Formation and development of the corporate culture of the enterprise. Chapter II

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 it. 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.

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 value orientations employees to bring them as close as possible to the values of the organization itself.

As noted above, the intensity of a person’s inclusion in a group can be different: from purely formal membership and formal orientation to complete acceptance and conscious adherence to the philosophy and ideals of the organization, the values accepted in it, 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 such a situation for organizing work 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 the culture of professional activity in a given 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;

- “You work for healthy image life - 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.

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.

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 is social system is a 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 and even some organizational issues, its essence includes those value systems that managers and all employees of the company follow in their work.

Corporate culture is a complex developed and recognized by the organization’s staff social norms, attitudes, orientations, behavioral stereotypes, beliefs, customs 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.

Included in the activities of employees, taking into account the specifics and characteristics of OJSC AK SB RF Rostov branch of savings bank 5221. The role and strategies are determined joint activities management, staff and organizational consultant; training activities take place in the process of development and formation of the corporate culture of the banking organization. 7. Trained in organizational technologies...

Can significantly affect staff productivity. CONCLUSION Summing up this thesis, we can conclude that the goal of the work has been achieved - we have examined corporate culture as a factor in personnel management and possible ways to increase its role. So, corporate culture represents a large area of phenomena of material and spiritual life...

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

Chapter 1. General concepts and 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 Russian business to a new stage of development, which is characterized by a 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” 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.

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 create a corporate culture adequate modern requirements economy and business, 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.

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 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 of 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 labor activity. 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 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 level of basic beliefs. We are talking about what is accepted by a person on subconscious level- this is a certain framework 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 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.

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.

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 attracting and motivating employees.

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.

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.

IN 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 values identified at 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.

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 consider 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.

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 features for humans 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 outside 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 organization;

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.

In more general view 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.

The phenomenon of 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.

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 power, it is often impossible to create a new management system with other values - participation, personality disclosure and an individual approach to the employee’s personality, creative thinking, in a word, the possession of which counts 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. Many managers have very little idea of the essence of such an important component of any organization.

Corporate culture and its impact on the organization’s activities

Within organizations, the concept of “corporate culture” arose, which, like many other terms of organizational and legal disciplines, does not have a single interpretation. Let us give the most complete definition given by V.A. Spivak. Corporate culture is a system of material and spiritual values, manifestations that interact with each other, inherent in a given corporation, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of itself and the environment.

Abramova S.G. and Kostenchuk I.A. propose the following classification by which they distinguish different kinds corporate culture (Fig. 1):

1) according to 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.

Fig. 1 Classification of types of corporate culture

2) according to 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.

3) according to 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.

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.

Taking as a basis the model proposed by E. Schein, we will consider corporate culture at three levels, in the metaphor of the “Tree” (Fig. 2). The first, most obvious surface 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.

Fig.2 Levels of culture

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.

In addition to the above, 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.

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. Exist different approaches to identifying a set of variables through which the influence of culture on the 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 strategic and operational business management and should be constantly in the field of view of the company’s top management.

There are two main areas of methodology for forming organizational 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.

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.

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. Summary the process of forming values in an organization at various stages of its life cycle presented in table 1.

Initially small size, usually characteristic of a 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.

Table 1. Summary of the process of forming values in an organization.

1 . Creation stage

2. Growth stage

3.Slow growth stage

4. Maturity stage

5. New growth stage

Philosophy of the company founders; top management activities

Reinforcing shared values through heroes and symbols

Formalization of selection criteria and methods of socialization of personnel

The integrative role of commonly shared values of organizational culture

Staff commitment to the values of professionalism, innovation and loyalty to the company as the basis for overcoming the crisis

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?

The most practical process seems to be the process of implementing strategic changes, which, according to Kurt Lewin, consists of three stages: unfreezing, movement, freezing.

Unfreezing consists in the fact that as a result of a three-hour diagnostic meeting, everyone, both the head of the company - the Leader, and the management team - the Leadership Group, and the personnel - the Team, must become aware of the organization’s own considerations and assumptions, identify similarities and differences in the vision of intra-company reality. In other words, the purpose of such diagnostics is to identify daily practice organization, identify actual norms and unwritten laws, identify what ideas, beliefs, determine daily work, mode of action, method of decision-making in the management team. At this stage, it is necessary to pose and resolve certain questions.

Movement is the practical implementation of change, the introduction of a new culture through changing the way of action and behavior, which, in essence, means working with the Leader, the Leadership Group and the Team, changing the way of action in practice while actually working on specific problems of the company during seminars and meetings .

Freezing is an assessment and protection of the change process so that there is no “sliding” back to previous positions. This requires recording adopted and agreed upon decisions in administrative documents, regulations, standards and consolidating new behavior and new methods of management.

Let's consider corporate culture using the example of the Autonomous Non-Profit Organization of the Sanatorium and Resort Association "Union Resorts and Health Resorts".

The goals of the organization’s activities are the development of sanatorium and resort complexes of the Russian Federation, the formation of priority areas for the development of domestic tourism and recreation.

The association operates under direct contracts with resorts and health resorts and can offer any option for recreation and treatment at any time of the year. The level of quality of services allowed the association to acquire regular clients, including regional funds social insurance, large banks and enterprises of various sectors of the national economy, as well as the Committee for Social Protection of the Population of Moscow.

The main direction of tourism that the organization deals with is domestic tourism, therefore the main competitors of the association are travel companies providing holiday services in Russia. However, most of them do not have direct contracts with sanatoriums and cannot sell sanatorium-resort vouchers at the prices of health resorts.

The organizational structure of the association is shown in Figure 4.

Rice. 4 Organizational structure ANO SKO "Union Resorts and Health Resorts"

The study of the corporate culture of ANO SKO "Union Resorts and Health Resorts" was carried out using the method of questionnaire surveys. All 19 employees of the organization were interviewed; the respondents answered questionnaires in the presence of an interviewer.

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.

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 do not take into account the influence of the 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.

Since all three heads of the association are women, the author makes the assumption that the corporate culture in the organization is of a “female” type. However, based on the analysis of questionnaires and personal observations, the author came to the exact opposite opinion, i.e. that the organizational culture in an association is of a “male” type, namely, characterized by authoritarianism and unity of command in making management decisions, implementation of constant monitoring and surveillance.

When studying the process of selecting and hiring new employees for the association, the author identified a pattern presented in Figure 5. Having analyzed the diagram presented in Figure 5, we can conclude that the organization wants to see employees, first of all, as “their people.” The author noted that managers tend to hire employees precisely on the recommendations of 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.

Rice. 5 Sources of employment in ANO SKO “Union Resorts and Health Resorts”.

The author concluded that at least half of the employees are not satisfied with their work and do not receive sufficient feedback. Also, only 47% indicated that work gives them a sense of self-esteem and 73% (i.e., the majority of employees) feel the need for additional training. In addition, it turned out that the organization’s team developed mutual demands (57%), discipline (63%) and strict regulation of work (78%). At the same time, among employees mutual assistance (47%), mutual responsibility (26%), consistency in actions (42%) and attachment to the organization (57%) are at a low level.

Employees indicated that factors that interfere with their work include role ambiguity and information overload (63%), heavy workload (68%), lack of understanding from colleagues (57%), excessive criticality of management (63%) and colleagues ( 68%), constant monitoring and control (84%).

When assessing the socio-psychological climate in the ANO SKO "Union Resorts and Health Resorts", based on questionnaire data and personal observation, the author noted the following negative aspects:

“old people” and newcomers stand out in the team, which indicates a poorly developed process of socialization of new employees;

47% of workers believe that their work is often assessed on the basis of emotions and superficial observations; many noted that they do not know by what criteria their work is assessed;

57% of employees noted that conflicts arise most often due to trifles;

in case of failure, there is an active search for those responsible and, often, management and colleagues are the first to learn about the mistake, and not the employee himself;

access to information depends on the employee’s position in the eyes of management;

The “selfishness” of the group begins to manifest itself, i.e. inconsistency in the actions of units and “pulling the blanket over themselves”;

36% of employees sometimes do not relate to themselves decisions made and they talk about the leadership “those up there”;

26% of workers noticed that they were able to calmly do their work only after the end of the working day - this indicates either a heavy workload or an irrational distribution of working time;

52% of employees noted that managers build management not on a collegial basis, but on the “order-subordination” principle;

42% said it is often difficult to come up with new ideas to improve operations, and some workers cannot apply what they have been taught;

15% noted that success at work is rare;

21% of workers try to hedge their bets by writing memos, etc.

Although these phenomena are not all expressed in strong degree, and some are isolated in nature, it is necessary to take appropriate measures so that they do not become a crisis.

According to the classification proposed by Abramova S.G. and Kostenchuk I.A., the corporate culture of ANO SKO “Union Resorts and Health Resorts” 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 public opinion and conflict among employees.

Functionally oriented - due to work activity 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 an impact 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.

When asked about existing disagreements, all employees noted their low participation in the creation of a tourism product, non-acceptance of initiative proposals and innovative methods by management, 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.

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.

Employees noted that when completing tasks they were absolutely not deadline-oriented. When giving orders, management most often does not indicate the time frame for completing the task. Based on this, employees noted that this situation does not encourage them to quickly perform their functions, which often results in missed deadlines, delays in solving problems and even, which seems very important, hampering customer service.

During the interviews, employees acknowledged the low use of their creative and work potential and the difficulty of promoting their ideas. Middle managers noted that the qualifications of some employees do not meet the requirements for their position. At the same time, employees expressed the opinion that some managers are incompetent in some issues and they have to secretly change the solution to this or that problem. As you can see, there is a situation where management and employees oppose each other, forming two different teams, often uncoordinated in their actions, which inevitably leads to low efficiency of the association.

When asked about cooperation, employees noted that relationships in the association are built on the basis of a rigid hierarchy. It can be difficult to seek advice from management; it is considered necessary to comply with all formalities of reception and conversation between the employee and one of the senior managers. A low level of employee participation in jointly solving problems of some colleagues was also noted. Each employee strives to independently achieve the goal and stand out in front of management.

Figure 6 shows the opinion of employees about the type of

corporate culture.

Rice. 6 Profile of the preferred organizational culture of ANO SKO "Union Resorts and Health Resorts" (based on the results of a survey of employees).

Figure 7 presents a profile of corporate culture, which, according to the author, can achieve the greatest success in the tourism sector. As can be seen from Figure 7, 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.

Rice. 7 Profile of the corporate culture of an “ideal” organization.

Based on the research, we can list those changes that, in the author’s opinion, are necessary to implement.

First, 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.

Thirdly, 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.

Fourthly, 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 of practical management of the organization.

However, when performing all of the above activities, it should be understood that the main factor in the successful formation of the organizational culture of the ANO SKO “Union Resorts and Health Resorts” is the direct participation of top management in the changes being carried out.

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 behavior, reward and punishment systems, and ensures closer communication between employees - the basic premises and theoretical principles from which a particular person builds.

Bibliography.

Dugina O. Corporate culture and organizational changes // Personnel Management. -2000 - No. 12

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

Spivak V.A. Corporate culture: theory and practice. - St. Petersburg: Peter, 2001 -13 p.

Shane E. Organizational culture and leadership. - St. Petersburg: Peter, 2002 - 36 p.

http://www.magistr-mba.ru/aboutusmenu/seniorspublicsmenu/57

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 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.

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 personal example directors, various unwritten rules, stories, corporate traditions and anecdotes appear. During this period, it is necessary to formalize the corporate culture.

A 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

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 a larger 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 implement best qualities a person must be provided with the proper conditions conducive to this.

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

A 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 remains important factor for a person, he will stay 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. 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.

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. 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 personnel at minimal financial costs. M.: Vershina

A 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 several strong groups operate 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

The concept of “corporate culture” entered the practice of developed countries in the 1920s, when the need arose to form relationships within large companies.

The formation of a corporate culture involves creating for the organization’s personnel such labor, social, everyday, psychological and other conditions in which they would feel comfortable.

As a rule, the corporate culture is created by the formal leader (the head of the company), but its exponents are the entire company’s personnel. The organizers of the work on the formation and development of corporate culture are usually HR specialists together with public relations specialists.

There are many approaches to creating a corporate culture. Thus, F. Harris and R. Moran proposed to consider corporate culture based on ten characteristics:

1. Awareness of yourself and your place in the organization.
2. Communication system and language of communication.
3. Appearance, clothing and presentation of yourself at work.
4. What and how people eat, habits and traditions in this area.
5. Awareness of time, attitude towards it and its use.
6. Relationships between people.
7. Values and norms.
8. Belief in something and attitude or disposition towards something.
9. The process of employee development and training.
10. Work ethic and motivation.

Corporate culture– 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 kind: to achieve 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.

Corporate culture has its own classification (Fig. 8.4). Every organization gravitates towards a certain type of corporate culture.

Rice. 8.4.

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 communication skills are welcome.

One of the important elements of corporate culture is the attitude towards newcomers, the adaptation of newcomers to the corporate culture itself. Introduction into it is often a complex and painful process. You must not only understand all the subtleties, but also absorb them into yourself. Adaptation to corporate culture is one of the most difficult moments for new employees. Some companies specifically conduct adaptation training and other activities aimed at adapting newcomers.

The structure of corporate culture is presented in Fig. 8.5.

Let's look at each element of the structure in more detail.

Mission of any company – this is its social purpose, that is, what society expects from the functioning of this organization, and what it expects is the satisfaction of any of its needs. However, in addition to the external goal, any organization has an internal goal - this is what the members of this organization want to get for themselves as a result of their activities.

A well-formulated mission contributes to at least three management objectives.

Rice. 8.5.

1. The mission forces management to systematically engage in a comprehensive analysis of strengths and weaknesses organization and its competitors, identifying opportunities and threats and, on this basis, improving the overall effectiveness of its activities.
2. A mission that is known and shared by the employees of the organization contributes to better integration of people into a single whole, increased levels of commitment and motivation of staff and better interaction between managers and subordinates at different levels.
3. A clearly defined mission contributes to the formation of a favorable image of the organization in the eyes of consumers, suppliers, business partners and investors.

Different organizations take different approaches to defining their mission. In some cases, concise mission statements are offered, in other cases they are quite detailed and structured. You can formulate a mission by answering next questions: What is the main purpose of our organization? what do we want to achieve? Why did we enter the market? For example:

1) the mission of Ford Motor Company is to constantly improve our products and services to meet the needs of our consumers, which allows our business to flourish and provide high income to our shareholders, the owners of our business;
2) the mission of “Pharmacy 36.6” is to bring health and beauty to people;
3) the mission of JSC Giprosvyaz SPb is determined by its main goals and objectives, which are reflected in the Development Concept of JSC Giprosvyaz SPb, approved by the board of directors.

Values – stable beliefs about the preference of one idea over another. Values always imply choice, and each company builds its own hierarchy of priorities for a given period of activity. For example, the Perspektiva Corporation – reliability, professionalism, success, openness, assistance. Publishing house "Abak-Press" - ethics and responsibility; we are convinced that the future belongs to honest companies; team.

Values determine behavioral styles, communication styles with colleagues and clients, level of motivation, activity, etc.

Corporate ethics is an integral part of corporate culture. The Code of Corporate Ethics is a significant factor in the development of corporate culture. The Code can transmit the company’s values to all employees, regulate the behavior of employees in difficult professional ethical situations, orient employees towards common corporate goals and thereby increase corporate identity.

Features of organization and working conditions express the culture and professionalism of management and subordinates, as well as a certain maturity of the team. Experience shows that the decisive role here is played by the personality of the manager, which leaves a unique imprint on the style, culture of management, mode of operation, working conditions, its rhythm, distribution of tasks and control of execution.

Culture of internal communications consists of the following elements:

1) meetings, meetings, meetings with the manager, which are a form of direct communication and transfer of information;
2) information stands and corporate publications informing a large number of employees, partners and clients. Corporate publications (magazines, newspapers, newsletters) can be addressed only to staff, only to clients, or both at the same time;
3) corporate events– ceremonial awards for veterans, employees who have achieved record results, company birthdays, initiation ceremonies into the profession, etc. Such events reinforce the norms and values that are formed by the company's management. For example, the Rostselmash plant annually holds the “Best in Profession” competition, in which over 1.5 thousand plant employees are constantly involved. Production competitions, according to the company, are an integral part of the corporate culture of Rostselmash.

Any events aimed at developing employees (training, recreation, holidays) affect the corporate culture of the company. A business game allows you to achieve a wide range of goals:

– consolidation, cohesion;
– identity (belonging);
– awareness;
– involvement in decision making;
– formation of collective self-awareness.

The results of business games are:

– awareness;
– creative;
- communication;
– interaction skills;
– experience of joint activities;
– creation of a psychological climate;
– general vision;
– understanding the company’s goals;
- rest.

All these elements are tools for developing the company’s corporate culture. As an example, consider the methodology for conducting business games"Optimization of the company's activities."

The purpose of the business game is to realize the creative potential of the company's young employees, expand their vision of the company's work, strengthen the sense of involvement in its activities, and develop management and leadership skills.

Task: identifying ineffective processes in the functioning of the company and developing plans for optimizing these processes.

Game planning scheme:

Introduction. Introduction, introduction.

Stage I – immersion. System analysis activities of the company, diagrams of functional relations with external systems, updating of all interaction processes, designation of the main aspects of activity, consideration of the company’s activities in different planes.

Stage II – diagnosis. Identification of processes that need optimization, their grouping by areas.

Ethan III – design. Development of a strategy for optimizing the company’s activities in selected areas.

Stage IV – implementation. Preparation of plans for the implementation of the strategy developed at the third stage.

Stage V – presentation. Defense and discussion of projects, their examination.

Socio-psychological culture determines the state of interpersonal and group relations in the company and consists of:

1. From the socio-psychological climate, which characterizes the style of leadership and employee relationships, the level of staff involvement in the company’s activities and the degree of satisfaction with it, the ability to resolve conflicts, the ability to trust subordinates, management and partners.
2. A system of motivation and incentives for personnel, which involves a set of economic, social and moral ways to develop professional activity.

Socio-psychological climate – the socio-psychological state of a team, the result of the joint activities of people, their interpersonal relationships, determined not so much by objective conditions as by people’s subjective need for communication and its satisfaction. In other words, the socio-psychological climate of a company can be considered as the satisfaction or dissatisfaction of organizational members with interpersonal relationships, which manifest themselves as the mood and opinion of the team, an assessment of the living conditions and work of personnel in the team. It is important to take into account the factors that determine the socio-psychological climate of the team: similarities or differences in socio-demographic characteristics; systems of value orientations and social attitudes; psychological traits of interacting workers; working conditions; group culture, etc.

The analysis of the traditions, formal and informal rules operating in the organization should be aimed primarily at determining what impact they have on the working behavior of personnel and to what extent they support the organizational development strategy developed by management.

Information Design (corporate style) includes the development of signs, namely a full-fledged sign system of graphic, visual, verbal, sound and other symbols of the organization. First of all, this is the name and its abbreviation. Their brevity and euphony are desirable. Elements of corporate identity are: emblem, trademark, corporate colors, slogan.

Emblem(logo) of an organization can be executed both on the basis of a figurative symbol (an attractive animal, plant, building, architectural or landscape silhouette, figure, profile, etc.) and on the basis of a specially written abbreviation.

Trademark- this is approved in in the prescribed manner an original graphic image that is a brand name, company emblem or product brand. The role of a trademark can be played by a logo or an abbreviation. However, a trademark that does not contain letters cannot be called a logo.

Corporate colors are usually registered together with a logo and trademark. To avoid variegation, use no more than three colors.

You should take into account the design design, which involves a well-thought-out design of interior spaces, workplaces, and reception areas. We are talking not only about the interior, furniture, equipment and office equipment. It is important, for example, that a visitor or a novice worker can easily navigate interior spaces. Therefore, it is very useful to think over a system of signs with the help of which one could easily navigate the corridors and rooms.

Russian companies have begun to take more seriously the appearance of their staff. The concept of “dress code” has become firmly established in the Russian language over the past ten years. Dress code refers to the appearance requirements that the administration imposes on company employees. Appearance and clothing at work cease to be a personal matter for employees. Each employee must take into account not only personal comfort, but also the reputation of the company.

A uniform uniform makes a very good impression. This shows the viability of the company, and the organization and smartness of the entire team. Uniforms help distinguish workers from visitors.

Easily readable badges with the names and positions of their bearers make it easier for customers to contact unfamiliar employees.

Corporate culture is a complex of social norms, attitudes, orientations, behavioral stereotypes, beliefs, and customs developed and recognized by the company’s team that force a person or group to behave in certain situations in a certain way. The corporate culture of the company must be documented.

Each company determines its own objectives, for the solution of which it intends to use such a tool as the Statement on Corporate Culture.

For example, at OJSC MGTS, the “Code of Corporate Ethics for Employees” came into force in 2008. The document was developed by the HR department and has the following structure:

1. Ethical standards of corporate behavior in relationships with clients and business partners.
2. Ethical standards for internal communications.
3. Protecting the interests of OJSC MGTS.
4. Corporate business etiquette.
5. Compliance with the Code.

But the creation of a provision, of course, is not limited to just writing the text of the document. There are specifics to the execution of such documents: it is impossible to force compliance with the Regulations on Corporate Culture. Therefore, in order for it to really work, even at the stage of its creation it is necessary to provide procedures that include, if possible, all employees of the organization in the process of developing the document. Only if each employee accepts the Regulations on Corporate Culture will it be actually implemented.