them) of information.

Culture itself arises and is formed under the influence of many factors. First, these are the factors of the external environment of the organization, or objective factors. Secondly, these factors internal environment organizations, or subjective factors.

Environmental factors

Sociocultural factors. Every organization operates in at least one cultural environment. Therefore, socio-cultural factors, among which attitudes, life values and traditions predominate, affect the organization. Giving a bribe to obtain a lucrative contract or political advantage, favoritism instead of maintaining competence, spreading rumors that defame competitors are considered unethical and immoral actions, even when they cannot be considered inherently illegal. In some countries, this situation is considered normal and adopted by enterprises, since the socio-cultural environment is different here.

Socio-cultural factors also affect the products or services that are the result of the company's activities. good example is the production of clothing. People are often willing to pay for a piece of clothing that bears the name of a prestigious fashion designer, because, as they see it, it gives them additional weight in society.

The ways in which an organization conducts its business also depend on social factors. The daily practice of stores depends on the perceptions of consumers about quality service. retail and restaurants.

Sociocultural factors also include national culture. People with different, especially nationally, cultures perceive reality differently, because they view everything around them through their prism. The culture of any organization is under the powerful influence of the national factor. G. Hofstede formulated five parameters by which national cultures can be identified:

· The role of the individualistic beginning (IN), characterized by the close connection between the individual and society, the readiness of people to act alone.

· Power distance (DV), determined by the attitude to the problem of inequality of people, its acceptable degree. The degree of uncertainty aversion (HH), the desire to avoid it with the help of
rules, traditions, laws, ideology, religion (any religion promotes tolerance for uncertainty), etc.

· Degree of future orientation (OB). An organization can live in yesterday, today, or strive for long-term survival provided by savings, wealth accumulation, etc.

The level of masculinity (MU), expressed in the nature of the distribution under the influence cultural traditions social roles between the sexes. A rigid role culture is masculine; with a weak one - feminine. In masculine cultures, social values traditional for men absolutely dominate, even determining the way of thinking (orientation towards success, tangible results, effect). In feminine cultures, priorities are given to human relations, caring for the team, sympathy for the weak.

Different nations perceive different aspects of life differently. As V.M. Sokolinsky for some peoples (living mainly in southern countries, for example, in Southern Europe, Africa, India) the joy of life itself is more attractive, and time is not perceived as, of course, a limited factor. The meaning of life of the peoples of Central and Northern Europe, the USA and Canada, on the contrary, is not so much in getting joyful emotions, but in achieving new results, in human activity itself, and time is a scarce factor. Russians can be characterized as people who are more irrational, with an increased attraction to the spiritual, mental and emotional side of life, to group forms of existence.

Sociocultural factors also include religious culture. Prominent Russian culturologist Yu.V. Rozhdestvensky identifies the following characteristic features of adherents of world religions:

Table 2 - Characteristic features adherents of world religions

As can be seen from the table, the need for knowledge is recognized by all representatives of religious denominations without exception. Love for everyone is not inherent only in the Jewish religion due to the recognition of the chosenness of its people. A joyful attitude is not inherent in a Christian, since he must remember his sins and repentance. A Buddhist should not be tempted by worldly pleasures. It is clear that he cannot love activity, since he must be engaged in self-knowledge in self-observation, and activity prevents this. Although the sense of duty is inherent in everyone, but in accordance with the direct requirements of the scripture, it is obligatory only for a Confucian and a Muslim, etc. It is clear that the signs given in the table are rather conditional, but nevertheless they exist, and testify, firstly, to the diversity of religious and sociocultural value systems in the world, and secondly, according to Rozhdestvensky, they complement each other and even need in each other. Moreover, it is easier for people of different faiths to find a common language with each other than for representatives of different sects of the same religion.

Politics. Some aspects of the political environment represent for leaders special meaning. One of them is the mood of the administration, legislative bodies and courts in relation to business. Closely linked to socio-cultural trends, in a democratic society these sentiments influence government actions such as taxing corporate income, establishing tax breaks or preferential tariffs, employment practices and promotion of members of ethnic minorities, consumer protection legislation, standards for environmental cleanliness. environment, price and wage controls, etc.

Another element of the political environment is special interest groups and lobbyists. Some lobbying groups express the interests and values of not organizations, but an association of people.

Great importance for companies with operations or sales markets in other countries, has a factor of political stability. In the host country for a foreign investor or for product exports, political changes may lead to restrictions on property rights for foreigners or the imposition of special duties on imports. On the other hand, the policy may change in the direction favorable for investors when there is a need for an inflow of capital from abroad.

Laws and relations with the state. Laws and government agencies also affect organizational culture. In a predominantly private economy, the interaction between buyers and sellers of every input and every output is subject to numerous legal restrictions. Each organization has a specific legal status, whether it be a sole proprietorship, a company, a corporation, or a non-profit corporation, and it is this that determines how an organization can conduct its business. For example, in 1983 a landmark legal decision enabled American Telegraph and Telephone to manufacture and sell computers and radio equipment and services for telecommunications systems. Prior to this, the organization had the right to operate only as a telephone company. The number and complexity of laws dealing directly with business has increased dramatically in the 20th century. No matter how the management treats these laws, it has to adhere to them or reap the rewards of refusal to comply with the law in the form of fines or even a complete cessation of business. The state of legislation is often characterized not only by its complexity, but also by mobility, and sometimes even uncertainty.

Organizations are required to comply not only with federal and local laws, but also with the requirements of authorities state regulation. These bodies provide enforcement of laws in their respective areas of competence, as well as introduce their own requirements, often also having the force of law. Each type of activity is regulated by certain authorities.

The uncertainty of today's legal landscape stems from the fact that the demands of some institutions conflict with those of others, while at the same time, each has the authority of the federal government to enforce such demands.

Further complicating matters are the regulatory ordinances of local governments, which are also multiplying. Nearly all local communities require businesses to purchase licenses, limit their choice of where to do business, tax businesses, and, in the case of energy, on-site telephone systems, and insurance, set prices. Some local laws modify or amplify federal regulations.

Internal environmental factors

1. Top management focus points.
Something that managers constantly pay attention to, which is often said to be important. On this basis, ideas about the criteria of behavior in the organization are formed. For example, the requirement for sellers in a store may be - "girls smile", and the girls smile, while they may not know the assortment, the name of fabrics, etc.

2. The response of management to critical situations that arise in the organization .

When critical situations arise in an organization, employees begin to experience a sense of anxiety. They develop a heightened perception of what is happening in the organization and how management approaches the resolution of a crisis situation, what it prefers, finds its further manifestation in the formation of a system of values and beliefs that acquire the character of reality for members of the organization.

In the event of a crisis, for example, two opposite paths can be taken. You can explain the situation to employees and work together to outline a plan for getting out of this situation. Naturally, this will have to greatly reduce wages and social privileges, and even some of the employees will leave, as they will not be ready to make temporary sacrifices. But this will be their decision and will not greatly affect the general moral climate. Or you can go the other way: start "staff purges" - cut employees, or cut people's salaries without explanation and send them on unpaid leave. In organizations that have decided to go this way (and it is easier - you don’t need to explain anything and think about how best to conduct explanatory work with staff) - internal climate gradually heats up, an atmosphere of suspicion arises, colleagues are perceived as competitors with whom you need to fight for a place in the sun, and overall efficiency inevitably falls, as most employees stop working and begin to discuss the situation, prepare, be afraid, resent, weave intrigues, etc. d. depending on their personal characteristics.

3. Attitude towards work and style of behavior of managers.

This acquires the character of a standard for employees, employees consciously or unconsciously adjust their actions to the rhythm of the leader's work and form stable norms of behavior in the organization. The manager can be constantly late, fail to fulfill obligations, etc., employees will do the same, and the manager can only stop such behavior own example. In general, a personal example is very effective way formation corporate culture, not in vain they say that the problems of the organization are to a greater extent the problems of its leader.

4. Criteria base for encouraging employees.
What are the criteria for rewarding employees? Employees, having realized what they are rewarded or punished for, quickly form an idea for themselves about what is good and what is bad in this organization. Having learned this, they become carriers of certain values, thus fixing a certain organizational culture in the organization. For example, an organization may encourage people to stay late after work. Moreover, the manager may not even notice that he encourages this, just sometimes he sets an example of an employee who leaves late, sometimes informally tells how well he worked after six in the evening, sometimes asks an employee who began to go home at the beginning of seven: "How Are you already gone?!" etc. And gradually, all the employees begin to linger, and those who need to leave at seven, half past seven will apologize to everyone else that they already have to go.

5. Criteria base for selection, appointment, promotion and dismissal from the organization.

It has a very strong influence on what values will be shared by the employees of the organization. For example, a leader may encourage initiative and activity of employees, or give preference to obedience and value diligence more. In the latter case, employees will gradually adjust to the requirements of management and will demonstrate maximum loyalty, which is sometimes brought to the point of absurdity and is expressed in the principle “the authorities know better”, in which employees avoid initiative in every possible way and strive to evade responsibility.

Or another example, in some organizations, managers are afraid to hire people "from outside", preferring relatives and friends to them. But as the organization grows, you still have to break this rule. And so, when it comes to promotion, priority is given to "their own", regardless of their professional qualities. Tensions are growing in the team, because "strangers" know that they have little "shine".

6. Structure of the organization. Depending on how the organization is built, powers and functions are distributed between departments and employees, how widely delegation is practiced - employees have a certain idea of the extent to which they enjoy the trust of management.

It happens that leaders do not know how to use delegation as an element of control, and tend to concentrate all power in their hands, afraid to lose control over the situation. Gradually, the staff gets used to the fact that everything is decided by the leader, and for every trifle they run to the authorities, overloading it more and more.

Or any division acquires special significance in the organization (especially often we have seen that accounting becomes such a division). Its number is much larger than the rest, the leadership constantly pays a lot of attention to it, requires everyone to coordinate decisions with this unit, asks their opinion more often than others. Thus, the unit has a special status. Other divisions do not always perceive this as necessary measure, begin to envy, seek to intercept this informal power, to have more influence on the decisions made. All this is not in the best way affects the atmosphere in the team and overall efficiency.

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STAGES OF DEVELOPMENT OF ORGANIZATIONAL CULTURE

Organizational culture in its development goes through several stages:

1) the emergence of organizational culture;

2) maintaining organizational culture;

3) development of organizational culture. The emergence of organizational culture begins with the emergence of the organization. The strength of organizational culture depends on the number of employees who share the provisions of the organizational culture. There are the following layers of organizational culture.

1. Prevailing organizational culture is the organizational culture shared by the majority of the company's employees. At the stage of emergence, the prevailing organizational culture means those rules and guidelines that are given by the leaders of the organization.

2. Subculture of the organization is the culture of professional groups that exists in the organization and which does not run counter to general provisions organizational culture. It is connected with regional features and the specifics of individual units. Distinguish vertical and horizontal subculture.

When the production department of an organization has a unique culture that differs sharply from other departments of the organization, then there is a vertical subculture. When a functional department of an organization has a set of generally accepted concepts, a horizontal subculture is formed.

Any group in an organization can create its own subculture. It will include the core values of the prevailing organizational culture plus additional values that are unique to members of that group.

3. Organization Counterculture is a culture of groups of employees that is contrary to the general norms of organizational culture. If there are many groups united by culture in an organization, then the organization is in danger of a crisis.

Organizational culture makes it possible to distinguish one organization from another, creates an atmosphere of identification for the members of the organization, generates commitment to its goals, strengthens social stability, serves as a control mechanism that directs and shapes the attitudes and behavior of employees.

It is necessary to distinguish between strong and weak culture. Strong culture characterized by the organization's core values that are actively supported, clearly defined and widely disseminated. How more members of an organization share its core values, recognize their importance and are committed to them, the stronger the culture.

Young organizations or organizations characterized by a constant rotation of opinions and values have weak culture. Members of such organizations do not have enough joint experience to form common values.

However, not all mature organizations with a stable workforce are characterized by a strong culture: the core values of the organization must be actively supported.

It takes a long time to create a new organizational culture as the old culture takes root in the minds of people who remain committed to it. This work includes the formation of a new mission, the goals of the organization and its ideology, a model of effective leadership, the use of experience from previous activities, ingrained traditions and procedures, an assessment of the effectiveness of the organization, its formal structure, etc.

FACTORS INFLUENCING THE FEATURES OF ORGANIZATIONAL CULTURE

Development market economy in our country enables enterprises to develop according to their own laws and principles. According to these laws and principles, the culture of the enterprise will be formed and formed. Each organization thus becomes the owner of a unique culture that determines the behavior, activities and interactions of all employees both within the enterprise and with external environment.
Features of culture, its elements arise as a reaction to emerging problems and bear the functional burden of resolving or leveling negative consequences these problems.
The formation of various cultural characteristics, phenomena of an already established culture was caused by certain circumstances, conditions, factors that acted on this organization in the past and, possibly, continue to act now. Therefore, before attempting to change culture in any direction, it is worth analyzing what caused the appearance of these features, whether conditions have changed, and what role these phenomena have played and are playing.
The following factors can be distinguished various grounds) that influence the characteristics of organizational culture.

Personal factors

The impact of various personal characteristics of people who are part of the organization on the characteristics of organizational culture. Of course, bright, active, leading personalities have the greatest influence, but the interaction of the personal characteristics of other employees brought up in different socio-cultural environments also forms the unique content of organizational culture elements.

Technical factors

The level of development of technology and technology mainly determines the quality work force, which is used at the enterprise: the level of education, the degree and nature of the interaction of employees with each other. Required forms of labor organization, organizational structure, technological features.

Economic forces

The financial condition of the organization determines how adequate wages the company can offer its employees, which affects the attitude to work, the level of staff turnover. A high level of staff turnover leads to the erosion of the organizational culture, and low wages accustom people to idleness, form an irresponsible attitude to work, worsen discipline, because employees do not value their workplace, as a result - poor results and quality of work. General state the economy of the country, the level of its development, the high level of unemployment form the appropriate culture. Wild market - wild relationships in the organization. An unstable environment creates such a value as the desire for innovation as a means of survival in a rapidly changing environment. High unemployment ensures that undesirable employees are quickly replaced and makes it difficult for them to find work if they leave. This forms a disrespectful, dismissive attitude towards employees, and servility, flattery, achieving power, positions by any means, etc. become valuable behavior in such an organization.

Professional

The peculiarities of the profession leave an imprint on the nature of people's relationships, value orientations, require certain moral qualities (professional codes, the Hippocratic oath). Industry affiliation, the nature of labor determine the orientation towards such values that contribute to the survival of the organization, give meaning to its existence. If medical workers do not focus on the Hippocratic oath, then no one will be treated by such doctors; if the sociologist in the study will manipulate the facts, is biased towards the subject of the study, then the value and assessment of his work by the customer will decrease with each study.

National

The influence of national culture on the culture of the organization. These can be peculiarities of behavior inherent in each nation, a special mentality, traditions, due to historical development, climate features, geographical location, space. The influence of this factor is the most difficult to avoid, since almost all employees of the organization are exposed to it. However, its influence is not so noticeable, because everyone thinks within the framework of the national culture, lives by it, and as long as there is no comparison with another culture, one's own is not visible. Problems can arise when representatives of different nations and countries interact.

Internal

Due to the characteristics of this organization, its internal environment and are the most manageable and predictable. For example - personnel policy, organization structure, prevailing leadership style.

They relate to environmental factors and require a deeper analysis to bring them into line, as well as factors that are difficult to influence, but their influence is great and very important. These are laws, policies towards an enterprise in this industry by government bodies, for example, most favored nation treatment, tax exemption or attitude towards a community enterprise, expressed in public opinion, through the media, business requirements from partners and consumers, the presence of competitors and their behavior in the market.

objective

Arising and acting independently of our will and understanding of the situation.

subjective

Directly dependent on the perception of the situation and ideas about the ideal on the part of each participant in the process of forming organizational culture. This is especially true for managers who have full power, as well as the most authoritative persons working in this organization. An example is the well-known theory "X", "Y" by D. McGregor.

Managed

Purposeful actions can strengthen or weaken their influence, sometimes by a simple statement of facts or one's position, attitude, it is possible to change the content of the factor (for example, organizational structure, basic principles of corporate personnel policy lobbying for a bill).

Unmanaged

The uncontrollability of factors may be the result of ignorance of their existence, then the problem is solved by a simple diagnostic study, however, the action of the factor may be part of a more global process that we cannot influence and control its influence, it continues to act despite our efforts.

Formed

Factors are being developed, constructed, created to influence the parameters of organizational culture in a given direction. For example, the creation of a special, family, socio-psychological climate for the formation of a sense of belonging, common interests, support and participation in the fate of colleagues.

not formed

Arising spontaneously, without planning and predicting the reaction of the staff or pursuing a specific goal, but not the formation of an organizational culture.

High cost

Factors that require high costs to bring them into action, reduce their influence, design or formation, are not always justified. The assessment of a factor as a high-cost one is made on the basis of the expected effectiveness of its action and the costs of its application. For example, social enterprises that are supported by the enterprise, construction of housing for employees, overcoming the consequences of the crisis, conducting large-scale sociological research, and conducting an advertising campaign.

Medium cost

Factors that require medium cost to bring them into action, reduce their influence, design or form. With an average cost, there is a certain positive result. For example, organizing special education, trainings, testing, conducting express surveys, business games, holidays, traditions.

low cost

At low costs, there is a certain positive result. For example, the creation of an ethical code of the organization, a certain focus of orders, instructions, announcements, etc.

Directly forming parameters and content of organizational culture elements. Such factors will be the charter of the organization, leadership style, organizational structure, quality standards adopted in the organization, incentive system, etc.

Indirect

Their influence on the formation of organizational culture, the content of its elements is indirect, for example, the activities of the PR service, advertising, requirements for compliance with standards, the behavior of managers

Effective

The results far outweigh the costs. This may be a personal example of the head of the organization, when he constantly, under various circumstances, demonstrates behavior that corresponds to the stated goals, principles, values.

Ineffective

Outcomes slightly outperform, equal to or substantially below costs, and sometimes work in the opposite direction than planned.

long exposure

Regardless of the frequency or duration of exposure to the factor, its influence remains on long term(for example, motivation).

Short term

The influence of the factor does not last long or stops immediately, after a direct impact on the object (for example, incentives).

Permanent

Factors operate constantly, may be determined by the characteristics of the enterprise itself (working conditions - constant noise or vibration, layout and isolation of workplaces) or be more global in nature, such as laws.

short-term

The impact can be both one-time and can occasionally occur again, but the expectation of its occurrence can significantly affect the activities, principles, values, norms and even the structure of the organization. For example, a crisis.

regular

Factors reflecting and consistent with the general patterns of development of social processes and phenomena, which are in a number of similar, predictable factors.

Random

Not associated with known patterns and phenomena, unexpected, without prerequisites for the appearance visible to the leaders.

Natural

Emerged in the course of the natural development of society, organization. For example, the demographic situation in the country, the stereotypes that have developed in society.

artificial

Specially created for any purpose. For example, black PR, a certain direction of personnel policy (use the employee to the maximum, and then throw them away or family idyll).
These factors can be supplemented by others, depending on the position of the researcher. Factors affect organizational culture in a complex.
The study of their influence can be carried out using regression models, factor analysis and other statistical methods. The results of a comprehensive analysis of factors make it possible to competently and effectively manage the development of organizational culture.

In practice, there are a number of factors that greatest influence on the formation of organizational culture.

The main factor in the formation is considered to be the influence of the leaders who founded the company. These people had the strongest influence on the formation of the culture of the organization, the formation of the organizational climate. This is usually strong personalities who have clearly understood values and a clear vision of what the organization should be. Since they played a key role in the selection of the initial staff of the company, their attitudes and values were passed on ready-made to new employees. The result is that their point of view becomes the only accepted one in the organization, and continues to exist as long as the founders are at the helm of the company or even longer. A classic example is the monastic orders, which strictly follow the rules set by the founders, even dogmatically follow. After a while, the reasons why people act the way they do may be forgotten, but they perpetuate the values and philosophy of the founders.
Another important factor is the environment, organizational culture often develops or changes under the influence of external extreme events experienced by the organization. Consumers, competitors, the economic and political situation, the state, etc. - all these factors interact with each other and leave their mark on the organizational culture. Each organization must find its image and niche in the market. In the struggle to do so, she may find that some values and practices work better than others.

For example, one company may gradually acquire a deep, shared commitment high quality, and another may find that selling products with average quality, but at low prices, works better for her. As a result, value becomes dominant, centering around price leadership. Thus, organizational culture is formed under the influence of interaction with the external environment, which may be in a state of constant change. Hence the constant pressure on the organizational culture in the direction of its change in order to "fit" to external environment especially in turbulent times. Indeed, this is because the business environment is changing faster than corporate culture, which is seen by many managers as a factor in business success.
Very important for the formation of an effective organizational culture is the objective need to develop and maintain effective working relationships among the members of the organization. Different expectations and values may develop depending on the nature of the business and the personality characteristics required for the job. So, if a company needs quick and open communication between its employees, as well as informal working relationships, then it will probably value the open expression of points of view. On the contrary, very different values and styles of communication can develop in organizations operating in other industries and with a different type of staff. The structure of the workforce, its social, age, educational and qualification composition have a strong influence on the state of the organizational culture of the company.
And finally, national cultures and traditions have a huge impact on the formation of corporate culture and business in general. Japanese companies widely practice group decision making and teamwork. A senior executive who comes on a business trip to the Netherlands or Sweden and stays in a five-star hotel may be criticized by colleagues for excessive luxury, while at the same time it will be regarded as normal in Russia, Italy or Thailand.

Geert Hofstede Model

The theory is based on the idea that value can be distributed across the six dimensions of culture. These dimensions include power (equality vs. inequality), collectivism (vs. individualism), uncertainty avoidance (vs. uncertainty tolerance), "masculine" type (vs. "feminine"), strategic thinking, and self-indulgence (vs. restraint). Most of Hofstede's knowledge of global cultural values came from surveys conducted by IBM, an American technology and consulting corporation. He proposed a rating system on a scale from 1 to 120.

The index of distance from power. According to Hofstede, “power distance is the degree to which relatively less powerful members of organizations and institutions (such as families) expect and accept an uneven distribution of power.” This dimension does not characterize the level of distribution of power in a given culture, but rather analyzes its perception by society. A low index of distance from power means that the culture expects and accepts democratic relations with power, and members of society are treated as equals. High index distance from power means that less powerful members of society accept their place and realize the existence of formal hierarchical structures.

individualism and collectivism."The extent to which the members of a society tend to form groups." This dimension is not related to politics and concerns more groups than individuals. Cultures that are characterized by individualism attach more importance to the achievement of personal goals. In societies characterized by collectivism, social goals and welfare are placed above personal ones.

Uncertainty avoidance index."Society's Tolerance for Uncertainty and Variance". This dimension characterizes the reaction of society to unfamiliar situations, unforeseen events and the pressure of change. Cultures for which this index is high are less tolerant of change and tend to avoid the anxiety that comes with the unknown by imposing strict rules, regulations and/or laws. Societies with a low index are more open to change and use fewer rules and laws, and their customs are less strict.

"Male" and "female" type."The distribution of emotional roles between the sexes". This dimension characterizes the level of importance of traditionally masculine values such as assertiveness, ambition, desire for power and materialism, and traditionally feminine values such as human relationships, to culture. Cultures with a more pronounced "masculine" type are usually characterized by clearer differences between the sexes and are prone to competition and achievement of goals. A lower index on this dimension means that the culture is characterized by less significant differences between the sexes and a higher value of relationships.

Short-term and long-term orientation to the future. This dimension describes the time horizon of a society. Short-term cultures value traditional methods, spend a lot of time developing relationships, and generally view time as a vicious circle. This means that the future and the past are linked for them, and what cannot be done today can be done tomorrow. The opposite of this approach is a long-term future orientation, in which time is viewed as a vector, and people tend to look to the future more than to be interested in the present or remember the past. Such a society is goal-oriented and highly values results.

Self-indulgence and restraint. This dimension characterizes the ability of culture to meet the immediate needs and personal desires of members of society. In societies where restraint is a value, strict social rules and norms prevail, within which the satisfaction of personal desires is restrained and discouraged.

Hofstede emphasizes that cultural measurements are only a framework to help evaluate a particular culture to facilitate decision making. There are other factors to consider, such as personal qualities, family history and personal wealth. The proposed measurements cannot predict the behavior of individuals and do not take into account the personal characteristics of each person.

4.) What elements of ORG culture are most (and least) manifested in Khanty-Mansi Autonomous Okrug-Yugra?

What is content of organizational culture?

Thus, F. Harris and R. Moran propose to consider a specific organizational culture based on ten characteristics:
awareness of one's place in the organization;
communication system and language of communication;
appearance, clothing and representation at work;
what and how people eat, habits and traditions in this area;
awareness of time, attitude towards it and its use;
relationships between people;
values and norms;
belief in something and attitude and disposition towards something;
the process of employee development and learning;
work ethic and motivation.

The above characteristics of organizational culture, taken together, reflect and give meaning to the concept of organizational culture.

It is not necessary to talk about organizational culture as a monolithic phenomenon. This is only one culture per organization. However, it is important to understand that there can be many “local” cultures in one organization. This refers to one culture prevailing in the entire organization and the culture of its parts (levels, divisions; professional, regional, national, age, gender and other groups). These different subcultures can coexist under the roof of one common culture.

In addition, the concept of " organizational counterculture”and its following types can be distinguished: direct opposition to the values that dominate org. culture; opposition to the power structure within the dominant culture of the organization; opposition to patterns of relationships and interactions supported by the dominant culture. Countercultures in organizations usually appear when individuals or groups are in conditions that they feel cannot provide them with the usual or desired satisfaction.

V1: The Soviet Union in the 20-50s: the formation of totalitarian regimes in Europe and Russian features of their formation and overcoming.

Factors Influencing Organizational Culture

The formation and development of organizational culture is influenced by many different factors. All of them can be divided into three groups with a sufficient degree of conventionality.

Personal-behavioral factors

Personal-behavioral factors are aspects and characteristics of the behavior of the head and members of the organization that influence the formation of a value system and external manifestations of organizational culture.

Leader personality. The leader of the organization, by virtue of the status and the role performed, is the standard of behavior. The rest, consciously or subconsciously, adjust to it and, thereby, form and maintain stable behavioral patterns. The attitude to work and style of behavior of the leader, his reaction to critical situations (calm, hysterical, aggressive), the features of building and implementing the working day, external manners and much more significantly affect the formation and consolidation of various elements of organizational culture.

Management emphases are aspects of performance on which the attention of management is concentrated, something that is often referred to as being of the utmost importance to the firm. For example, the focus is on money, profits, costs, or product quality and maximum customer satisfaction. This is the basis for the creation of new norms and criteria for the behavior of people.

Individual-behavioral and professional characteristics of employees. Of the totality of such characteristics, the greatest influence on organizational culture is exerted by general level development of employees, their professional competence and education.

Structural-normative factors

Structural-normative factors are factors determined by the structure, goals and established normative practice. They, influencing the organizational culture, are fixed in the minds of employees and, thus, they themselves become its elements.

Mission, goals and strategy of the organization. The problems of mutual influence of strategy and organizational culture are considered in detail in strategic management.

Organization structure. In formalized and hierarchical structures, the so-called bureaucratic culture is formed, in flexible structures - a more democratic culture. Once consolidated, the structure becomes an element and a good indicator of the current organizational culture. Physical structure (location of premises) and internal design also influence organizational culture. By creating a certain mood, shaping and maintaining a communication style, this factor ultimately influences the formation and consolidation of employees' ideas about the company's values.

Communication channels and organizational procedures are the degree of official regulation, document flow, the number of orders issued and the reasons for which they are issued, reports and plans, forms and circulars. They influence the formation of behavior and behavioral aspects of the culture of the organization.

Company history. Just as the history of a country or civilization has an impact on the culture of a society or nation, corporate history has an impact on organizational culture.

Incentive principles. Having realized the principles by which rewards and punishments occur, employees quickly form an idea of what is good and what is bad. At the same time, they become carriers of culture and consolidate it.

Principles of selection, promotion and dismissal. Due to the different perception of certain actions, management can evaluate them differently and, accordingly, make decisions. For example, the criteria for promotion may be flattery and a desire to please the authorities (regardless of competence), or, on the contrary, the ability to reasonably and reasonably object to the boss, having defended his point of view on the development path of the organization or situation.

External factors

External factors are, first of all, the economic and political conditions in which the organization operates. In most states (even in economically developed ones) there is a so-called shadow economy. This is a very special culture associated with the need to "optimize" taxation (in other words, tax evasion), the withdrawal of profits, interaction with criminal "roofs", etc. All this leaves a strong imprint on the value and ideological subsystems of organizational culture. High inflation, inequality of competitive conditions and access to resources, the strong influence of the state on the economy and the market also contribute to the formation of a special organizational culture. Features of the activities of legislative and law enforcement agencies is another factor that can significantly change the organizational culture.

Corruption, or rather, the attitude of people towards it, is also an important external factor formation of organizational culture. If, as, for example, in Russia and a number of countries of the former USSR, people consider bribes to officials, police, doctors, teachers inevitable and acceptable, then this naturally leaves a strong imprint on the ideological and value subsystem of organizational culture.

External factors include factors related to the competitive and consumer environment. For example, the aggressive policies of competitors will provoke the company to find ways to counter that will be no less aggressive and tough, thus forming a paramilitary culture. The degree of solvency of the clients of this organization, their own educational and cultural level will also inevitably contribute to the formation of an appropriate culture in the organization.

special group factors that often have a decisive influence on organizational culture are national characteristics.

National aspects of organizational culture

Organizational culture is strongly influenced by the culture of the country in which the organization operates. True, the ongoing processes of globalization of business contribute to the fact that there is an interpenetration and integration of cultures. US entrepreneurs adopt some elements of Japanese organizational culture and vice versa. In Russian business, one can see manifestations of both American or European, as well as Japanese models of organizational culture, although there is talk about the formation of their own, Russian and, of course, the best culture. As if responding to attempts to find a "better National Organizational Culture", the most famous theater director of our time, Peter Brook, said: "A significant part of the madness of our world lies in the word" culture ". If you start comparing cultures, evaluating them, this is the beginning of racism. Everyone thinks - consciously or unconsciously - that the culture to which he belongs is the best. All people are prisoners of the idea of culture. But every culture is incomplete, imperfect. All cultures - Russian, German, English, Chinese - are part of the world culture, which is unknown to any of us ”(Brook P. I hate the word“ culture ”).

Nevertheless, the peculiarities of national culture and national mentality sometimes have a strong influence on the formation and development of organizational cultures. Let's consider the most important aspects of national cultures and mentalities that influence organizational culture.

Attitude towards nature

Different national cultures imply a different attitude towards nature. Western Christian (anthropocentric) civilization is characterized by an attitude of dominance over nature. It is well expressed in the phrases: "Man is the crown of creation" and "Man is the measure of all things." American and, in part, Northern European cultures are considered to be a conditional standard of dominance culture.

A number of Eastern civilizations and cultures (Arabic, for example) are characterized by the attitude of predestination: human behavior is predetermined by nature and man is in absolute dependence on the forces of nature. A number of authors attribute to this type some Mediterranean and derivative cultures - Iberian (Spanish-Portuguese) and Latin American.

Harmonious relationships are more characteristic of Japanese, Chinese and derivative cultures. For an American, it is rather strange that the Japanese are able to "waste time" caring for bonsai or contemplating cherry blossoms. However, for the Japanese, the “disregard” and consumer attitude of Americans to natural landscapes and their inability to admire the discreet beauty of a small garden with stones will be strange.

The predominance of one or another culture of attitude towards nature is reflected, for example, in the reaction to failure or critical situations. In dominant cultures, the cause of failure, as a rule, is associated with a person and they are always looking for someone to blame, and in predetermined cultures - with external circumstances(fate).

Relation to time

In a number of organizational cultures - American, Northern European and others, time is seen as a limited resource that must be protected, every minute must be valued and not wasted. In such cultures, the role of careful planning is great, the cult of accuracy, punctuality and diligence reigns. Delays and delays in meetings and meetings are considered as serious violations business ethics. The expression "time is money" could only appear within such a culture.

In other cultures - South European (and Latin American), Arabic, Central Asian - time is regarded as an unlimited and inexhaustible resource, or as a flow that cannot be influenced in any way. The famous Spanish expression "hasta mañ ana", which well reflects the essence of the attitude of representatives of this culture to time, literally infuriates the representatives of the first culture. Russian business culture in this sense is very situational. On the one hand, there is a proverb “work is not a wolf, it will not run away into the forest”, on the other hand, “do not put off until tomorrow what you can do today”.

For the second type of cultures, clear planning and rationality in setting goals are uncharacteristic; here they rely more on situations or chance. Again, the famous Russian "maybe" can serve as an illustration of this.

But, in fairness, it should be emphasized once again that in today's global business, these extremes are not as pronounced as in everyday life. And, nevertheless, in terms of punctuality, the duration of meetings, efficiency, the peculiarities of the attitude to time among representatives of different business cultures still appear.

Relationships to actions

Some cultures are focused on results - it doesn't matter how and when you do something, what matters is the end result. Again, American business - characteristic example the dominance of the result culture.

Other cultures are characterized by attention to the process (the culture of being), to details and nuances.

A striking example of the difference between cultures in this aspect is the attitude to food intake. For some nations, the process of eating does not matter, it is important to get enough quickly, while for others, a long feast accompanied by conversations, toasts, etc. is important.

In business, this is reflected in the methods and methods of control, on the principles of performance evaluation and promotion.

The power of traditions and rituals

Some cultures tend to disregard ceremonies, rituals, and social formalities. For example, Americans or Scandinavians prefer to avoid pomp and excessive, in their opinion, ceremonies during business meetings and negotiations.

In other cultures, such as Hispanic or Chinese, there is an increased commitment to accompanying any business events special ceremonies and rituals.

Influence of religion

M. Weber wrote about the influence of religion on business relations and ways of doing business. In the modern world, one can single out cultures where religious norms have a decisive influence. For example, Arab business cultures are heavily influenced by Islam. This is due to the fact that the Koran, for example, prohibits riba - lending money at interest (there are special Islamic banks, whose activities are based on mudaraba and musharaki). There are also a number of restrictions on women's participation in business, as well as the principle of zakah - mandatory contributions of Muslim businessmen to charity.

Asian (non-Muslim) cultures experience a certain religious influence. In the business culture of India, China, Japan, the influence of Hinduism, Buddhism and Shintoism is felt, in the organizational culture of some European (Poland, Spain) and Latin American countries, the influence of Catholicism is felt.

Most organizational cultures have little or no religious influence. Such cultures include American, British, German and even Russian. Although Russian business culture is now a strange and bizarre mixture of very diverse cultures with a strong taste of the Soviet: suffice it to give examples of the involvement of Orthodox priests in the consecration of a new office, exhibition display, etc., visits church services on holidays, while there are no essential signs of churching and religiosity among our business elite.

Linguistic and communication features

Here we are talking about differences in the interpretation and understanding of some words, gestures, symbols. This refers to the features of appeals (by first name, first name, patronymic, surname, etc.), verbal greeting formulas, titles, etc.

A striking example is the swastika (for Indians it means one thing, for Europeans it means something completely different). There are also examples when an attempt by an American company to design goods using traditional Arabic ornaments (carrying a deep meaning associated with the Koran) caused protests from Islamic states.

Types of organizational culture

Classification of organizational cultures - quite difficult problem. The fact is that organizational culture is multidimensional, i.e. is described by many parameters, and it can be difficult to single out one or at least several in order to group all the diversity of cultures.

It is possible to classify cultures based on the criteria of G. Hofstede (which he actually did), or based on a comparison of various diagnostic parameters.

Nevertheless, attempts have been made and are being made in organizational theory to more generalized typologies of organizational cultures.

In one of them, types of organizational cultures are distinguished on the basis of a combination of two factors, which are also reflected in the list of diagnostic parameters: the requirements of the external environment and the focus of the strategy (Table 10.2.).

The external environment may require the organization to be flexible and highly adaptive or stable. And the focus of the strategy (where the organization's attention is more directed) can be inside or outside the organization.

Organizations with an adaptive culture are focused on consumers and partners and are able to quickly respond to changes in the external environment. They are characterized by innovation, flexibility and employee initiative.

An organization with a strategic mission culture targets relatively stable market segments and customer groups; they clearly spell out (and achieve) goals related to sales growth, increase in market share. These firms are also characterized by well-defined technologies of work and division of labor.

In clan cultures, the attention of employees is focused on the involvement of everyone in a common cause, on loyalty and collective responsibility for the result. The criterion for the success of such an organization is the satisfaction of people and their involvement in activities.

Bureaucratic cultures are effective in a stable environment, they are based on well-organized work organization procedures and an emphasis on compliance with internal norms, rules and traditions.

Another classification based on the dominance of certain elements of the organizational environment was proposed by Charles Handy. He also singled out four types of organizational cultures, associating them with the Greek gods, the nature of which, according to C. Handy, most closely matches a certain type of culture.

The culture of power, or the culture of Zeus. In such a culture, the leader dominates, he has a decisive influence on the activities of the organization. Most often these are small, dynamic and innovative organizations created by this leader. Organizations dominated by such a culture are often charismatic or, in the terminology of G. Mintzberg, entrepreneurial (simple).

The culture of the role (procedures), or the culture of Apollo. In this culture, all the activities of the organization and its members are clearly regulated and formalized. It clearly describes job responsibilities, rules and procedures for work and decision-making. This is an analogue of the bureaucratic culture from the above classification. It is most commonly found in government, industrial giants and the like, and other organizations operating in relatively stable and predictable external environments.

The culture of assignments, or the culture of Athena. The attention of management and staff is focused on completing tasks and projects, and the organization is built around teams and project teams. Such a culture is typical for venture, high-tech, research, consulting organizations - organizations where special role played by the knowledge and professionalism of the staff.

The culture of personality, or the culture of Dionysus. The focus of this culture is the individual. As a rule, such a culture dominates in creative, "star" organizations or public associations, focused on the fullest possible satisfaction of the needs of their members. We can say that such a culture is characteristic of adhocracy organizations.

Organizational culture is largely a product of human activity. But, being a subsystem of the organization, it largely determines the functioning of other subsystems. For example, the terms "technological culture" and "management culture" are used, referring, respectively, to organizational technologies and coordination mechanisms.

It is also difficult to overestimate the importance of organizational culture for achieving the effectiveness of the organization. In the following chapters, we will return to the question of the mutual influence of organizational culture and organizational performance, culture and organizational structure, culture and organizational dynamics.

Issues related to the influence of organizational culture on the strategy of the organization, with the assimilation and interpretation of its elements by people and, in general, the management of the culture of the organization, are studied in more detail within the framework of such disciplines as “Management”, “ Strategic management», « Management decisions”, “Organizational behavior”, “Personnel management”.

Formation and change of organizational culture occurs under the influence of many factors. One of the recognized experts in the field of organizational culture, Edgar Schein, believes that "there are five primary and five secondary factors that determine the formation of organizational culture." In accordance with his concept, the following factors are primary.

Top management focus points. Usually, what managers pay serious attention to, which they often talk about as being important for the organization, gradually turns into an object of attention and concern for employees and is included in the number of norms on the basis of which the criteria for the behavior of people in the organization are formed.

The response of management to critical situations that arise in the organization. In the case when critical situations arise in the organization, the employees of the organization experience a heightened sense of anxiety. Therefore, the way the leadership approaches the resolution of the problems of the crisis situation, which it prefers at the same time, finds its further manifestation in the formation of a system of values and beliefs, which acquire the character of reality for the members of the organization.

Attitude to work and style of behavior of leaders. Due to the fact that managers occupy a special position in the organization and the attention of employees is paid to them, their style of behavior, their attitude to work acquire the character of a standard for behavior in the organization. Employees of the organization consciously or unconsciously adjust their actions to the rhythm of the leader's work, duplicate his approach to the performance of his duties, and thus, as it were, form stable norms of behavior in the organization.

Criteria base for encouraging employees. On the formation of organizational culture big influence determines the criteria by which employees are rewarded. Members of the organization, realizing what they are rewarded or punished for, quickly form an idea for themselves about what is good and what is bad in this organization. Having learned this, they become carriers of certain values, thereby reinforcing a certain organizational culture.

Criteria base for selection, appointment, promotion and dismissal from the organization. Just as in the case of incentives, the criteria used by management in the selection for work in the organization, in the promotion of employees and their dismissal, have a very strong influence on what values will be shared by employees of the organization, and therefore play a significant role in shaping organizational culture.

The group of secondary factors in accordance with Shane's concept includes the following factors:

Organization structure. Depending on how the organization is designed, how tasks and functions are distributed between departments and individual employees, how widely delegation of authority is practiced, the members of the organization have a certain idea of the extent to which they enjoy the trust of management, about how much the organization there is a spirit of freedom and the initiative of employees is appreciated.

Information transfer system and organizational procedures. In the organization, the behavior of employees is constantly regulated by various procedures and norms. People communicate in a certain way and according to certain schemes, fill out certain circulars and reporting forms, report on the work done with a certain frequency and in a certain form. All these procedural moments, by virtue of regularity and repetition, create a certain climate in the organization, which penetrates deeply into the behavior of its members.

External and internal design and decoration of the premises in which the organization is located. The design of the premises, the principles of staff accommodation used, the style of decoration, and the like create a certain idea for the members of the organization about its style, about their position in the organization and, ultimately, about the value orientations inherent in the organization.

Myths and stories about important events and people who played and still play a key role in the life of the organization. The legends and stories that exist in the organization about how the organization was created, what outstanding events were in its history, which of the people and how had a strong influence on its development, contribute to the fact that the system of stable ideas about the spirit of the organization is preserved over time and brought to members of the organization in a vivid emotional form.

Formalized statements about the philosophy and sense of existence of the organization. Statements on the philosophy and goals of the organization, formulated in the form of the principles of the organization, the Set of its values, the commandments that must be followed in order to preserve and maintain the spirit of the organization, if they are properly communicated to all its members, contribute to the formation of organizational culture, appropriate mission of the organization.

Each of the ten primary and secondary factors in the formation of organizational culture requires the use of certain techniques to achieve success in the conscious formation and change of organizational culture. During the strategy execution phase, significant efforts are made to bring the organizational culture in line with the chosen strategy. However, it should be emphasized that if the organizational structure is relatively easy to change, then changing the organizational culture is a very difficult and sometimes impossible task. Therefore, at the level of the stage of determining the strategy, preceding the stage of its implementation, it is necessary to take into account as much as possible what difficulties with changing the organizational culture may arise in the implementation of the strategy, and try to choose a strategy that does not require the implementation of obviously impossible actions to change the organizational culture.

The concept of organizational culture

Organizational culture as an object of strategic change

If the organizational structure, setting the boundaries of organizationally separated units and setting formal links between them, acts as a skeleton, the "skeleton" of the organization, then a kind of "soul" of the organization, which establishes invisible levers that guide the actions of members of the organization, is organizational culture. Usually it manifests itself in the form of values shared in the organization, accepted beliefs, norms of behavior, etc. It is believed that organizational culture consists of the following six components:

Philosophy that sets the meaning of the existence of the organization and its attitude towards employees and customers;

Dominant values on which the organization is based, which relate to the goals of its existence or to the means of achieving these goals;

The norms shared by the employees of the organization and defining the principles of relationships in the organization;

The rules by which the "game" is played in the organization;

The climate that exists in the organization and manifests itself in the atmosphere in the organization and how members of the organization interact with external persons;

Behavioral rituals, expressed in the organization of certain ceremonies, in the use of certain expressions, signs, etc.

Organizational culture is formed as a reaction to two groups of tasks that an organization has to solve. The first group consists of tasks integration of internal resources and efforts. This includes tasks such as:

Creation common language and a single, understandable terminology for all;

Establishing the boundaries of the group and the principles of inclusion and exclusion from the group;

Creation of a mechanism for granting power and deprivation of rights, as well as securing a certain status for individual members of the organization;

Establishing rules governing informal relationships between persons of different sexes;

Development of assessments regarding what is desirable in the behavior of employees and what is not.

The second group includes those tasks that the organization has to solve in the process interaction with the external environment. This is a wide range of issues related to the development of the mission, goals and means to achieve them.

Formation and change of organizational culture occurs under the influence of many factors. One of the recognized experts in the field of organizational culture, Edgar Schein, believes that there are five primary and five secondary factors that determine the formation of organizational culture (Schein, 1985, pp. 223-243). In accordance with his concept, the following factors are primary.

1. Top management focus points. Usually, what managers pay serious attention to, which they often talk about as being important for the organization, gradually turns into an object of attention and concern for employees and is included in the number of norms on the basis of which the criteria for the behavior of people in the organization are formed.

2. The reaction of management to critical situations that arise in the organization. In the case when critical situations arise in the organization, the employees of the organization experience a heightened sense of anxiety. Therefore, the way the leadership approaches the resolution of the problems of the crisis situation, which it prefers at the same time, finds its further manifestation in the formation of a system of values and beliefs, which acquire the character of reality for the members of the organization.

3. Attitude to work and style of behavior of managers. Due to the fact that managers occupy a special position in the organization and the attention of employees is paid to them, their style of behavior, their attitude to work acquire the character of a standard for behavior in the organization. Employees of the organization consciously or unconsciously adjust their actions to the rhythm of the leader's work, duplicate his approach to the performance of his duties, and thus, as it were, form stable norms of behavior in the organization.

4. Criteria base for encouraging employees. The formation of organizational culture is greatly influenced by the criteria by which employees are encouraged. Members of the organization, realizing what they are rewarded or punished for, quickly form an idea for themselves about what is good and what is bad in this organization. Having learned this, they become carriers of certain values, thereby reinforcing a certain organizational culture.

5. Criteria base for selection, appointment, promotion and dismissal from the organization. Just as in the case of incentives, the criteria used by management in the selection for work in the organization, in the promotion of employees and their dismissal, have a very strong influence on what values will be undressed by the employees of the organization, and therefore play a significant role in shaping organizational culture.

The group of secondary factors in accordance with Shane's concept includes the following factors:

1. Structure of the organization. Depending on how the organization is designed, how tasks and functions are distributed between departments and individual employees, how widely delegation of authority is practiced, the members of the organization have a certain idea of the extent to which they enjoy the trust of management, about how much the organization there is a spirit of freedom and the initiative of employees is appreciated.

2. Information transfer system and organizational procedures. In the organization, the behavior of employees is constantly regulated by various procedures and norms. People communicate in a certain way and according to certain schemes, fill out certain circulars and reporting forms, report on the work done with a certain frequency and in a certain form. All these procedural moments, by virtue of regularity and repetition, create a certain climate in the organization, which penetrates deeply into the behavior of its members.

3. External and internal design and decoration of the premises in which the organization is located. The design of the premises, the principles of staff accommodation used, the style of decoration, and the like create a certain idea for the members of the organization about its style, about their position in the organization and, ultimately, about the value orientations inherent in the organization.

4. Myths and stories about important events and people who played and still play a key role in the life of the organization. The legends and stories that exist in the organization about how the organization was created, what outstanding events were in its history, which of the people and how had a strong influence on its development, contribute to the fact that the system of stable ideas about the spirit of the organization is preserved over time and brought to members of the organization in a vivid emotional form.

5. Formalized provisions on the philosophy and sense of existence of the organization. Statements about the philosophy and goals of the organization, formulated in the form of the principles of the organization's work, a set of its values, commandments that must be followed in order to preserve and maintain the spirit of the organization, if they are properly communicated to all its members, contribute to the formation of organizational culture, appropriate mission of the organization.

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