Organizational culture as a factor of efficiency. Organizational culture as a factor in effective management

The key to the effectiveness of the change are the following parameters of the culture of the organization.

1. Support and encouragement of creative activity, innovation of employees.

2. Tracking the dynamics of the development of the industry to select the optimal pace and rhythm of changes in your own organization.

3. Formation of the company's credo (mission of the organization, purpose of activity, basic principles, style of work, obligations towards clients, shareholders, partners, personnel, society).

Many types of businesses cannot be successful if they fail to develop the appropriate corporate culture. This applies primarily to the service sector (hotel business, banks, catering) and to the mass production of technically and technologically complex products (consumer electronics, cars).

Management Research recent years indicate that leading companies are characterized by common elements of their corporate cultures, which allows them to be identified as factors of high efficiency.

T. Pitere and R. Waterman established a direct link between culture and organizational success. Taking successful American companies as a model and describing management practices, they identified a number of organizational culture values ​​that led these companies to success:

Faith in action (decisions are made even in conditions of lack of information; postponing decisions is tantamount to not making them);

Communication with the consumer (information coming from the consumer, the so-called focus on the consumer - a value for all employees);

Encouragement of autonomy and entrepreneurship (large and medium-sized companies often consist of branches, which are given a certain autonomy necessary for creativity and reasonable risk);

Considering people as the main source of productivity and efficiency (the person is the most important asset of the company, therefore he is the center of attention and the object of investment);

Knowledge of what you manage (managers manage not from offices, but constantly being at the facilities);

Concentration around the core business (too much diversification away from the core business is unacceptable);

Simple structure and a small number of management staff (a minimum staff is welcome in the upper echelon of management);

The simultaneous combination of flexibility and rigidity in the organization (flexibility and adaptability in specific actions is achieved with a fairly inertial and rigid system of shared cultural values).

The culture of the organization as a factor in the effectiveness of change and development should be considered much broader, namely in the context of business culture, i.e. business culture, profit culture. In this regard, it is appropriate to talk about the role of the state in the formation and development of business culture. Paraphrasing the well-known statement of the Soviet physicist B. Artsimovich regarding science, it can be argued that organizational culture also "is in the palm of the state and is warmed by the warmth of this palm."

From the state, its officials, society expects not only streamlining relations between business and government, but also a reasonable degree of regulation of the economy; implementation of ethical standards in business practice; providing support for entrepreneurship in international activities; orientation to the education of the organizational culture of the entire education system; perhaps the establishment of a special award - the state award to entrepreneurs "For Service to the Fatherland".

Moscow Aviation Institute

(State Technical University)

Coursework by discipline

“Social management”

"Organizational culture as a factor of effective social management"

Completed by a student:

Gavrilina E.A.

Head of the course

works: Kolotovkin A.V.

Serpukhov, 2009

Introduction

Relevance of the research topic. Today, the concept of organizational culture is widely used. And this is by no means a tribute to fashion, but a reflection of the real role that organizational culture plays as a systemic factor in effective management.

One of the main tasks facing the leaders and managers of a modern organization is the integration of all personnel around its main goals and objectives. In practice, organizational culture is manifested: in the system of values ​​inherent in the organization; v general principles case management; in the traditions of the organization and the peculiarities of its life; in specific norms of interpersonal relations and personnel policy; in the official credo of the company and the informal beliefs of its employees; in the communication system and even in the "folklore" common in the organization. All these socio-cultural factors, the effect of many of which is not very noticeable outwardly, are very essential for the effectiveness of organizations.

Attention to the phenomenon of organizational culture is determined by a number of reasons, of which the most important is the integration of employees, the development of a sense of devotion to the affairs of the organization in the need for constant changes in the activities of corporations in today's dynamic market. In this regard, almost all large companies now pay increased attention to the problems of forming an organizational culture, introducing its values, norms, patterns into the consciousness and behavior of all employees.

Accounting in management activities inherent in the members of the organization and, on the other hand, a targeted impact on the processes of its formation and rooting in the minds of the staff is considered as one of the most effective and required types management. The relevance of this is evidenced by the growing number of publications on practical issues of corporate culture implementation.

The issue of organizational culture research is a promising, dynamically developing (in terms of theory and management practice), but extremely "variegated" and so far poorly integrated field of study. That is, the current state of the problem of organizational culture reflects a number of its characteristic features: an extraordinary variety of types, kinds, forms of organizational culture; a very large number of approaches to its study; and at the same time, the absence of any single, generalizing classification scheme that would allow ordering the data in this vast area of ​​research.

The object of the study is the relationship between employees of the Swedish company IKEA.

The subject is organizational culture as a factor of effective social management.

The purpose of the study of this topic is to study the organizational culture and its content, substantiate the role in the effective social management of the organization. This goal determines the setting of the following tasks: definition of the conceptual content of "organizational culture", the interpretation of which was carried out by various scientists at different stages of the development of society and sciences; study of the importance that organizational culture has in the development and functioning of the organization; consideration of the content of the main components of organizational culture, which have a direct impact on the activities of the organization and allow you to effectively manage it.

Chapter 1. The essence and role of organizational culture

1.1 The concept of "organizational culture"

In modern literature, there are quite a few definitions of the concept of organizational culture. Like many other concepts of organizational and managerial disciplines, the concept of organizational culture does not have a universal definition. Only a variety of functional descriptions of a cultural area are possible, which are each time formulated depending on the specific goals of the study, but there is no holistic - essential - definition of culture that has received generally recognized distribution.

By the middle of the last century, more than one hundred and fifty definitions had been proposed by various scientists and consultants, as tireless researchers Kroeber and Kluckhohn (1952) calculated. Since then, dozens of new ones have appeared. Let's consider some of them.

E. Jakus (1952): “The culture of an enterprise is a habitual, traditional way of thinking and acting, which is shared to a greater or lesser extent by all employees of the enterprise and which must be learned and at least partially adopted by newcomers so that new members of the team became “their own”.

D. Eldridge and A. Crombie (1974): “The culture of an organization should be understood as a unique set of norms, values, beliefs, patterns of behavior, etc., which determine the way groups and individuals are brought together in an organization to achieve its goals. goals."

K. Gold (1982): “Corporate culture is the unique characteristics of the perceived characteristics of an organization, what distinguishes it from all others in the industry.”

M. Pakanovsky and N.O. Donnel-Trujillio (1982): “Organizational culture is not just one part of the problem, it is the problem itself. In our view, culture is not what an organization has, but what it is.”

V. Sate (1982): “Culture is a set of important attitudes (often not formulated) shared by members of a particular society.”

E. Shine (1985): “Organizational culture is a set of basic assumptions invented, discovered or developed by a group in order to learn to cope with the problems of external adaptation and internal integration. It is necessary that this complex function for a long time, confirm its viability, and therefore it must be transmitted to new members of the organization as the correct way of thinking and feeling in relation to the problems mentioned.

G. Morgan (1986): “Culture” in a metaphorical sense is one of the ways in which organizational activities are carried out through the use of language, folklore, traditions and other means of conveying core values, beliefs, and ideologies that direct the activities of the enterprise in the right direction.

K. Scholz (1987): “Corporate culture is the implicit, invisible and informal consciousness of the organization that controls the behavior of people and, in turn, is itself shaped by their behavior.”

D. Drennan (1992): “The culture of an organization is everything that is typical for the latter: its characteristic features, prevailing relationships, formed patterns accepted norms behavior."

P. Dobson, A. Williams, M. Walters (1993): “Culture is the common and relatively enduring beliefs, attitudes and values ​​that exist within an organization.”

E. Brown (1995): “Organizational culture is a set of beliefs, values ​​and learned ways of solving real problems that has been formed during the life of an organization and tends to manifest itself in various material forms and in the behavior of organization members.”

The following should be recognized as successful definitions of organizational culture over the past 10-15 years:

Higgins-McAllister: A set of shared values, norms and practices that distinguishes one organization from another. (Higgins, McAllister, 2006)

Shane: Beliefs, codes of conduct, attitudes and values, which are the unwritten rules that govern how people in an organization should work and behave. (Schein, 1996)

Cameron-Quinn: The social glue that holds the organization together is "the way we do it here." (Cameron, Quinn, 1999, Cameron, 2004) The last informal definition belongs to modern American researchers, whose work deservedly gained wide popularity (there is a Russian translation of their 1999 book - "Diagnosis and Change in Organizational Culture", Peter, 2001).

Using the common that is inherent in many definitions, we can understand organizational culture as follows.

Organizational culture is a set of the most important assumptions accepted by the members of the organization and expressed in the organization's declared values ​​that give people guidelines for their behavior and actions. These value orientations are transmitted by the individual through the “symbolic” means of the spiritual and material intraorganizational environment.

1.2 Importance of organizational culture

Social management and organizational culture are interrelated and interdependent. At the same time, management not only corresponds to the culture of the organization, strongly depends on it, but also influences the formation and culture of a new strategy. Therefore, managers must be able to manage the culture of their organization. Organizational culture is a new field of knowledge that is part of the management sciences series. It also emerged from a relatively new field of knowledge - organizational management, which studies general approaches, laws and patterns in the management of large and complex systems.

The main purpose of organizational culture as a phenomenon is to help you perform your duties in organizations more productively and get more satisfaction from this. And this, in turn, will lead to better performance. economic efficiency activities of the organization as a whole. After all, a team united, driven by a single goal, working like a well-oiled clockwork, will bring much more benefits than a “community of rows of confusion and vacillation”, for example. And the effectiveness of the organization's business is the most important indicator, there is no doubt that the influence of organizational culture on it is enormous.

Organizational culture in developed economic countries from a single phenomenon in practice entrepreneurial activity becomes massive, acquires the features of a well-coordinated and priority strategy of activity, becomes more and more significant along with such factors as production capacity, technology, personnel, etc. Enterprises that pay significant attention to the formation and maintenance of organizational culture achieve disproportionately more (including in terms of profitability) than those who do not attach due importance to organizational culture issues.

Many Western and Russian entrepreneurs have come to the conclusion that the prosperity of the company depends on the level of team cohesion, its interest in the overall success, on which their material well-being largely depends. It is perhaps difficult to find a company that would not like to have a well-developed organizational culture. Only such a culture can create the “socio-economic field” that will ensure the highest productivity, success of the company and the commitment of its employees to it.

Now in Russia there is a significant increase in interest in issues of organizational culture, not only on the part of scientists and researchers, but also on the part of business founders and company leaders, which should be attributed to one of the positive moments of our time. But still, the number of leaders who consciously approach the formation of organizational culture in comparison with Western countries is still small in Russia. The ratio of consciously and unconsciously formed culture in our companies is approximately 20% to 80%, in Western companies - 70% to 30%, Eastern - 90% to 10%. On the one hand, this may be due to the relative youth of Russian business, on the other hand, there are objective difficulties faced by the leaders of Russian organizations.

Far-sighted leaders see organizational culture as a powerful factor and tool to orient all departments and individual employees of the enterprise towards common goals and values, mobilize team initiative, ensure dedication, facilitate communication and achieve mutual understanding. The main task of entrepreneurial structures is the formation of such an organizational culture that will maximize the success of the enterprise.

Culture unites all activities and all relationships within the company, making the team cohesive and productive. It creates the external image of the organization, forms its image, determines the nature of relationships with suppliers, customers and partners. Culture helps to focus efforts on the main strategic directions, determined in accordance with the main purpose of the company - its mission.

The concept of culture will be especially useful if it allows us to better understand those aspects of the life of organizations that seem to us mysterious and confusing.

At present, organizational culture is considered as the main mechanism that provides a practical increase in the efficiency of the organization. It is important for any organization, because by managing it you can influence:

Employee motivation;

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

The morality of each employee, his business reputation;

Performance and Efficiency labor activity;

The quality of work of employees;

The nature of personal and industrial relations in the organization;

The relationship of employees to work;

The creative potential of employees.

However, desire alone is not enough. Culture needs to be taken as seriously as other aspects of the company. At the same time, it is necessary to be able to correctly diagnose culture, determine the direction of its movement, analyze the factors that have the greatest impact on it, and adjust certain elements and parameters of culture. Managers attempting to somehow change the culture of the behavior of subordinates often encounter extremely stubborn resistance to these changes, which cannot be explained by reasonable reasons. At the same time, clashes occur between individual divisions of the organization, communication problems arise both between individual employees and between different groups within the organization. Therefore, it is necessary to skillfully and competently approach the process of forming a culture.

What gives organizational culture? The necessity and importance of organizational culture is determined by the fact that, on the one hand, a person who has accepted (having studied and agreed with) organizational culture finds it easier to navigate the situation, build relationships, and form expectations in connection with his activities. On the other side, high level organizational culture makes it possible to direct the activities of people, to a greater extent, through values, traditions, beliefs, than by direct influence on them. A strong culture allows you to make quick decisions, helps you understand the goals and objectives of the enterprise, sets quality standards, determines the criteria for evaluating and self-evaluating activities, and helps build business and constructive relationships. Weak cultures lack clearly defined values ​​and understanding of what leads to success.

Organizational culture as a management tool, that is, with the help of which leaders have the opportunity to create a more effective organization. From the point of view of this approach, the culture of an organization should be understood as a unique set of norms, values, beliefs, patterns of behavior, etc., which determine the way groups and individuals unite in an organization to achieve its goals. This approach focuses on how by managing various aspects of culture (value orientations, beliefs, norms, technologies, relationships with consumers), you can improve the efficiency of the organization.

Conclusion: organizational culture is a set of the most important norms, values, beliefs that give people guidelines for their behavior and actions in an organization for the most effective social management and successful operation of the entire organization.

Organizational culture, a very complex parameter of an organization, has the strongest influence on organizational performance, so the means to achieve maximum efficiency is the understanding and management of organizational culture by managers. The tasks of the manager are to find the lever: factors, motives and arguments that can convince people of the need for change, and then develop methods for adapting employees to changes, expressed in training, improving their skills, personnel changes, etc.

Organizational culture reflects most of the phenomena of the social and material life of the team, the dominant moral norms and values, the code of conduct. The tasks of the management team of the company are the formation, analysis, management and maintenance of the most conducive to the effectiveness of the corporate culture.

So, organizational culture covers a large area of ​​phenomena of the spiritual and material life of the team, namely: the moral norms and values ​​that dominate in it, the adopted code of conduct and rooted rituals.

2.1 Values

The core of organizational culture, of course, are the values ​​on the basis of which the norms and forms of behavior in the organization are developed. It is the values ​​shared and declared by the founders and the most authoritative members of the organization that often become the key link on which the cohesion of employees depends, the unity of views and actions is formed, and, consequently, the achievement of the organization's goals is ensured.

Values ​​maintain integrity social system(organizations), due to the fact that the values ​​express the special significance of certain material and spiritual benefits for the existence and development of the system. From the point of view of personnel management of an organization, both the values-goals that reflect the strategic goals of the existence of the organization and the values-means are important, i.e. those valuable qualities of personnel for this organization (for example, discipline, honesty, initiative) and characteristics of the internal environment (for example , team spirit) that allow you to achieve the value-goal.

Values-goals are expressed in the mission of the organization and are the most important element of organizational culture. They are formed, as a rule, at the initial stage of the formation of an organization under the direct influence of the head (directly by the head, taking into account his abilities, level of competence, leadership style and even his character). The mission as a value-goal gives the subjects of the external environment general idea about what the organization is, what it strives for, what means it is ready to use in its activities, what is its philosophy, which in turn contributes to the formation or consolidation of a certain image of the organization. Values-goals contribute to the formation of unity within the organization and the creation of a corporate spirit. Values-goals brought to the consciousness of employees guide them in an uncertain situation, create an opportunity for more effective management of the organization, as they ensure the consistency of the set of goals, enrich the worker's activities.

Values-means (values ​​that allow you to achieve the goals of the organization, for example, the quality of personnel, the principles of the organization's work) can be both purposefully introduced into the organization, and formed (formed) spontaneously - based on the experience of the workforce or accidentally, by coincidence. The content of the value-means, as well as the acceptance and non-acceptance of them by the members of the organization can significantly affect the achievement of the goals of the organization. That is, the values-goals must be consistent with the values-means.

At some enterprises, the values-goals that are important for the entire organization, which are usually reflected in the mission, are generally absent, at others they are known only to top management. These businesses are either achieving the narrow goal of enriching management, or they don't realize what a powerful unifying force they are neglecting by not informing staff about the strategic direction.

Considering the cultures of modern Russian enterprises, it can be noted that until recently they did not have a common guiding idea that reflects strategic goals - missions. Ideas may be in the air and not be formalized in official documents, but gradually, in developing enterprises, there is an awareness of something common and important that unites ordinary workers and management. These ideas are usually expressed at different levels by both managers and ordinary workers independently of each other, and they perform a unifying function. Such a value-goal becomes the basis of the organizational culture of the enterprise, if it is developed and introduced into the minds of employees in combination with other elements.

Values-means are also gradually being formed among the personnel of Russian enterprises, for example, it was not previously considered a bad deed to take something away from an enterprise, now they began to strictly monitor and punish this, up to and including dismissal. Of course, the consciousness of workers cannot be changed right away, but the main thing is to take steps in this direction. It is necessary to encourage discipline, honesty, responsible attitude to the performance of one's work, self-discipline and punish the manifestation negative aspects nature, for example, laziness, aggressiveness (it contributes to the emergence of conflicts and disrupts group cohesion, negative emotions and associations arise, the desire to come to work disappears, and a nervous environment disrupts the normal work rhythm).

Values ​​are relatively general beliefs that determine what is right and wrong and set people's general preferences. Values ​​can be positive, orienting people towards such patterns of behavior that support the achievement of the strategic goals of the organization, but they can also be negative, which negatively affect the effectiveness of the organization as a whole.

When talking about the culture of an enterprise, they usually mean the positive orientation of its values, which contribute to the functioning and development of the enterprise. The more positive values ​​(for management) and the stronger the employees of the organization are committed to them, the more positive the impact of culture will be on the production and economic activities of the enterprise.

Positive values ​​expressed by the following statements:

The work can be done "excellent";

Truth is born in dispute;

The interests of the consumer are above all;

The success of the company is my success;

Supportive and supportive attitude good relations with colleagues;

Not competition, but cooperation in working towards a common goal.

Negative values ​​expressed by the following statements:

The authorities cannot be trusted, only friends can be trusted;

You are the boss - I'm a fool, I'm the boss - you're a fool;

Don't lean out;

Working well is not the most important thing in life;

Buyers (customers) are random people, and they only add inconvenience and interfere with our work;

Don't redo all the work.

Values ​​can also be divided into individual and organizational, but they largely coincide, but there are those that belong exclusively either to one group or to another. For example, such as "well-being", "security", "initiative", "quality", "independence" may refer to both groups, and such as "family", "predictability", "work", "authority" refer to individual , and "fungibility", "flexibility", "change" are associated with the organization. Everyone puts their own meaning in the name of the value. Below is an interpretation of some of the values.

Security - can be expressed both in the desire to keep a trade secret, and in caring for the preservation of the organization, and in ensuring non-harmful and non-hazardous working conditions.

Well-being is a focus on material well-being as a condition for fulfilling the needs of a person, his family, the community within which he lives.

Power - the possession of power allows you to achieve your own and organizational goals, increases significance in the eyes of others, elevates you above other people, allows you to feel certain feelings, influence people, encourage them to purposeful activities, gives a person certain rights and imposes responsibility for the results of the activities of those subject to him people.

Fungibility is a value that allows an organization to respond flexibly to unexpected changes in the environment and emergency situations within the organization itself.

Harmony is an orientation towards the correspondence of various aspects, aspects of the life of an organization, regardless of whether these phenomena are effective or not, the main thing is not to disturb the balance, harmony of relations.

Flexibility - a focus on flexibility encourages employees to interact effectively, jointly search for the best solution to the problem, ways of achieving the goals that are acceptable for representatives of various services, timely response to environmental changes (especially relevant in an unstable external environment).

Discipline - focuses on compliance with the norms governing the behavior of employees in the organization, contributes to the achievement of the organization's goals, a clear organization of the labor process, and the coordination of the activities of various departments.

Legality - the lack of orientation towards legality on the part of both leaders and subordinates puts them in a dependent, vulnerable position, complicates relationships, makes the situation more uncertain.

Change - educating employees with a focus on change helps to avoid some negative phenomena (resistance to change, fear of uncertainty, conservatism in decision-making, avoidance of risk), as well as encourage employees to innovate, improve skills and training, helps to accelerate the process of labor adaptation, mastering new technologies and techniques.

Initiative - the introduction of this value forms an active life position of the employee, contributes to the development of the organization, indicates a favorable socio-psychological climate.

Career - this value contributes to the desire to improve skills, take the initiative; looking for opportunities to stand out; if combined with moral guidelines, it contributes to the development of the organization.

The team as a value characterizes the commitment of the employee to this team, the willingness to sacrifice a lot for the prosperity of the team and membership in it. The employee feels protected, self-confident, participating in the activities of the team, he is afraid to be outside of it. Orientation to the team indicates that a person identifies himself with this, as a rule, close-knit team.

However, not all organizational values, realized and even accepted by the employee as such, really become his personal values. Awareness of a particular value and a positive attitude towards it is clearly not enough. Moreover, it is not even always necessary. Really necessary condition This transformation is the practical inclusion of the employee in the activities of the organization aimed at realizing this value.

Only by acting on a daily basis in accordance with organizational values, observing the established norms and rules of conduct, an employee can become a representative of the company that meets intra-group social expectations and requirements.

All the values ​​of the organization are a hierarchical system, i.e. they are not just a set of values ​​that correspond to each other, but among them one can single out the main and accompanying values. The content of organizational culture is determined by the values ​​that form the basis of organizational culture. A certain set of interrelated values ​​is characteristic of the cultures of a particular organization and corresponds to the leadership style, organizational structure, strategy, control system.

American sociologists Thomas Peters and Robert Waterman, authors of the book In Search of Effective Management. (Experience of the best companies), based on surveys of companies such as IBM, Boeing, Dana, McDonald's, Behtel and others, concluded that successful firms are characterized by a strong focus on values.

Norms of organizational culture - the generally accepted standards of individual and group behavior, recognized as acceptable in a given organization, developed over time as a result of the interaction of its members. The norms determine the attitude to the phenomena that are important for the organization, the attitude to work in general. Understanding the norms of organizational culture is formed by shared attitudes, values ​​and expectations. The more a person appreciates his belonging to a particular organization, the more his behavior will coincide with its norms. In many cases, the norms of organizational culture are not announced or regulated by the organization at all, but somehow become known to all its members. They may be delivered orally or, more rarely, in writing.

The perception of the norms of organizational culture by group members is often not the same. This can lead to contradictions in interaction and communication. The norms can be different (most often it happens) for all employees or only for individuals. They are designed to tell the members of the organization what kind of behavior and what kind of work is expected of them. The norms adopted by the group have a strong influence on the behavior of the individual and on the direction in which the group will work: to achieve the goals of the organization or to resist them.

Norms of organizational culture. may be positive or negative. Positive norms of organizational culture are those that support the goals and objectives of the organization and encourage behavior aimed at achieving these goals. These are the norms that encourage the diligence of employees, their dedication to the organization, concern for product quality or concern for customer satisfaction. Negative norms of organizational culture have the opposite effect: they encourage behavior that does not contribute to the achievement of the organization's goals. An example of negative norms of organizational culture are those that encourage unconstructive criticism of the company, bribes, extortion, gifts, various offerings, conflicts based on personal interests, disclosure of company secrets, theft, absenteeism, low labor productivity, etc.

Standards of conduct are the requirements that society imposes on its members, and with the help of which society regulates, as well as directs, controls and evaluates their behavior. By accepting and realizing in his behavior a certain system of norms and values ​​associated with them, a person is included in the group of people who share, accept and implement this system of values. For example, expressing your claims and thoughts directly is not accepted in the organization, employees are afraid of punishment (perhaps implicit, indirect). As a result of such behavior, management does not know the true state of affairs, the mood of the staff, the needs and problems of the main employees of the organization.

For us, of greatest interest are the norms recognized by the members of the organization, which to some extent are amenable to their influence. These norms describe the situation or circumstances in which certain rules are followed. They include expectations of what people think, feel or do in a given situation. Most of the norms governing organizational behavior are implemented through sanctions applied by management or other members of the organization, and / or through the internalization (internal assimilation, adoption) of the rules.

Functions of norms: norms regulate one's own behavior and the behavior of others, eliminating the need to decide every time typical task and, by allowing one to predict the behavior of another, facilitate the coordination of joint actions. Compliance with the rules allows you not to make typical mistakes for this situation. And, finally, they contain prescriptive, respectively, motivating elements.

The main mechanism for the assimilation of values ​​and norms is the demonstration of their significance by the top management of the organization, their registration in various normative documents, consistency of personnel policy principles with accepted and desired values ​​and norms. The development of principles, elements and measures for the introduction of organizational culture must be carried out together with the management of the enterprise, which should determine the main characteristics of the desired organizational culture. This process for Russian enterprises the departments and services that should deal with this are just beginning and often the departments and services that should deal with this are not defined (usually the study, formation and development of organizational culture becomes a function of the personnel service).

2.3 Worldview

Worldview - ideas about the world around us, the nature of man and society, which guide the behavior of members of the organization and determine the nature of their relations with other employees, customers, competitors, etc. Worldview is closely related to the characteristics of the socialization of the individual, his ethnic culture and religious beliefs. Significant differences in the worldviews of workers seriously impede their cooperation. In this case, there is ground for significant intra-organizational contradictions and conflicts. At the same time, it is very important to understand that it is very difficult to radically change the worldview of people, and significant efforts are required to achieve some mutual understanding and acceptance of the positions of people with different worldviews. An individual's worldview is difficult to express in clear verbal formulations, and not everyone is able to explain the basic principles underlying his behavior. And to understand someone's worldview, it sometimes takes a lot of effort and time to help a person explicate the basic coordinates of his vision of the world.

Significant difficulties arise in the organization of joint ventures, where employees are carriers of worldviews that have significant differences. In this case, there is an objective ground for significant contradictions and conflicts among the employees of the organization, and significant additional efforts are needed to harmonize the worldviews of the members of such a team. At the same time, it is very important to understand that it will not be possible to radically change the worldview of people. The only thing that can be achieved is a new level of mutual understanding and acceptance of the positions of representatives of another culture. If no special work has been done to harmonize worldviews, the members of such a team are left with nothing but reliance on ethnic prejudices.

Worldview is almost invisible in the sense that not every person is able to formulate the basic postulates that drive his behavior. And in order to understand the worldview, many hours of conversations are sometimes required in which a person is asked about the motives of his other actions. WITH psychological point of view, it is often easier to use not an explanation by a person of his own actions, but a request to explain why, one way or another, another person acted or a conversation about some local hero. From the last conversation, one can obtain information about the criteria for success cultivated in a given social environment.

2.4 Style of behavior

An essential element that ensures the management of organizational culture is the emotional information-historical background. It is, in fact, the most complex tool for influencing organizational culture. The task of the subject of organizational culture management (managers and consultants) is to develop and distribute among the employees of the organization cultural forms carrying certain ideas and beliefs. Through cultural forms, leadership can implement a mechanism for cultivating new and/or maintaining (preserving) old ideological patterns. Emotional information-historical background exists in certain objectively existing forms of organizational culture. Cultural forms fall into four main categories: symbols, language, narrative, and customs.

Symbol - serves symbol some concept, phenomenon, idea, the simplest and at the same time the most common category of cultural forms. The meaning of the symbol is characterized by inexhaustible ambiguity, which makes it possible to give new meaning to existing symbols, depending on the values ​​being formed. Symbols differ in their degree of significance and in the role they play in the expression of ideological patterns. There are so-called key symbols that express the content of organizational culture "in a relatively pure form." Key symbols, in turn, are divided into two main groups. Symbols that reflect the features of the image (or external image) of the organization. Symbols aimed at expressing the ideology of internal relations. Symbols are objects with which the company wants to be associated in the eyes of others. Symbols include such attributes as the name of the company, the architecture and dimensions of the head office building, its location and interior, the availability of special parking spaces for employees, cars and aircraft owned by the company, etc.

Language is a system of sounds, written signs or gestures used by members of an organization as a means of interpersonal communication, during which individuals exchange various ideas, ideas, interests, feelings and attitudes (the basis of interaction between individuals). However, any exchange of information between individuals is possible only if the signs and, most importantly, the meanings assigned to them are known to all participants in the communicative process. Any organization has its own characteristic language, the development of which is a necessary condition for the socialization and successful functioning of individuals. The organization develops many language forms that reflect the features of its ideologies and contribute to the formation of a certain cultural model (image) of this organization: metaphors, proverbs and songs or hymns. In the process of interpersonal communication, members of the organization also use such language forms as jargon, slang and gestures, expressing meanings characteristic of their culture. Gossip and rumors are widespread in modern organizations.

Each company has its own specific unique language of communication. And as in any country, the national language is best understood by the indigenous people, so the language of the organization is best understood by its employees. The use of “branded” professional expressions in a conversation indicates that the speaker belongs to a particular company. The language of the organization is formed on the basis of certain jargon, slang, gestures, signals, signs, widely uses metaphors, jokes, and humor. All this allows employees of the organization to clearly communicate specific information to their colleagues. In one phrase, the ideology of the company, based on its values, can be reflected.

Rituals are thoughtful, planned theatrical performances that combine various forms of cultural expression into one event. Rituals and rituals are designed for the audience.

Ceremonies are systems that combine several rituals associated with a particular event. Just like myths and symbols, rituals and ceremonies play an important role in shaping organizational culture. The rituals characteristic of any organization include the ritual of approval, the ritual of demotion or dismissal, the ritual of conflict resolution, the ritual of involvement, etc.

The manner of dressing, the style of clothing is an indispensable attribute of organizational culture. It is this element of organizational culture that is given great attention by specialists. Most organizations that have achieved success in their field have a uniform or special signs of belonging to it.

2.5 Socio-psychological climate

The socio-psychological climate is stable system internal relations of the group, manifested in the emotional mood, public opinion and performance. This is the socio-psychological state of the team, the nature of value orientations, interpersonal relationships, mutual expectations.

In its meaning, the socio-psychological climate is close to the concept of team cohesion, which refers to the degree of emotional acceptability, satisfaction with the relationship between group members. The cohesion of the team is formed on the basis of the closeness of the ideas of workers on the essential issues of the life of their team.

The most important problem in the study of the socio-psychological climate is to identify the factors that shape it. The most important factors that determine the level of the psychological climate of the production team are the personality of the leader and the system of selection and placement of administrative personnel. It is also influenced by the personal qualities of the leader, the style and methods of leadership, the authority of the leader, as well as individual characteristics team members.

The leader influences almost all factors that determine the socio-psychological climate. The selection of personnel, the promotion and punishment of members of the team, their promotion in the service, and the organization of the work of workers depend on it. Much depends on his leadership style.

The socio-psychological climate can be favorable and unfavorable, depending on how it affects the overall performance of the team.

A favorable socio-psychological climate is characterized by the following:

Values ​​and relationships in the team correspond mainly to the values ​​and objectives of society, i.e. they are socially approved and at the same time correspond to the values ​​and objectives of the organization;

The members of the team have a sufficiently developed need for work for the benefit of society as a sphere of self-actualization of the individual;

A creative attitude to work is developed, initiative is encouraged;

Interpersonal relationships are dominated by mutual trust and respect for each other;

Group activity is effective, the team is characterized by a high level of cohesion;

There is sufficient mutual assistance and mutual responsibility.

An unfavorable, unhealthy socio-psychological climate is characterized by the following:

The predominance of self-seeking (take more from society, give less);

Disrespect for comrades;

Suppression of creativity, initiative;

Indifference and callousness in communication;

Squabbles, gossip, sitting up;

Inability to activate group potential;

drop in performance;

Mutual concealment, "mutual responsibility".

The study of the state of the socio-psychological climate will help to assess the impact that organizational culture has on the activities of the enterprise - positive or negative.

In general, organizational culture can and should be a decisive factor in organizational change. Organizational culture can reduce collective uncertainty, simplify a common system of interpretation for all employees, create social order, clarify the expectations of team members, ensure integrity through core values ​​and norms perceived by all, create a sense of belonging of everyone to the organization, create commitment to the common cause, a vision of the future, thus giving energy to move forward.

Conclusion: having considered the content of organizational culture, we can say that together these components can improve the efficiency of social management, achieve labor efficiency and benefit from the possession of intellectual property.

Chapter 3. An example of an organization with a “strong” organizational culture

3.1 Organizational culture of the Swedish company IKEA

One of the most striking examples of a company with a strong organizational culture is IKEA. The company is trying not only to introduce such values ​​as self-criticism, modesty, constant work on oneself at the corporate level, but also to convey them to consumers. A key figure in the corporate history of the company is its founder, Ingvar Kamprad. And even after leaving the post of president of the IKEA group of companies in 1986, he continues to work as a senior adviser to this day.

The formation of organizational culture is a long and complex process that takes place in several stages, and the stages of building a culture, their content and chronology are determined by the context of the development of each individual company. V this case, we will consider how the organizational culture of IKEA was formed and on what it was based, which later became an example of effective management of people around the world.

The leadership of the global company is of the opinion that maintaining and developing a strong organizational culture of IKEA is one of the key factors ensuring the success of the IKEA concept in the present and future. That is why every new employee, coming to the company, “immerses” in the IKEA culture within the first few days. Along with his rights and obligations, an introduction to safety, he gets acquainted with the traditions, mission, values ​​​​of the company, learns about IKEA's environmental activities and how he himself can take part in solving environmental issues - for example, sorting waste or saving electricity and water during operation.

The culture of IKEA was born in the process of development and formation of the company under the influence of the strong personality of its founder - Ingvar Kamprad. The first stage is the definition of the company's mission: value orientations, internal morality and philosophy, determination of the main basic values. This stage includes both real and declared values. At this stage, it is important to convey to the company's employees that they are the bearers of this culture. For this, the tactics of “immersing” new employees into the organizational culture of the company are practiced, as described earlier. Research has shown that people who work at IKEA believe they are working to improve the standard of living in society. That's why they like to work for IKEA. They believe that their work helps to improve the world. Their business philosophy is based on the process of democratization, the main slogan of which is: "Change for the better everyday life of many people".

In "Commandments to a Furniture Dealer," Kamprad outlined the goals and moral and business principles of the company. The style of this work resembles a religious and edifying treatise. (“The Commandments for a Furniture Dealer” - a short essay written by Kamprad in 1976, became a kind of gospel for IKEA employees - a handbook, a spiritual instruction, strictly observed to this day.) “The Commandments” reveal the essence of Ingvar Kamprad - an idealist with an iron will to win . For example, one of the postulates says: "Prodigality in resources is a mortal sin."

Therefore, the IKEA culture is based on values ​​such as simplicity, modesty and cost control. Company managers, including senior management, never fly first class or stay in expensive hotels. Here are some of the 31 principles of IKEA leadership:

Motivate employees and give them the opportunity to move forward;

Job satisfaction is the best sleeping pill;

Most of the plans are still to be fulfilled - this is a wonderful future!

Positive people always win;

Victory does not mean someone's defeat;

Bureaucracy hinders quick and clear problem solving;

Making mistakes is the privilege of determined people;

Indecision means more statistics, more checks, more

meetings, more bureaucracy, more routine;

Simplicity is good. Complex rules can be paralyzing;

No method can be more efficient than a good example.

In the Swedish company IKEA, they try to hire only those whose interests and values ​​coincide with the values ​​of the company. True, there is also a difficulty here, because it is quite difficult to find people who would fully share the interests of the company and were ready to work for it for a long time. However, judging by the speed with which IKEA stores open in Russia, there are still such people. And the application of this principle makes it possible to create a calm, friendly atmosphere in a team without much difficulty, which values ​​people and team spirit above all else. For someone in a leadership position

It is essential to motivate and develop your employees. collective spirit: a good thing, but it requires a responsible attitude to its duties on the part of all participants. Like a captain, you make your decision after consulting with your team first. There is no time for discussion after that. Take a cue from the football team!

At the second stage, based on the basic values, the standards of behavior of the members of the organization are formulated. These include: business ethics in communication between employees and with customers, setting standards governing informal relationships within the organization, and developing assessments that establish what behavior is desirable and what is not.

As a rule, at this stage, the attitude of the management to the atmosphere in the team is formed, for example, it is decided how colleagues will address each other - “you” or “you”, the policy for making proposals is determined.

At IKEA, the CEO does not have his own separate office, just as no one else in the company has one - this is the company's policy. For example, IKEA founder Ingvar Kamprad always buys the cheapest plane tickets and requires the same from his subordinates: the company's corporate code recommends that top managers travel by air in economy class.

In addition, the company completely lacks bureaucracy when communicating with management and the employee’s fear of punishment: everyone communicates with each other on an equal footing, regardless of their positions and age. A more experienced colleague is always ready to help a less experienced one, the manager will answer any question, help to understand any situation. Each new employee is surrounded by special attention and care. They will help, answer, explain - and no hassle. The desire to take responsibility and the ability to delegate it are the most important qualities for any IKEA employee. “Humility and willpower form the basis of our worldview, and simplicity helps us in the implementation of our plans. In this concept we include naturalness, efficiency and common sense. And finally, leading by example is the rule for any manager at IKEA.”

IKEA veterans are passing on their culture to a new generation by teaching them how to use the “you”, not to tie a tie, to walk in simple clothes, to be frugal. Democratic design has become a doctrine of modesty for both buyers and manufacturers The true spirit of IKEA is still built on enthusiasm, on a constant desire to innovate, on cost awareness, on the desire to take responsibility and help others, on modesty in achieving goals and on simplicity their way of life.

However, stimulating the initiative of employees and the absence of a cumbersome bureaucracy have always been priorities in the organizational culture of IKEA. Another priority of the company is caring for the staff, and not so much in the spirit of the famous Swedish socialism with its countless social benefits, but in the spirit of a large family, where the head of the company plays the role of a sort of "kind caring grandfather", and managers of the central board help local workers improve . By the way (characteristic touch), employees in IKEA in all internal documents are usually called "colleagues" (coworkers).

The tireless cultivation of "indigenous" values ​​has led to the fact that all employees of the company are faithful followers of the IKEA cult: they are workaholics, enthusiasts and "missionaries". Corporate culture is not well understood by outsiders. For example, employees of the company are not embarrassed by the fact that tops do not receive any privileges and that top management is always ready to take a direct part in the work of the "bottom". The company regularly holds "weeks of anti-bureaucracy", during which managers work, for example, as sales assistants or cashiers. The CEO of today's IKEA, Anders Dalvig, simply says: "Recently, I was unloading cars, selling beds and mattresses."

“Inspire your staff. Fewer bosses, more independence, a warm family atmosphere - this is what employees like. Under such conditions, they will readily accept the philosophy and style of the company. - IKEA founder Ingvar Kamprad gives advice on effective social management.

However, there is fierce competition between workers. Everyone should try to become the best, while improving the work of the whole company. On the wall of one of the main offices of IKEA in Helsingborg hangs a giant poster, which reflects the pace and volume of sales on a weekly basis, the best market indicators by country. The company promotes the principle of self-improvement and demanding of oneself. Despite the commitment to tradition, the company promotes and encourages extraordinary approaches.

At the final stage of the formation of an effective organizational culture, the traditions of the organization and its symbols are formed, reflecting all of the above. The traditions adopted in the company often become an occasion for holding corporate holidays and parties. So, at IKEA, at the corporate level, New Year and the Solar Solstice Day are celebrated, which is widely celebrated in Sweden, in the homeland of the company's founder. The symbolism of the company often implies the introduction of a dress code for employees. However, the dress code for central office employees is left to the discretion of managers. For example, in the Russian office of IKEA, casual clothing is the most popular among employees, but if someone is used to going to work in a suit and tie, no one will force him to change his habits.

Researchers argue that teams and companies driven by a great idea are more productive, even if their ultimate goal is to make money. IKEA was initially guided by the high idea contained in the slogan "Better life for many". Ingvar Kamprad wanted people all over the world to be able to buy beautiful furniture and interior items, and this desire turned into a mission. For over 60 years, IKEA has been helping to improve the daily lives of many people around the world by offering functional home and office products at prices that most people can afford in more than 260 stores around the world. The success of IKEA is determined by the productive interaction of all employees of the company and a strong organizational culture.

Depending on the goals of the company, the external environment in which it works, the personal culture of employees, different cultures can, of course, be considered optimal. But at the same time they have common elements. Therefore, it does not matter on what principles, the same as those of IKEA or not, the organizational culture of each organization will be formed, but as a result it should lead to effective system management. Since organizational culture plays one of the first roles in increasing the efficiency and significance of social management.

Conclusion: this chapter considers one of the brightest examples of a company with a “strong” organizational culture, which once again proves its huge role in effective management and the importance of formation in every organization.

Conclusion

The course work covered the interpretation of the essence of organizational culture by various scientists at different stages of the development of society. The importance that organizational culture plays in the enterprise and how it affects the effectiveness of its activities is also substantiated, and an attempt is made to reveal the content of the components of organizational culture. As an example, the Swedish company IKEA is considered, which has an efficient and strong organizational culture, which is one of the main factors for its successful activities around the world.

The company cannot function if its employees do not possess, in addition to a set of necessary skills and abilities, a set of written and unwritten rules, the laws of life of this company, do not choose a certain attitude to their work, to their company, colleagues and clients. It is together these skills, abilities, attitudes, norms of behavior, rules of the organization that create the corporate culture of the company. The leading factors that determine the organizational culture of a particular firm include the values ​​indicated by top management. This refers to the attitude towards clients, government organizations, the desire for world standards and the expansion of their services, training systems, norms of behavior and a number of other values.

The success of a firm may depend more on the strength of the organizational culture than on many other organizational factors. Strong cultures facilitate communication and decision-making and facilitate collaboration based on trust. Organizational culture, a very complex parameter of an organization, has the strongest influence on organizational performance, so the means to achieve maximum efficiency is the understanding and management of organizational culture by managers.

Having studied the topic term paper the following conclusions can be drawn:

Despite the wide range of research areas

organizational culture and its impact on the efficiency of the enterprise in the scientific world, there has not been a unified concept for managing the processes of formation and development of organizational culture, methodological approaches and methodological tools for solving these problems have not been fully developed;

However, there is no doubt that organizational culture

is one of the most important factors in the effectiveness of the organization, which allows you to successfully manage. Personal belief, values ​​and style of behavior of the head of the organization largely determines the culture of the organization. The formation, its content and individual parameters are influenced by factors of the external and internal environment.

I use a number of methods to maintain the culture in the organization,

among which are: slogans; stories, legends, myths and rituals; external and status symbols; management behavior; personnel policy, etc.;

· organizational culture - a very controversial concept, being the strongest catalyst, in cases of failure - is the biggest brake on the implementation of strategic plans developed by management.

In conclusion, it should be noted that at present, few organizations take into account the possibility of using organizational culture as one of the progressive tools for managing the actions and behavior of employees in the exercise of their duties and, most importantly, that not all of the considered components of organizational culture can be involved in the management of various organizations. The possibility of their use depends on the degree of development of the culture of the organization, which in turn depends on the industry in which the company operates, the production technology used and the dynamism of the external environment. However, it has been scientifically proven and verified by practice that the organizational culture of a company is one of the important factors for effective social management, therefore, it is necessary to competently approach the process of creating and forming a culture in order to “survive” and successfully develop in such a complex and competitive external environment.

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ORGANIZATIONAL CULTURE AS A FACTOR OF INCREASING MANAGEMENT EFFICIENCY

Content

• Introduction
• 1.1 Management system
• 3.2 Economic evaluation and social effectiveness of proposals for improving organizational culture
• Conclusion
• List of sources used

Introduction

The organization is a complex organism, the basis of the life potential of which is the organizational culture - what people became members of the organization for, how relationships are built between them, what stable norms and principles of the life of the organization they share, what, in their opinion, is good or bad In the organisation. All this not only distinguishes one organization from another, but also significantly determines the success of the functioning and survival of the organization in the long term.

People are the carriers of organizational culture. But in organizations with a well-established organizational culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active influence on the members of the organization, modifying their behavior in accordance with the norms and values ​​that form its basis.

Since organizational culture plays an important role in the life of an organization, it should be the subject of close attention from management. Management not only corresponds to the organizational culture, depends on it, but in turn can influence the formation and development of organizational culture.

Nowadays, a developed organizational culture is not only the pride of the company (organization, enterprise, firm) and a means of attracting high-class professionals, but also allows you to create such a socio-economic space within the organization that ensures the highest productivity, success of the organization and the commitment of employees to it. . This determines the relevance of the topic of the course work.

The leaders of any organization understand the enormous benefits of a strong organizational culture, but few of them are involved in building and developing it. The issues of forming an organizational culture are controversial, since the organizational culture itself is largely a subjective category: each employee, manager and leader has his own idea of ​​​​what it should be like and what should be done to develop it. The difference in intelligence, upbringing, perception of employees determines the variety of approaches and requirements for the organizational culture of the organization and its individual elements.

The purpose of the course work is to study the theoretical and practical aspects of the organizational culture of the enterprise. The tasks in the course work are:

consideration of the enterprise management system;

definition of branch features of functioning and management of OOO "Lestorg-Service";

studying the role of organizational culture in the management system;

analysis of performance indicators of financial, economic and managerial activities of LLC "Lestorg-Service", assessment of the organizational structure of the enterprise;

study of the organizational culture of managing this enterprise;

development of proposals for improving the organizational culture of the enterprise.

The object of study in the course work - LLC "Lestorg-Service", the subject - the organizational culture of the enterprise. Reporting data, analyzed in the course work, are presented for 2006-2008.

1. Modern management concepts

1.1 Management system

Management from the standpoint of economic theory is the same resource as others, the use of which occurs within the framework (boundaries) of the correlation of results and costs. Therefore, the problem of increasing the efficiency of management in practical terms appears in the following form: it is necessary to determine the result of the use of management and the costs associated with it, and compare them. Consequently, management acts, on the one hand, as a source of obtaining additional results in the activities of the organization, and on the other hand, additional costs are associated with it.

From this follow the fundamental conclusions: management in itself does not guarantee an increase in the efficiency of the functioning of the organization, it is far from always and everywhere necessary to use management as a way to streamline the work of the organization.

In general, the field of activity, called the management of the company, can be divided into separate functions, which are concentrated in three main groups:

general management (establishment of regulatory requirements and management policies, innovation policies, planning, organization of work, motivation, coordination, control, responsibility);

management of the structure of the enterprise (its creation, subject of activity, legal forms, relations with other enterprises, territorial issues, organization, reconstruction, liquidation);

specific areas of management (marketing, R&D, production, personnel, finance, fixed assets).

Within the framework of a systematic approach to management science, the following types and definitions of systems are distinguished.

A system is a set of individual elements considered in interaction as a whole. The control system, in turn, is a system that implements the process to achieve the goal. A management system is a system for developing policies and goals and achieving those goals.

Thus, a management system is a system for managing people and technical means, as objects of management, in order to achieve predetermined goals by these objects of management. Modern systems management in organizations consist of sets of management systems according to a certain attribute, for example, by the type of system being controlled. The division of the organization's management system into several component management systems is carried out in order to reduce the complexity of the overall management and increase the manageability of the resulting subsystems. The quality of management of the entire organization often depends on the degree of interaction between these (separate) management systems in achieving common goals.

The functional direction in management, founded by E. Fayol and O. Shildon, considered management as a universal process, including the following functions:

planning,

organization,

management,

coordination,

control.

Within the framework of this direction of scientific thought of management, these functions were called elements, but today in the classical textbooks on management, the elements of management are defined from the standpoint of the internal organization of the enterprise.

The structuring of the management system can be carried out according to different criteria, depending on the objectives of its study. In general, there are four subsystems of the management system:

target subsystem, including:

improving the quality of manufactured goods and services,

resource saving,

expansion of the market for goods,

organizational and technical development of production,

social development of the team and environmental protection;

supporting subsystem, including:

methodological support,

resource provision,

Information Support;

legal support;

functional subsystem, including:

marketing,

planning,

process organization,

accounting and control

motivation;

regulation.

control subsystem, including:

personnel Management,

sociology and psychology of management,

development and implementation of management decisions,

analysis and forecasting in decision making.

Most often, in educational publications, the functional organization of the management system is analyzed with the allocation of relevant elements.

Some scientists propose to distinguish three subsystems in the management system:

structural - functional subsystem;

information - behavioral subsystem;

subsystem of self-development of the control system.

International Standard ISO 72 "Common elements of management systems" provides the following structure of the management system:

unified policy of the organization;

optimal use of resources;

comprehensive operational controls and overall records management;

general information and support systems;

general system of personnel training and development;

organizational structure and accountability structure;

measurement and monitoring systems;

records and reporting;

single audit.

Thus, a management system is a system for developing policies and goals and achieving those goals. Element of the management system - a functional part of the enterprise management system (subsystem), realizing its specific goals in the organization and making up an integrated management system with other elements.

1.2 Industry specifics of the functioning of the enterprise

LLC "Lestorg-Service" was originally engaged in the wholesale supply of materials and equipment construction organizations, provided services for the selection of materials, the production of basic calculations of the need for them, as well as the selection of the most effective and economical building products. Today, the main activity of the enterprise is the production of dry building mixes. One way or another, this enterprise operates in the field of supporting the production of the construction industry, and therefore it is highly dependent on the demand in the market for the sale of building materials.

The dynamics of this industry is determined by changes in supply and demand in the real estate market. Table 1 presents data on the commissioning of residential buildings (according to the statistics service of Russia).

Table 1 - Commissioning of residential buildings, thousand square meters m. of total area

Analyzing the table, it is necessary to note the heterogeneity of real estate markets in various administrative-territorial entities Russian Federation. Thus, the Central Federal District, in particular the market of the Moscow region, shows the largest gap between the demand for apartments and their supply. The capital attracts potential consumers from other regions. The practice of the Moscow market revealed an overestimation of costs, inflation of profits, which leads to the dictatorship of unjustifiably high prices.

It is noteworthy that the growth of this indicator in 2008 was replaced by a decrease in the Central Federal District, while in other federal districts there was a positive trend in the indicator.

At the end of 2006, the total area of ​​living quarters per inhabitant of Russia amounted to 21.2 sq. m. m., in 2007 21.5 sq. m., in 2008 - 22 sq. It is noteworthy that in the Central Federal District this figure is consistently higher than the average for the Russian Federation (22.9, 23.5 and 24 sq. m., respectively), and in the Oryol Region it is slightly lower than the average for the Central Federal district (respectively 22.1, 22.6 and 23.1 sq. m. / person). These indicators are clearly presented in Figure 1.

Figure 1 - The total area of ​​residential premises per inhabitant of Russia, sq. m.

Thus, until 2008, the construction industry developed at a rapid pace both in Russia and in the Oryol region. However, in the context of the financial crisis, the demand for building and finishing materials began to decline, which put enterprises in the supporting industries in front of a difficult choice.

It is obvious that today the sectoral features of the management of enterprises in the supporting industries require a wide diversification of activities, focusing on the needs of private construction.

Naturally, in the conditions of the modern Russian economy, where the market is saturated with a variety of goods both in terms of origin and quality, each manufacturing enterprise, in order to have an effect from its economic activity, must win a buyer. Therefore, at the first stages of introducing production into the activities of an organization management decided to use the latest polymer additives developed by the German company WACKERS to enhance the beneficial properties of building mixtures in the production of products. Thus, the company's suppliers include foreign partners cooperating through their representative office in Russia. The number of contractors-suppliers of the Company is not large, because basically cooperation takes place with proven organizations, which include PromStroyService LLC - production and sale of high-quality cement, CRAFT MC LLC - production of paper containers - bags, Kartush LLC - printing company" and others.

The circle of contractors - buyers is quite diverse, among them a special place is occupied by the largest base in the Oryol region of the MUP "Baza of building goods Lesotorgovaya", stores from this base "Craftsman" and "StroyDvor", a number of smaller stores not only in the city of Orel, but also Oryol region, as well as enterprises providing services for the current repair of premises, and large construction companies in the city of Orel.

Thus, LLC "Lestorg-Service" today has its own sales market, and, accordingly, the growth rate of production with such a demand for products should increase.

1.3 Organizational culture in the management system

Businesses exist to produce goods and services. This production is connected in a certain technological chain. To activate all links of this chain, the enterprise operates administrative system or a management system in which all personnel perform the functions of managers and subordinates. However, the activities of the organization cannot be carried out only on the basis of technology or management hierarchy. People operate in enterprises and organizations, which means that at the same time they are guided by some specific values, perform certain rituals, etc. In this sense, every enterprise or company is a cultural space. The very same organizational culture is the basis of the life of any company, for the sake of which people become members of the organization; how relationships are built between them; what stable norms and principles of the company's functioning do they share; what they think is good and what is bad, and much more from what relates to values ​​and norms.

So organizational culture is:

first, from the basic assumptions that members of the organization adhere to in their behavior and actions. These assumptions are mainly related to the vision of the environment surrounding the individual and the variables regulating it (nature, space, time, work, etc.);

secondly, from the values ​​that guide the individual in what behavior should be considered acceptable or unacceptable. The ability of the organization to create core values ​​that will unite the efforts of all its structures is one of the deepest sources of the success of the company. The formation of the company's key values ​​has as its main goal the creation in the environment and in the eyes of its employees of the ultimate image or "company image".

The organizational culture of the company includes not only global norms and rules, but also the current regulations of the activity. Deviation from these norms strongly affects a person both positively and negatively. This is due to the organization of work in the workplace, the system of material and moral incentives, leadership style, control system, clothing, attitude to character traits. Organizational culture is based primarily on a culture of power, roles, actions, and personality. The culture of power is determined by the professionalism of the leadership and the loyalty of subordinates. The organizational culture of actions is based on the needs and interests of a person and society, on the priority of the personal over the public. The employee role culture is defined by a set of job instructions and regulations. All these aspects of organizational culture play an important role in the success of a firm, and the relationship between culture and organizational performance depends primarily on the content of those values ​​that are affirmed by a particular firm.

Organizational culture is usually divided into subjective and objective. Subjective organizational culture comes from the exemplary assumptions, beliefs and expectations shared by employees, as well as the group perception of the organizational environment with its values, norms and roles that exist outside the individual. This includes a number of elements of "symbolism": heroes of the organization, myths, stories about the company and its leaders, organizational taboos, rituals, perception of the language of communication and slogans. Subjective organizational culture serves as the basis for the formation of managerial culture, i.e. leadership styles, and problem solving by leaders, their behavior in general. This is what creates the difference between similar-looking organizational cultures.

Objective organizational culture is usually associated with the physical environment created in the organization: the building itself and its design, location, equipment and furniture, colors and amount of space, amenities, cafeteria, reception rooms, parking lots and cars themselves.

There are many approaches to identifying various attributes that characterize a particular culture, both at the macro and micro levels. For example, F. Harris and R. Moran consider organizational culture based on ten characteristics:

awareness of oneself and one's place in the organization. Some cultures value the concealment of their internal moods by the employee, others encourage their external manifestation; in some cases, independence and creativity is manifested through cooperation, and in others - through individualism;

communication system and language of communication (the use of oral, written, non-verbal communication, the degree of its openness, as well as jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of the organization);

relationships between people (by age and gender, status and power, wisdom and intelligence, experience and knowledge, rank and protocol, religion and citizenship; degree of formalization of relations, support received, ways to resolve conflicts);

values ​​and norms that people value in their organizational life (their position, titles or work itself);

belief in something and attitude or disposition towards something (belief in leadership, success, in one's own strength, in mutual assistance, in ethical behavior, in fairness, etc.; attitude towards colleagues, clients and competitors, aggression ; the influence of religion and morality);

worker development process and learning (thoughtless or conscious performance of work, rely on intelligence or strength, procedures for informing workers, approaches to explaining the reasons);

work ethics and motivation (attitude towards work and responsibility at work, division and substitution of work, cleanliness of the workplace, quality of work, its assessment and remuneration, promotion at work);

awareness of time, attitude towards it and its use (the degree of accuracy and relativity of time among employees, compliance with the time schedule and encouragement for this);

appearance, clothing and presentation of oneself at work (a variety of uniforms and overalls, business styles, neatness, cosmetics, etc. confirm the presence of many microcultures);

what and how people eat, habits and traditions in this area (organization of meals for employees, including the presence or absence of such places in the enterprise; food subsidies, the frequency and duration of meals; whether workers of different levels eat together or separately).

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

Using shared experience, the members of the organization develop common approaches that help them in their work. People need to know the real mission of the company, this will help them form an understanding of their contribution to the company. The next group of questions relates to the setting of goals and the choice of means to achieve them, when employees can either take part in these processes or remain on the sidelines.

The process of internal integration is concerned with establishing and maintaining effective work relationships among the members of an organization. It is the process of finding ways to work together and coexist within a company. Communicating and interacting, its members seek to describe for themselves the organizational world around them. They can draw certain conclusions for themselves and, perhaps, make some innovations if they believe that they will be able to make important changes in the environment.

Organizational culture is a very mobile category, depending on many factors, including the development of the country, the company. Its content is a response to the problems that the external and internal environment poses for the organization, which is why culture should be the subject of close attention from management.

At all stages of the development of an organization, the managerial culture of its leader (his personal faith, values ​​and style) can largely determine the culture of the organization itself. To a very large extent, the influence of the leader or founder of the company on the organizational culture is affected if he is a strong personality, and the company is just being created.

There are the following methods of maintaining a culture in an organization, and they come down to not only hiring the right people and firing unnecessary people:

objects and objects of attention, evaluation, control by managers. This is one of the most powerful methods of maintaining culture in an organization, as through repeated actions, the manager lets employees know what is important and what is expected of them.

management response to critical situations and organizational crises. The depth and scope of such situations may require the organization to either reinforce the existing culture or introduce new values ​​and norms that change it to some extent. At the same time, managers and their subordinates discover other qualities of organizational culture.

role modeling, teaching and training. Aspects of organizational culture are acquired by subordinates through how they should perform their roles. Managers can deliberately build important "cultural" cues into training programs and into day-to-day assistance to subordinates at work. So, an educational film can focus on the cleanliness of the workplace. The manager himself can demonstrate to subordinates, for example, a certain attitude towards customers or the ability to listen to others.

criteria for determining rewards and statuses. The culture in the organization also includes a system of rewards and privileges. The latter are usually tied to certain patterns of behavior and thus set priorities for employees and indicate values ​​that are more important for individual managers and the organization as a whole. The system of status positions in the company works in the same direction.

criteria for hiring, promotion and dismissal. This is one of the main ways to maintain culture in an organization. What the company and its management proceed from, regulating the entire personnel process, becomes quickly known to its members by the movement of employees within the organization. The criteria for personnel decisions can help or hinder the strengthening of the existing culture in the company.

organizational symbols and rituals. Many of the beliefs and values ​​that underlie the culture of an organization are expressed not only through legends and sagas that become part of organizational folklore, but also through various rituals, rites, traditions and ceremonies. Rites include standard and repetitive team events held at a set time and on a special occasion to influence the behavior and understanding of employees of the organizational environment. Rituals are a system of rituals. Even certain managerial decisions can become organizational rituals that employees interpret as part of the organizational culture. Such rituals act as organized and planned actions of great "cultural" significance. The observance of rituals, rituals and ceremonies strengthens the self-determination of workers.

So, organizational culture plays an important role in the activities of any company, but it can become its main force only when it is consistent with the company's strategy.

2. Comprehensive analysis of the financial and economic activities of Lestorg-service LLC

2.1 Organizational and economic characteristics of the enterprise

Lestorg-Service Limited Liability Company has been operating on the market relatively recently - since the end of 2006. The main activity of the organization is wholesale trade in industrial goods, timber, sanitary equipment (OKVED 51.53). In 2007 the enterprise was engaged in wholesale deliveries of materials and equipment to construction organizations, provided services for the selection of materials, the production of basic calculations of the need for them, as well as the selection of the most effective and economical construction products.

However, at the beginning of 2008, the meeting of the founders of the Company, together with the director, decided to change the main type of activity of the organization, as well as to change the constituent documents in connection with the entry of another participant into the company. After the decision was made, a new version of the Charter of Lestorg-Service LLC was issued, in which two founders, a new type of activity (production of dry building mixes), as well as an authorized capital of 20,000 rubles were designated.

The tax regime is the General Regime of Taxation of Legal Entities, according to which an enterprise is a payer of value added tax, personal income tax, the Unified Social Tax, and corporate income tax.

Accounting is carried out automatically using the licensed version 1C: Basic version 8.0.

To assess production and economic activity, it is necessary to analyze changes in the structure of the balance sheet (Appendices A, B) in 2007-2008 (Figure 2).

Figure 2 - Dynamics of the structure of the company's assets in 2007-2008

The figure shows the dynamics of the assets of the enterprise. In 2008, there is a decrease in the amount of current assets of the enterprise with a relative stability of the indicator of non-current assets. This may indicate a decrease in the economic activity of the enterprise.

The structure of liabilities in 2007-2008 is shown in Figure 3.

Thus, equity capital makes up a large part of the organization's liabilities. It should be noted a significant decrease in the amount of borrowed capital of the organization.

It should be noted the overall growth of almost all balance sheet items in 2008 compared to 2007. In 2008, compared to 2007, there was an increase non-current assets enterprises and a reduction in current assets, as well as a reduction in borrowed capital and an increase in own capital, which had a positive effect on the independence of the enterprise.

Figure 3 - Dynamics of the structure of the company's liabilities in 2007-2008.

To assess the financial condition of the enterprise, we calculate the coefficients of maneuverability, solvency, autonomy, current and absolute liquidity, and the coefficient of financial stability. For calculations, we use the financial statements of Lestorg-Service LLC (Appendices A-D).

The maneuverability coefficient was 0.7 at the end of the reporting period of 2007, and at the end of the reporting period of 2008 this value was 0.97. Consequently, the share of the enterprise's own capital, which is in such a form that does not allow them to freely maneuver, increasing the purchase of raw materials, materials.

The coefficient of financial autonomy at the end of the reporting period in 2007 was 0.27, and in 2008 it was 0.37. The stable growth of this ratio by 0.1% indicates some, although not significant, increase in the financial independence of the organization.

The capital turnover ratio in 2008 was 2.269, which is 0.17% lower than the same period in 2007.

The current liquidity ratio in 2008 was 1.58, which is 1.61% higher than in 2007.

(1)

The solvency recovery ratio in 2007 did not meet the standard (>1). This indicates that the organization must increase the turnover and conduct a reasonable credit and financial policy, then in subsequent periods solvency will be restored. In 2008, this coefficient was above one.

The calculated indicators are summarized in table 2.

Table 2 - Analysis of the coefficients of the financial condition of Lestorg-Service LLC

Thus, based on the calculated coefficients, it can be concluded that the financial condition of the organization is stable. However, the coefficient of financial autonomy, the coefficient current liquidity do not comply with the standard. With the reduction of some balance sheet items, there is a slight increase in the main indicators of the financial condition. Perhaps this is due to an improvement in the structure of the balance sheet.

The end result of the financial activity of the enterprise is profit, it represents the realized part of the net income created in a profitable way.

In economic practice, the following profit indicators are used:

1. Profit from sales = (2)

2. Balance sheet profit = (3)

3. Net profit = (4)

Let's calculate these indicators for the reporting period of 2007:

In 2008, the sales profit amounted to 1,509 thousand rubles, the balance sheet profit was 1,263 thousand rubles, and the net profit was 1,046 thousand rubles.

The dynamics of profit indicators of Lestorg-Service LLC is shown in Figure 4.

The profitability indicator characterizes the level of profitability (unprofitability) of the production activity of the enterprise.

There are the following types of profitability:

Return on sales = (5)

Profitability of production = (6)

Return on equity = (7)

Figure 4 - Dynamics of profit indicators of LLC "Lestorg-Service"

Let's calculate these coefficients for the reporting period of 2007:

return on sales

profitability of production =

return on equity

In 2008, these figures were:

return on sales - 41.6%

profitability of production - 71.2%

return on equity - 109%

The dynamics of profitability indicators is clearly shown in Figure 5.

Profitability of production testifies to the efficiency of the use of current assets in 2007 by 9.8%, and in 2008 by 71.2%.

Return on sales is a qualitative indicator and shows that the share of profit in each earned ruble in 2008 was 41.6%, which is 32.64% more than in 2007.

Return on equity indicates a 140% increase in the efficiency of equity capital use in 2008 compared to the same period in 2007.

Figure 5 - Dynamics of enterprise profitability indicators

Increasing the level of profitability is achieved by the following methods:

increase in wholesale prices due to improved product quality;

increase in production volumes due to internal production reserves without attracting additional capital investments:

by improving the use and working capital OPF.

Thus, we can conclude that the return on equity is high, which in 2007 amounted to 39%, and in 2008 increased to 109%. Return on sales in 2008 increased compared to 2007 from 8.96% to 41.6%, which indicates a high share of profit in each earned ruble.

Let's consider the structure and dynamics of the cost price at the enterprise in comparison with administrative expenses in 2007-2008, which are clearly presented in Table 3.

Table 3 - The structure of the cost of LLC "Lestorg-Service", thousand rubles.

From this table it can be seen that the cost of the enterprise is reduced, which has a positive effect on the amount of profit of the enterprise, the dynamics of which can be clearly seen in Figure 6. In 2008, compared to 2007, the cost decreased by 15%.

We will analyze the security of the enterprise with labor resources, as well as labor productivity and the wage fund of the enterprise. The calculated indicators are summarized in tables 4 and 5.

Thus, Table 5 shows that the staff turnover rate at Lestorg-Service LLC does not exceed the norm, and the staff retention rate tends to unity. At the same time, changes in the quantitative composition of personnel occur only at the own request of employees. From the staffing table (Appendix D) it can be seen that changes are taking place in the positions of a handyman and a loader. The work performed in these positions is physically difficult and, given the specifics of the products manufactured at this enterprise, dusty, which makes it difficult for workers to breathe. These personnel are not adequately provided with respirators and overalls.

Let's calculate the indicator of labor productivity in 2007 according to the formula:

where Q is the volume of output, thousand rubles.

Thus, this table shows that in 2007 there were 4,181 rubles of output per worker. At the same time, the dynamics of the growth rate of labor productivity in 2008 compared to 2007 is higher than the growth rate of the wage fund by 3%.

Table 4 - Analysis of the provision of the enterprise with labor resources

Indicators			Abs. off	Rel. off (08/07)
1. Consisted of workers at the beginning of the year
2. Accepted workers
3. Dropped out workers including: at will
4. Consisted of workers at the end of the year
5. Average composition
6. Number of employees on the payroll throughout the year
7. Recruitment turnover rate
8. Staff turnover rate by retirement
9. Staff retention rate

Qualitative indicators of the use of resources of Lestorg-Service LLC are improving due to an increase in the efficiency of the use of labor resources (labor productivity of employees increased from 4181 thousand rubles to 4818 thousand rubles), however, there is a significant slowdown in the turnover of working capital.

The financial condition of the enterprise is characterized by relative stability. However, the coefficient of financial autonomy of Lestorg-Service LLC and the current liquidity ratio do not meet the standard.

2.2 Management analysis of the management system

At the moment, the structure of Lestorg-Service LLC consists of the following divisions:

management department

financial department

purchase department

marketing department.

The management department consists of the director, his secretary and the head of the personnel department.

The director performs certain functions regulated by the job description, including management, in accordance with applicable law, of the production, economic and financial and economic activities of the enterprise, responsibility for the consequences of decisions made, the safety and efficient use of the property of the enterprise, organization of work and effective interaction of all structural divisions , workshops and production units, the direction of their activities for the development and improvement of production, taking into account social and market priorities, increasing the efficiency of the enterprise, increasing sales volumes and increasing profits, quality and competitiveness of products, and more.

The head of the personnel department is responsible for the personnel policy of the enterprise, the selection of new employees for vacant positions, the development of job descriptions taking into account the specifics of the enterprise, maintaining the production timesheet of employees, registering employees when hiring, maintaining a personal card of the employee, and also monitors compliance with the current labor legislation.

The chief accountant belongs to the category of managers and represents the financial department of the enterprise. He is in constant contact directly with the director and all services. His job responsibilities include the implementation and organization of accounting for the economic and financial activities of the enterprise, as well as control over the economical use of material, labor and financial resources the preservation of the property of the enterprise, the formation in accordance with the legislation on accounting of accounting policy, based on the structure and characteristics of the enterprise, the need to ensure its financial stability, the preparation and submission of tax reports for the period provided for by law, the implementation of inventory and other

The marketing director coordinates the activities of the marketing department and the sales service included in it. The responsibilities of the Marketing Director are as follows:

1. Development of the company's marketing policy based on the analysis of consumer properties of the product and forecasting consumer demand for products.

2. Ensuring the participation of departments under direct supervision in accordance with long-term and current plans for the procurement and sale of goods.

3. Determination of new sales markets and new consumers of goods.

4. Preparation of proposals for the formation of a trademark

5. Implementation of the planning and reporting procedures of the sales and marketing department.

Thus, the above structure of the enterprise is shown in Figure 6.

The number of employees of Lestrog-Service LLC is small. The number of managerial employees in 2008 is 4: general director, chief accountant, marketing director, head of the personnel department.

Figure 6 - Organizational structure of Lestorg-Service LLC

Let's analyze the main performance indicators of Lestorg-Service LLC management in 2006-2008. The dynamics and structure of the management costs of the enterprise is presented in table 5.

An analysis of the data in the table allows us to conclude that in the period under review, the share of labor costs in the structure of management expenses increased, while in absolute terms, the management costs of Lestrog-Service LLC decreased. This is due to a reduction in the number of managerial employees (the position of chief engineer was removed from the staff list due to the re-profiling of production in 2008), the transfer of the chief accountant from a permanent job to a part-time job.

Table 5 - Dynamics and structure of management expenses of "Lestrog-Service" LLC in 2006-2008

The decrease in the cost of purchasing and depreciation of equipment for management purposes in 2008 is a consequence of the fact that the company was founded in 2006, so the key role was given to the technical equipment of the management apparatus. Later, the staff was completed, technical means were purchased, the software was installed and functioned properly, which did not require additional investments.

In general, the share of wages and social contributions from the payroll fund of managerial employees of Lestorg-Service LLC was 86% in 2006, 93% in 2007, and 99% in 2008.

Figure 7 clearly shows the dynamics of changes in the value of the total cost of production of the enterprise over the past three years in the context of the cost of goods sold and management expenses.

Figure 7 - Dynamics of the cost price at LLC "Lestorg-Service"

Table 6 - Share of management expenses in revenue

An analysis of the data in the table shows that the share of administrative expenses in revenue fluctuates at the level of 6-7%, having slightly decreased in general over the period under review. This indicates their relatively constant nature, depending on the volume of production and sales.

In order to quantitatively determine the effectiveness of the management system of Lestorg-Service LLC, we calculate the amount of balance sheet profit per unit of management costs - the economic efficiency of management.

Let's determine the values ​​of this indicator for 2006-2008:

EM 2006 = 115k rub. / 395 thousand rubles = 0.29 rubles /rub.;

EM 2007 = 59 thousand rubles. / 338 thousand rubles = 0.17 rub. /rub.;

EM 2008 = 1263 thousand rubles /234 thousand rubles = 5.40 rubles. /rub.

The results are grouped in table 7.

Table 7 - Economic efficiency of management

Analyzing the indicators in the table, we can conclude that management efficiency improved in 2008, which was due to an increase in balance sheet profit along with a reduction in management costs.

Thus, the management system of Lestorg-Service LLC is characterized by high efficiency. However, a decrease in the volume of management expenses, consisting mainly of the cost of remuneration of the enterprise's managers, can lead to an increase in the turnover of the enterprise's management personnel, a decrease in the level of its interest in achieving the goals of LLC "Lestorg-Service" and other negative manifestations.

2.3 Organizational culture of enterprise management

The small size of LLC "Lestorg-Service" testifies to the increased role of organizational culture as a factor in the effectiveness of the enterprise management system.

One of the options for conducting a study of organizational culture is a survey of the organization's management. This method was used at the studied enterprise Lestorg-Service LLC. During this survey, the following tasks were set:

obtain data on what information about the organizational culture the management of the enterprise has;

obtain objective information about the positive and negative aspects of the organizational culture at this enterprise;

suggest ways to manage organizational culture more effectively.

Eight people took part in the study as part of the course work, both from among the management personnel and from among the performers. A characteristic feature of the survey was the constructive, balanced attitude of management to the questions posed, along with their confidence in the usefulness and necessity of an unusual event.

The results of the survey indicate that the company's management is aware of the presence of organizational culture as a factor in improving the efficiency of the management system at the enterprise, has a correct idea of ​​the reasons for its emergence and formation, and also considers it necessary to improve it.

A survey conducted at LLC "Lestorg-Service" showed that the management of organizational culture in this organization has the following positive aspects:

the management of the enterprise believes that organizational culture can help the formal organization achieve its goals;

before making any management decision, the vast majority of respondents calculate the possibility of a negative impact on other members of the team and make decisions in accordance with this;

there is a club of executives at the enterprise, conferences and meetings on various issues are held for them. The attitude of the authorities towards the performers is somewhat "softer" than towards the management personnel of the enterprise.

The staff of Lestorg-Service LLC believes that only because the loyalty of the "middle link" manager could not be achieved, there is no need to replace him. This problem has not yet been encountered in the practice of management. However, if the loyalty of the "middle manager" to his subordinates will interfere with the activities of the enterprise, the management of the organization will consider it necessary to replace him.

the enterprise team believes that the transfer of employees from one place of work to another (both on a territorial and hierarchical scale) is one of the methods of effective management of organizational culture. This method is used in the enterprise. So, sellers periodically perform the functions of the chief accountant in his absence to fill out the relevant documentation, master the automated accounting system.

The negative aspects of organizational culture management in Lestorg-Service LLC are:

no public events are held and are not planned at the enterprise under study. The management of the organization believes that there is no need for this and will only distract people from their own affairs;

in order to make any decision, some of the respondents answered that they do not involve members of the organization in the discussion of these issues, others involve them when they consider it necessary for themselves;

the staff of the enterprise believes that the placement of offices will not affect the behavior of members of the organization and, accordingly, does not apply this method of management at the enterprise - all management personnel, with the exception of the director, are located in one office;

the management of the organization knows the natural leaders of informal groups in the enterprise, but does not use any methods of cooperation with them;

The management of Lestorg-Service LLC considers it possible, through the flexible use of various information transfer channels, to increase its influence on the formation of organizational culture, however, informal information transfer channels are not used to influence organizational culture.

The peculiarities of the organizational culture of Lestorg-Service LLC include the formation of microgroups in the team, including:

participants and active users of the Internet site "Odnoklassniki";

a group formed by accounting staff and salespeople (examples of informal events are visiting a fitness room, joint celebrations, exchanging books).

Thus, in Lestorg-Service LLC, the management of organizational culture is not of a regular nature, it is formed spontaneously as a result of informal interaction of employees and communications on the performance of official duties.

3. Improving the organizational culture of Lestorg-service LLC

3.1 Suggestions for improving organizational culture

The analysis showed that there are practically no elements of non-formalized organizational culture in Lestorg-Service LLC.

This does not meet the requirements of the new management paradigm, leads to a decrease in the efficiency of enterprise management, and reduces the level of interest of employees in achieving the ultimate goals of the organization. To improve management efficiency, we will formulate the main recommendations for improving the organizational culture of Lestorg-Service LLC. Let's summarize the recommendations in Table 7.

Table 7 - Characteristics of organizational culture attributes recommended by Lestorg-Service LLC

Attributes
1. Values ​​and norms	Management needs to prioritize employee motivation. The provision of a relatively flexible work schedule observed in Lestorg-Service LLC, subject to a decrease in the level of material incentives, may lead to the dismissal of managerial employees
2. The process of employee development and learning	Improving the skills of salespeople in using automated accounting and analysis programs, participation of employees in seminars, fairs and exhibitions, subscription to specialized literature
3. Work ethic and motivation	Employees of Lestorg-Service LLC should be advised to pay more attention to the cleanliness of the workplace
4. Awareness of yourself and your place in the organization	Organization of management based on a team approach and broad delegation of authority, where each member of the team has the right to express their point of view on the problem of the organization
5. Communication system and language of communication	Expanding the boundaries of use oral speech in order to reduce document flow in management practice
6. Relationships between people	Directed efforts of management to form constructively interacting informal groups, taking into account the groups identified during the survey
7. Belief in something and disposition towards something	Belief in leadership, success, own strength, mutual assistance, ethical behavior, justice, etc.; relationship with colleagues and clients
8. Appearance, clothing and self-presentation at work	Taking into account the opinions of employees when ordering uniforms, compliance with the business style of clothing by managerial employees
9. What and how people eat, habits and traditions in this area	It is advisable for the management of the enterprise to consider the organization of joint meals for employees at lunchtime in a nearby canteen
10. Awareness of time, attitude towards it and its use	Improving the accuracy of meeting the time schedule, measures to combat delays

When developing measures to form the organizational culture of Lestorg-Service LLC, it was planned that in the management system it would perform the following functions:

security function. It consists in creating a barrier that protects the organization from unwanted external influences;

integrating function. Forms a sense of belonging to the organization, pride in it, the desire of outsiders to join it. This facilitates the solution of personnel problems;

regulatory function. Supports the necessary rules and norms of behavior of members of the organization, their relationships, contacts with the outside world, which is a guarantee of its stability, reduces the possibility of unwanted conflicts;

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Introduction

Currently, many enterprises are concerned about creating an organizational culture that would meet the goals and activities of the enterprise, since organizational culture is that element of the organization that allows you to make a business idea feasible and effective, achieve labor efficiency and benefit from owning intellectual property. The investment attractiveness of the company also directly depends on the existing organizational culture. Consequently, the organizational culture of an enterprise can have a direct impact on the economic parameters of the functioning of the enterprise and is the most important economic reserve for the growth of economic efficiency.

Unfortunately, today far from all Russian leaders and representatives of personnel services clearly understand what is behind the words "organizational culture". It is rare that anyone understands that organizational culture is something broader than industrial aesthetics or cleanliness and order in workplaces and domestic premises.

The problem of forming an organizational culture is quite relevant for LLC PF "TTS-5", where there is rivalry and conflict between employees, dishonest attitude towards customers when selling cars, which significantly reduces the image of the enterprise among consumers.

The purpose of this work: to analyze the organizational culture and determine its impact on the effectiveness of management in LLC PF "TTS-5".

In the process of writing the work, it was necessary to solve the following tasks:

-to study the theoretical aspects of organizational culture;

-analyze the declared organizational culture of LLC PF "TTS-5";

-to analyze the real organizational culture of LLC PF "TTS-5";

Object of study: Organizational culture in LLC PF "TTS-5".

Subject of study: analysis and evaluation of the effectiveness of organizational culture and its impact on the organization's strategy in LLC PF "TTS-5".

For this work, we used scientific literature following authors: Abdulova T.P., Blinov A., Vesnin V.R., Vikhansky O.S., Kabushin N.I., Cameron K.S., Karpaov A.V., Magura M.I., Milner B.Z.

organizational culture

1. Theoretical aspects of organizational culture

.1 Structure of organizational culture

In organizations with a long history and tradition, almost every employee can recall a story, legend or myth that is associated with the emergence of the organization, its founders or prominent members.

Organizational culture defines a frame of reference that explains why the organization functions in this way and not otherwise. Organizational culture can largely smooth out the problem of harmonizing individual goals with the overall goal of the organization, forming a common cultural space that includes values, norms and behavioral models shared by all employees.

In a broad sense, culture is a mechanism for reproducing social experience that helps people live and develop in a certain climatic, geographical or social environment, while maintaining the unity and integrity of their community. Of course, the need to reproduce the acquired and borrowed social experience is also relevant for the organization. However, until recently, the processes of formation of organizational culture proceeded spontaneously, without attracting the attention of either the subject of organizational power or researchers.

As already noted, organizational culture is understood as a set of norms, rules, customs and traditions shared and accepted by the employees of the organization. Clearly, if an organization's culture is aligned with its overall purpose, it can be an important factor in organizational effectiveness. Therefore, modern organizations see culture as a powerful strategic tool to orient all departments and individuals towards common goals, mobilize employee initiative and ensure productive interaction. In other words, one can talk about organizational culture only when top management demonstrates and approves a certain system of views, norms and values ​​that directly or indirectly contribute to the achievement of the strategic objectives of the organization. More often than not, companies develop a culture that embodies the values ​​and behaviors of their leaders. In this context, organizational culture can be defined as a set of norms, rules, customs and traditions that are supported by the subject of organizational power and set the general framework for employee behavior consistent with the organization's strategy.

Organizational culture includes not only global norms and rules, but also the current regulations of activity. It may have its own characteristics, depending on the type of activity, form of ownership, position in the market or in society. In this context, we can talk about the existence of bureaucratic, entrepreneurial, organic and other organizational cultures, as well as organizational culture in certain areas of activity, for example, when working with clients, staff, and so on.

For example, the organizational culture of IBM Corporation in work with personnel is most clearly manifested in the following principles:

Transfer to specialists as much as possible required set authority (authority) to perform the functions assigned to them. They bear full responsibility for their actions to implement them;

Involvement of high-class specialists with a fairly independent and independent mindset;

Creation by the administration of the priority of trust and support of specialists over the control of their activities;

Division into cells, the functioning of each of which can be autonomously provided by one person;

Carrying out permanent structural changes;

Regular surveys;

Financial incentive, based on both individual performance indicators and the results of the organization as a whole;

Carrying out a policy of guaranteed employment, in which even in conditions of economic downturns, the organization makes every effort to maintain the number of staff;

Stimulation of the personal initiative of employees in solving common problems and the constancy of the rules of conduct in the company;

Trust in an individual employee of the company on the part of managers;

Development of collective methods of problem solving;

Career planning, in which the selection of managers for new or vacant positions comes from among the company's employees;

Providing employees with a wide range of social services.

People are the carriers of organizational culture. However, in organizations with an established organizational culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active impact on employees, modifying their behavior in accordance with the norms and values ​​that form its basis.

From a management perspective, the culture of an organization is the way work is done and the way people in the organization are treated. When we talk about organizational culture, we are most interested in the mechanism of its influence on the behavior and work of the members of the organization. Here we must highlight the components of organizational culture:

Rice. 1.1.1. Components of organizational culture

Organizational culture is in the minds of people, its core is the values ​​shared to a greater or lesser extent by the employees of the organization.

Therefore, the most important tasks of the code of organizational ethics are to set priorities for target groups and ways to harmonize their interests.

A code of organizational ethics can serve three main functions:

reputational;

managerial;

development of organizational culture.

The reputational function of the code is to build confidence in the company on the part of reference external groups (a description of the policies traditionally fixed in international practice in relation to customers, suppliers, contractors, etc.).

Thus, the code, being a corporate PR tool, increases the investment attractiveness of the company. The presence of a company code of organizational ethics becomes a global standard for doing business.

Corporate ethics, in addition, is an integral part of organizational culture. The Code of Organizational Ethics is a significant factor in the development of organizational culture. The Code can convey the company's values ​​to all employees, orient employees towards common corporate goals, and thereby enhance corporate identity.

Since culture plays a very important role in the life of an organization, it should be the subject of close attention from management. The management of large organizations has enough resources and means to influence the formation and development of organizational culture, but they do not always have enough knowledge of how to analyze and change it in the desired direction.

There are many approaches to the analysis of the content side of a particular organizational culture. F. Harris and R. Moran proposed to identify ten meaningful characteristics inherent in any organizational culture:

1. Awareness of oneself and one's place in the organization (in some cultures, restraint and concealment by the employee of their internal moods and problems are valued, in others, openness, emotional support and external manifestation of their experiences are encouraged; in some cases, creativity is manifested through cooperation, and in others - through individualism).

2. Communication system and language of communication (the use of oral, written, non-verbal communication, "telephone law" and openness of communication varies from organization to organization; professional jargon, abbreviations, sign language is specific to organizations of various industry, functional and territorial affiliation of organizations).

3. Appearance, clothing and presentation of oneself at work (variety of uniforms, business styles, norms for the use of cosmetics, perfumes, deodorants, etc., indicating the existence of many microcultures).

4. Habits and traditions associated with the reception and assortment of food (how the meals of employees in the organization are organized, including the presence or absence of canteens and buffets; participation of the organization in paying for food costs; frequency and duration of meals; joint or separate meals for employees with different organizational status etc.).

5. Awareness of time, attitude towards it and its use (perception of time as the most important resource or a waste of time, compliance with or constant violation of the time parameters of organizational activity).

6. Relationships between people (influence on interpersonal relations of such characteristics as age, gender, nationality, status, amount of power, education, experience, knowledge, etc.; compliance with the formal requirements of etiquette or protocol; the degree of formalization of relations, received support, accepted forms of conflict resolution).

7. Values ​​and norms (the former are sets of ideas about what is good and what is bad; the latter are a set of assumptions and expectations regarding a certain type of behavior).

8. Worldview (faith / lack of faith in: justice, success, one's own strengths, leadership; attitude towards mutual assistance, towards ethical or misbehavior, conviction in the punishability of evil and the triumph of good, etc.).

9. Development and self-realization of the employee (thoughtless or conscious performance of work; reliance on intelligence or strength; free or limited circulation of information in the organization; recognition or rejection of the rationality of consciousness and behavior of people; creative environment or tough routine; recognition of the limitations of a person or emphasis on his growth potential).

10. Work ethics and motivation (attitude towards work as a value or duty; responsibility or indifference to the results of one’s work; attitude towards one’s workplace; quality of working life; worthy and bad habits at work; a fair connection between the contribution of the employee and his remuneration; planning the professional career of the employee in the organization).

There may also be a type of subculture within an organization that is quite persistent in rejecting what the organization as a whole wants to achieve. Among these organizational countercultures, the following types can be distinguished: .

The influence of culture on organizational performance is determined primarily by its compliance with the overall strategy of the organization. There are four main approaches to resolving the problem of incompatibility of strategy and culture in the organization:

1) a culture is ignored that seriously impedes the effective implementation of the chosen strategy; .

2) the management system adjusts to the existing culture in the organization; this approach is based on the recognition of existing cultural barriers to the implementation of the desired strategy, and the development of alternatives to "bypass" these obstacles without making major changes to the strategy itself. Thus, during the transition from a mechanistic to an organic scheme of organization in many manufacturing enterprises for a long time fails to change the organizational culture in the assembly areas. In this case, this approach can help to solve the problem;

3) attempts are made to change the culture in such a way that it is suitable for the chosen strategy. This is the most complex approach, taking a lot of time and requiring significant resources. However, there are situations where it can be central to the firm's long-term success;

4) the strategy is changed in order to adjust it to the existing culture.

In general, there are two ways in which organizational culture influences the life of an organization.

First, as shown above, culture and behavior mutually influence each other.

Second, culture influences not so much what people do as how they do it.

There are various 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 questionnaires and questionnaires that are used to describe the culture of an organization.

Thus, the influence of culture on decision-making is carried out through shared beliefs and values ​​that form a stable set of basic assumptions and preferences among members of the organization. Since organizational culture can help minimize disagreement, the decision-making process becomes more efficient.

2. Analysis of organizational culture and its impact on management efficiency in LLC PF "TTS-5"

2.1 General characteristics of the activities of LLC PF "TTS-5"

Limited Liability Company PF "TransTechService-5" was established on December 19, 2003 in accordance with the Civil Code of the Russian Federation and Federal Law No. 4-FZ of February 8, 1998 "On Limited Liability Companies".

LLC PF "TTS-5" is a legal entity and builds its activities on the basis of the Charter and the current legislation of the Russian Federation.

LLC PF "TTS-5" is located at the address: Naberezhnye Chelny, Chulman Avenue, 111.

The main purpose of the activities of LLC PF "TTS-5" are:

• making profit, realization on the basis of the received profit of the social and economic interests of the founder of the company;
• creation of new jobs.
• Currently LLC PF "TTS-5" is engaged in the following activities:
• conducting all types of wholesale, retail trade in motor vehicles, spare parts, numbered units for them;
• repair and maintenance of motor vehicles;
• provision of marketing, information agency, information and reference, intermediary and other similar services to domestic and foreign organizations and citizens.
• The organizational structure of LLC PF "TTS-5" is built according to a linear-functional type and includes the following divisions: administrative apparatus, accounting, personnel department, car dealership, service station; warehouse (Fig. 2.1.1).
• Rice. 2.1.1. Scheme of the organizational structure of LLC PF "TTS-5"
• So, the administrative bodies of LLC PF "TTS-5" are:
• founders of the Society;
• Director of the Company, acting under the contract.
• The exclusive competence of the Founder of the Company includes determining the main areas of activity of the enterprise, changing the Charter of the Company, electing a director, approving annual reports and annual balance sheets, etc. .
• The director of OOO PF "TTS-5" is the sole executive body of the company, which manages the current activities of the enterprise and resolves all issues that fall within its competence. Director of LLC PF "TTS-5":
• without a power of attorney acts on behalf of the company, represents its interests and makes transactions;
• issues powers of attorney for the right to represent the company,
• issues orders on the appointment of employees of the enterprise, on their transfer and dismissal, applies incentive measures and imposes disciplinary sanctions;
• considers current and prospective work plans and ensures their implementation;
• approves the rules, procedures and other internal documents of the enterprise;
• determines the organizational structure of the enterprise;
• approves the staffing of the enterprise;
• administers property, opens settlement accounts;
• makes decisions on other matters.

Accounting is a structural subdivision of LLC PF "TTS-5", which is managed by the chief accountant. V official duties accountant includes the organization of accounting of financial and economic activities and control over the economical use of material, financial, labor resources, the safety of the property of the enterprise. The accounting department carries out the accounting policy of the enterprise. The personnel department of LLC PF "TTS-5" carries out personnel planning, staffing of the enterprise with personnel of the required professions, specialties and qualifications; carries out work on the recruitment, selection, placement and adaptation of personnel, training and promotion of personnel, personnel assessment, etc. The Human Resources Department is managed by the Human Resources Manager.

2.2 Analysis of organizational culture in LLC PF "TTS-5"

The main production divisions of LLC PF "TTS-5" are a car dealership and a service station (STO).

The management of the car dealership is entrusted to the head of the car dealership, who organizes, coordinates and regulates the activities of the car dealership personnel: sellers-administrators, sales consultants, salesmen-mechanics, and salesmen-decorators. The car dealership sells Hyundai cars.

The maintenance station is managed by the head of the service station, to whom the master-receiver, foreman, locksmiths are subordinate. Through the service station LLC PF "TTS-5" provides the following services:

-maintenance and repair of vehicles, machinery and equipment;

-maintenance of passenger cars: routine maintenance (by type of maintenance); control and diagnostic work;

-car repair: replacement of aggregates, engine repair, steering and suspension repair, repair brake system, repair of electrical equipment (with removal from the car), body repair, preparation for painting and painting, tire fitting, wheel balancing;

-repair of trucks and buses: replacement of aggregates.

LLC PF "TTS-5" employs a total of 22 people, of which 6 people are management personnel, and 16 people are operational personnel. The staffing of LLC PF "TTS-5" is presented in table 2.1.1.

Table 2.1.1

Staffing of LLC PF "TTS-5"

Managers and specialistsNumber of production personnelNumber of director 1Senior sales assistant 1 Head of a car dealership 1 Sales consultant 1 Head of a service station 1 Sales clerk 1 Chief accountant 1 Sales administrator 1 Personnel manager 1 Sales mechanic 1 Senior manager for spare parts 1 Master acquiring officer 1 Foreman 1 Locksmith 7 Spare parts manager 1 Storekeeper 1 Total

Thus, according to staffing the management of the enterprise is carried out by 6 managers, and production and support functions are carried out by 16 people of production personnel.

An analysis of the age structure of the personnel of LLC PF "TTS-5" suggests that most of the personnel (64%) are people young age, that is, their age does not exceed 30 years, 31% of the staff aged 30 to 45 years and 9% over the age of 45 years.

An analysis of the educational structure of the personnel of LLC PF "TTS-5" showed that all managers of the enterprise have higher education. Among production personnel, 50% also have higher education, 38% have secondary vocational education, and 12% have secondary education.

So, LLC PF "TTS-5" is a commercial and manufacturing company engaged in the retail sale of cars and the maintenance of motor vehicles. Currently, one of the problems of the enterprise is the low level of organizational culture, which was the reason for choosing the topic of the thesis.

The declared organizational culture is a culture that is introduced from above by issuing certain local regulations that regulate the behavior of people in a team, developing rules and procedures for behavior in the workplace, etc. Consequently, the declared organizational culture expresses what the management would like to achieve.

Based on the above provision, let us turn to the analysis of the declared culture of OOO PF TTS-5. As noted, LLC PF "TTS-5" was formed quite recently, so the organizational culture of the enterprise is not yet clearly formulated. However, the company has a number of documents that, to one degree or another, regulate the behavior of personnel. These documents include:

• Charter of LLC PF "TTS-5";
• Mission of LLC PF "TTS-5";
• Internal labor regulations of LLC PF "TTS-5";
• Employment contracts with personnel;
• Regulations on the assignment of a job coefficient.

One of the main documents regulating the activities of LLC PF "TTS-5" is the Charter, which sets out the following goals:

• expanding the market for goods and services;
• making a profit;
• creation of new jobs.
• These goals express the economic, marketing and social orientation of the activities of LLC PF "TTS-5".
• An analysis of the goals of the enterprise allows us to assert that the management of the enterprise directs employees to conquer the market, to increase the profits of the enterprise, to expand the activities of the enterprise in order to create new jobs.
• These goals express concern not only own development, but also social problems associated with unemployment in the labor market. However, the company's goals are not consumer-oriented, as they do not show any concern for the company's customers.
• This shortcoming is supplemented by the mission of LLC PF "TTS-5", which is as follows: PROBLEMS OF CLIENTS ARE OUR CARE.
• Thus, the mission of the enterprise is aimed at declaring the importance of customers for the enterprise, it expresses the need to solve consumer problems by eliminating them qualitatively.
• The mission of LLC PF "TTS-5" is formed in such a way that employees understand that customer satisfaction and their further cooperation depend on them. The professionalism and skill of the company's employees are able to solve all the problems that customers have with a car.
• Thus, the mission of LLC PF "TTS-5" is aimed at consumers and expresses concern for them, thus declaring the following values: customer care; pride in your organization; confidence in yourself and your colleagues.
• The goals of the enterprise declare such values ​​as:
• constant striving for success;
• respect and concern for society.
• In LLC PF "TTS-5" there are certain declared norms of behavior, which are enshrined in the Internal Labor Regulations, individual Labor contracts with employees, the Regulation on assigning a job coefficient.
• The following core values ​​are highlighted in the document “Work Order Rules”:
• strive for continuous improvement of professional knowledge, skills and abilities;
• improve the quality and productivity of labor;
• work with integrity and discipline;
• comply with labor protection requirements;
• eliminate the causes that interfere with work;
• keep the workplace clean;
• protect property;
• behave with dignity;
• follow the instructions of the leader.
• An analysis of the Labor Regulations of LLC PF "TTS-5" allows us to conclude that for management, the main thing in the work of personnel is their professionalism and quality of work. No less important values ​​from the point of view of leadership are honesty and discipline, diligence and accuracy, thrift, dignity and diligence.
• In employment contracts with employees of the enterprise, the following main declared values ​​were identified:
• professionalism. Each employee should serve his profession for the benefit of others, strive to improve his professional knowledge and practical experience, not to take actions as a result of which the professional reputation of colleagues may suffer;
• mutual assistance to colleagues. In order to increase the efficiency of work, each employee of the enterprise must share his knowledge and experience with colleagues, as required by the high-quality and productive implementation of the employment contract;
• non-disclosure of confidential information. Each employee is obliged under the terms of the employment contract not to disclose confidential information and not to use it after the termination of the employment contract;
• observance of labor discipline. Each employee must follow the rules of the work schedule, not be late for work and not leave work early, not miss work without a good reason, follow safety instructions, etc.;
• courtesy, respect, honesty and fairness towards colleagues and clients of the firm. Each employee of the company undertakes to behave in accordance with the requirements defined in the labor regulations;
• performance. Each employee, according to the employment contract, must follow the instructions of the supervisors;
• decency. Each employee of the enterprise should not deceive, use dishonest methods when working with customers, and also treat colleagues with respect; do not use rude and obscene language at work.
• healthy lifestyle. Employees of the enterprise should not use alcohol and drugs at work, do not smoke at the workplace;
• neatness and neatness of appearance. Each employee must dress in a style appropriate to the business environment, hair must be neat.

The values ​​and norms of behavior of the employees of LLC PF "TTS-5" are declared not only on the basis of regulations, but they are also implemented on the basis of staff training at trainings.

Individual employees of the enterprise, after getting a job, are sent to Moscow to undergo training under the relevant programs, which involve training employees in the art of sales, the rules of working with clients, etc. The complex of programs also includes trainings aimed at improving the effectiveness of relationships in the team.

After passing the trainings, such employees are awarded the title of a certified seller, who becomes the bearer of the norms and rules of conduct and an example for other members of the team to follow. Thus, the declared values ​​of LLC PF "TTS-5" are implemented not only through the system of regulatory documents, but also through the personnel training system, which is aimed at educating employees who meet the requirements of the organization.

One of the documents declaring organizational values ​​is the Regulation on assigning a job coefficient. This document defines the grounds for assigning a job coefficient to employees, depending on their professionalism, progress achieved. This document is stimulating in nature, as it defines the grounds for receiving interest on sales.

Thus, in OOO PF TTS-5 there are a number of documents that regulate the basic norms and values ​​of organizational culture. These included the following documents: Charter of LLC PF "TTS-5"; Mission of LLC PF "TTS-5"; Internal labor regulations of LLC PF "TTS-5"; Employment contracts with personnel; Regulations on the assignment of a job coefficient.

To determine the ranking of the importance of the declared norms and values, a content analysis was carried out, which is aimed at studying the most frequently used words in normative documents denoting a particular value. In addition, in the process of content analysis, the importance of individual norms and values ​​was identified on the basis of an analysis of the content of expressions that occurred in the wording used in these documents.

Based on the results of the content analysis, a rating of the importance of norms and values ​​was built according to the degree of decrease in the declared organizational culture of LLC PF "TTS-5". (see Table 2.2.2).

Professionalism Caring for the client Discipline Responsibility Loyalty to the company Efficiency Honesty Striving for success Sociability Goodwill Diligence Employee health

Thus, in the declared culture of LLC PF "TTS-5" one of the main values ​​is professionalism. Therefore, the management of the enterprise, first of all, requires its employees to perform their duties professionally. An important place in the declared culture of the enterprise is occupied by mutual assistance and cooperation, discipline and responsibility. It should be noted that the top five most important values ​​included such a value as diligence, therefore, the management of the enterprise first of all needs the diligence of employees, and then the initiative, which, as a value, was not even included in the ten declared values ​​of LLC PF "TTS-5". In sixth place in importance is diligence, which means that the management of the enterprise wants to see diligence in its employees in relation to their duties. Next comes such a value as the desire for success, this declared value was singled out even for the purposes of the organization, which indicates the importance of this value for the organization. Perhaps it is the implementation of this value that contributes to the intensive development of the enterprise and the successful conquest of the market.

Currently, most of the enterprises are customer-oriented, therefore, customer care is one of the most important in the declared culture of enterprises, however, in LLC PF "TTS-5" this value is only in ninth place, therefore, in the declared culture, customer care is not plays as important a role as the previously listed values.

The ten important values ​​of the declared culture included the sociability of employees. This is quite understandable, since the ability to negotiate, communicate with customers, represent the interests of the company in business circles plays an important role, which is why communication skills in the declared culture are quite important.

In addition to those listed, other norms and values ​​in the declared organizational culture can be distinguished. These include: decency, reliability, perseverance, organization, attentiveness, a healthy lifestyle, friendliness, justice, honesty, thrift, politeness, pride in the organization, independence, dignity.

2.3 Analysis of real organizational culture

An analysis of the real organizational culture was carried out on the basis of a survey, the questionnaire of which is presented in Appendix 1. All employees of the salon (16 people), with the exception of managers, participated in the survey.

This organization has existed for just over 3 years, so part of the employees (44%) of the enterprise have been working in this organization for more than one year, but less than 2 years, only 25% of employees have been working from the very foundation, 31% of employees have been working in the organization for less than a year.

The study revealed that only 37% of the company's employees know the company's goals, while 63% of employees are not familiar with the company's goals. Approximately the same situation is noted in relation to the mission, since only 44% of the employees know the mission verbatim, while 56% of the employees could not name the mission.

Visually, the level of awareness of employees about the goals and mission of the enterprise can be seen in Figure 2.2.1.

Rice. 2.2.1. The level of awareness of employees about the mission and goals of the enterprise

The organizational culture of the company depends on what real qualities in employees are supported in the management process. The study showed that the most valuable qualities are professionalism (16 people), efficiency (12 people), communication skills (10 people), and discipline (9 people). Differences in the declared and real organizational cultures are clearly visible in Figure 2.2.1.

Note: Prof. - professionalism, ZK - customer care, Dis. - discipline, Rev. Responsibility, LF - loyalty to the company, - Slave - efficiency, Honor - honesty, SU - striving for success, Comm. - sociability, Dobr - benevolence, ISP. - diligence, ZD - health of employees.

It can be seen from the data in the figure that the main declared and real value in TTS-5 LLC is the professionalism of employees. In the declared organizational culture, customer care is important, however, in a real organizational culture, customer care is much lower. In the declared organizational culture, discipline and responsibility are important, while in a real organizational culture, discipline is only in 5th place, and responsibility is in 7th place. In general, the declared and real organizational culture are close in relation to such values ​​as professionalism, loyalty to the company, honesty, goodwill. And in other values ​​they differ significantly.

The results of the survey suggest that TTS-5 LLC condemns such qualities as unprofessionalism, laziness, inefficient work and irresponsibility.

In LLC "TTS-5" there is a certain form of clothing: the classic style of clothing. The company logo is the Hyundai logo.

Communication with the immediate supervisor and with colleagues is free, but formal. Most of the employees (68%) are not particularly proud to work in this organization.

Employees of the company have the opportunity to improve their skills, as each employee of the company takes courses that teach the basics of effective sales. Opportunities for promotion in this organization are small, as only 25% of employees noted that the company has created conditions for promotion, while 75% believe that there are no such conditions here.

44% of employees are satisfied with wages and other rewards, while 56% of employees are not satisfied. Consequently, LLC "TTS-5" does not have an effective system for stimulating employees.

To motivate the staff, TTS-5 LLC uses such types of incentives as wages and bonuses based on the results of individual sales. There are no other incentives here. However, there are such forms of penalties as bonus deduction, deduction from salary, announcement of penalty, reprimand, severe reprimand and remark.

TTS-5 LLC uses trainings aimed at teaching the staff the art of sales, however, trainings aimed at forming an organizational culture are not conducted. Corporate parties and celebrations of anniversaries are rarely used; joint vacations outside the city are not practiced.

According to the employees, the team of TTS-5 LLC is quite conflicting, since 56% of the workers noted that conflicts often arise in the team. There is a high level of competition in TTS-5 LLC, therefore, in most cases, employees cope with problems on their own, without resorting to the help of colleagues, which indicates a low level of mutual assistance and cooperation in the company's team.

Communication with clients in TTS-5 LLC is formal (50%), but respectful (44%). It should be noted that only 19% of employees communicate with customers honestly, and 31% are friendly. Consequently, the employees of the company, when communicating with customers, are not honest and friendly enough, it is important for them to sell the goods in any way, since their wages depend on the volume of sales. For this reason, 62% of employees can hide from the client about the shortcomings of the product in order to sell it, and only 38% of employees cannot afford this.

There is no ethical code in this organization at the moment, therefore, employees do not know the norms and values ​​that the company's managers would like to implement, which is a significant drawback of the organizational culture.

With discipline in LLC "TTS-5" it is quite good, since only 12% of employees can afford to be late for work, while 88% cannot afford this. In relation to colleagues, only 25% of employees can be rude, while 75% of employees do not allow themselves such an attitude towards colleagues. 50% of employees are satisfied with their work in this organization, while the other half is not satisfied with their work in this organization.

Analysis of the real organizational culture of TTS-5 LLC allows us to draw the following conclusions:

Employees of TTS-5 LLC are not sufficiently informed about the mission and goals of the company. In employees, such qualities as professionalism, efficiency, sociability and discipline are more welcomed, and such qualities as inefficient work, lack of professionalism, irresponsibility and laziness are condemned.

Communication with management and colleagues is built freely, but officially, with clients - respectfully and officially.

Employees of the firm have the opportunity to improve their skills, but the opportunities for promotion are weak. Wages suit less than half of the workers. For encouragement, only bonuses and announcements of gratitude are used, and for collection deductions, deductions from wages, reprimands, including strict ones, remarks and announcements of penalties.

The company's team is quite conflicting due to strong competition between sellers, so mutual assistance and cooperation are rare, while sometimes rudeness to colleagues can be observed. Some workers can afford to be late for work, but the majority of workers never allow themselves this. Only half of the employees are satisfied with their work.

Conclusions and offers

The analysis of organizational culture was carried out on the example of LLC PF "TTS-5". The main documents regulating the behavior of personnel include the Charter of LLC PF "TTS-5"; Mission of LLC PF "TTS-5"; Internal labor regulations of LLC PF "TTS-5"; Employment contracts with personnel; Regulations on the assignment of a job coefficient.

Professionalism is one of the main values ​​in the declared culture of LLC PF "TTS-5". Therefore, the management of the enterprise, first of all, requires its employees to perform their duties professionally. An important place in the declared culture of the enterprise is occupied by mutual assistance and cooperation. Management seeks that employees cooperate and help each other in the process of work in order to achieve the goals of the organization.

Discipline and responsibility are also important values, that is, it is important for management that order reigns in the organization, employees come to work on time, everyone is responsible for their deeds and actions; diligence, therefore, the management of the enterprise first of all needs the diligence of employees, and then the initiative; diligence, which means that the management of the enterprise wants to see diligence in its employees in relation to their duties; striving for success, which indicates the importance of this value for the organization; neatness and appearance, therefore, it is important for management that employees take care of their appearance and the neatness of their workplace.

Currently, most of the enterprises are customer-oriented, therefore, customer care is one of the most important in the declared culture of enterprises, however, in LLC PF "TTS-5" this value is only in ninth place, therefore, in the declared culture, customer care is not plays as important a role as the previously listed values. The ten important values ​​of the declared culture included the sociability of employees. This is quite understandable, since the ability to negotiate, communicate with customers, represent the interests of the company in business circles plays an important role, which is why communication skills in the declared culture are quite important.

The analysis of the real organizational culture was carried out on the basis of a survey, which allows us to draw the following conclusions:

Employees of TTS-5 LLC are not sufficiently informed about the mission and goals of the company, since most of the employees find it difficult to name the mission of the company and the goals of the enterprise. In employees, such qualities as professionalism, efficiency, sociability and discipline are more welcomed, and such qualities as inefficient work, lack of professionalism, irresponsibility and laziness are condemned.

At TTS-5 LLC, employees must adhere to classical style clothes, deviation from this norm is not allowed. The company's logo is the Hyundai mark. The company does not have a code of ethics.

Communication with management and colleagues is built freely, but officially, with clients - respectfully and officially. Unfortunately, there is a lack of honesty of employees in relation to customers, as for the sake of selling goods.

Employees of the firm have the opportunity to improve their skills, but the opportunities for promotion are weak. Wages suit less than half of the workers. For encouragement, only bonuses and announcements of gratitude are used, and for collection deductions, deductions from wages, reprimands, including strict ones, remarks and announcements of penalties. In this organization, trainings are used to improve the professionalism of employees.

Some workers can afford to be late for work, but the majority of workers never allow themselves this. Only half of the employees are satisfied with their work, while the other half are forced to work in this organization due to circumstances.

List of used literature

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