Organizational culture as a factor in increasing organizational effectiveness. Organizational culture as a factor in increasing the efficiency of social management Oleg Igorevich Martirosyants

Moscow Aviation Institute

(State Technical University)

Coursework in the discipline

“Social Management”

"Organizational culture as a factor of effective social management"

Completed by a student:

Gavrilina E.A.

Head of coursework

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 played by organizational culture as a systemic factor of effective management.

One of the main challenges facing 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; in general principles of business conduct; in the traditions of the organization and the peculiarities of its life; in specific norms of interpersonal relations and personnel policies; in the official credo of the company and the informal beliefs of its employees; in the communication system and even in the “folklore” widespread in the organization. All these sociocultural factors, the effect of many of which are not very noticeable outwardly, are very significant for the effectiveness of organizations.

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

Taking into account in management activities inherent in the members of the organization and, on the other hand, purposeful influence on the processes of its formation and rooting in the minds of staff is considered as one of the most effective and necessary types management. The relevance of this is evidenced by the growing number of publications on practical issues implementation of corporate culture.

The problems of organizational culture research are promising, dynamically developing (from the point of view of theory and management practice), but extremely “variegated” and so far poorly integrated area of research. That is, the current state of the problem of organizational culture reflects a number of its characteristic features: the extreme diversity of types, types, forms of organizational culture; Very large quantities approaches to its study; and at the same time, the absence of any single, generalizing classification scheme that allows one to organize 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 organizational culture and its content, justifying the role in effective social management of the organization. This goal determines the formulation of the following tasks: determining the conceptual content of “organizational culture”, the interpretation of which was carried out by various scientists at different stages of 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 it to be effectively managed.

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 management disciplines, the concept of organizational culture does not have a universal definition. Only various 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 become generally accepted.

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

E. Jacus (1952): “Enterprise culture is a habitual, traditional way of thinking and acting that is shared to a greater or lesser extent by all employees of the enterprise and which must be internalized and at least partially accepted by newcomers so that new members of the team became “one of our 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 unite in an organization to achieve its goals goals."

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

M. Pakanovsky and N.O. Donnell-Trujillo (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. Sathe (1982): “Culture is a set important installations(often unformulated) shared by members of a particular society.”

E. Schein (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 for this complex to function for a long time, to prove its validity, and therefore it must be passed on to new members of the organization as the correct way of thinking and feeling regarding the problems mentioned.”

G. Morgan (1986): “Culture” in a metaphorical sense is one of the ways of carrying out organizational activities through the use of language, folklore, traditions and other means of transmitting core values, beliefs, ideology that guide the activities of the enterprise in the right direction.”

K. Scholz (1987): “Corporate culture is the tacit, invisible and informal consciousness of the organization that governs 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 attitudes, formed patterns of accepted norms of behavior.”

P. Dobson, A. Williams, M. Walters (1993): “Culture is the shared and relatively stable 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-world problems that have developed over the life of an organization and tend to manifest themselves in various material forms and in the behavior of organizational 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, norms of behavior, attitudes and values, which are the unwritten rules that determine how people in a given organization should work and behave. (Schein, 1996)

Cameron-Quinn: The social glue that holds an organization together is “the way we do things around here.” (Cameron, Quinn, 1999, Cameron, 2004) The last informal definition belongs to modern American researchers, whose work has deservedly become widely known (there is a Russian translation of their 1999 book, “Diagnostics and Change in Organizational Culture”, Peter, 2001).

Using what is common to many definitions, we can understand organizational culture as follows.

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

1.2 The importance of organizational culture

Social management and organizational culture are interconnected and interdependent. At the same time, management not only corresponds to the culture of the organization and is highly dependent on it, but also influences the formation of culture for the 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 series of management sciences. It 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 goal of organizational culture as a phenomenon is to help people perform their duties in organizations more productively and receive greater satisfaction from it. And this in turn will lead to improved performance economic efficiency activities of the organization as a whole. After all, a united team, driven by a single goal, working like a well-oiled clockwork mechanism, will bring much more benefit than a “community of rows of confusion and vacillation,” for example. And the effectiveness of an organization’s business is the most important indicator; without a doubt, the influence of organizational culture on it is enormous.

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

Many Western and Russian entrepreneurs have come to the conclusion that the prosperity of a company depends on the level of cohesion of the team, its interest in common 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 is capable of creating that “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 from scientists and researchers, but also from business founders and company managers, which should be considered one of the positive moments of our time. But still, the number of managers 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%, in Eastern ones - 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.

Forward-thinking leaders view organizational culture as a powerful factor and tool that allows them 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 business structures is to create 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, shapes its image, determines the nature of relationships with suppliers, clients and partners. Culture helps to concentrate 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 organizational life that seem mysterious and confusing to us.

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

Employee motivation;

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

The morality of each employee, his business reputation;

Productivity and efficiency of work;

Quality of employee work;

The nature of personal and industrial relations in the organization;

Employees' attitudes towards work;

Creative potential of employees.

But desire alone is not enough. Culture needs to be taken as seriously as other aspects of a company's activities. At the same time, it is necessary to be able to competently 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 who are trying to somehow change the culture of behavior of their subordinates are often faced with 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 various groups within the organization. Therefore, it is necessary to skillfully and competently approach the process of culture formation.

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

Organizational culture as a management tool, that is, something with the help of which managers have the opportunity to create 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 into 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), one can improve the efficiency of an organization.

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

Organizational culture, a highly complex dimension of an organization, has the greatest impact on organizational effectiveness, so the means to achieve maximum effectiveness is to understand and manage organizational culture on the part of managers. The manager’s tasks are to find leverage: factors, motives and arguments that can convince people of the need for changes, and then develop methods for adapting employees to changes, expressed in training, improving their qualifications, 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, and the code of conduct. The tasks of the company's management team are to form, analyze, manage and maintain the most conducive to the effectiveness of the corporate culture.

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

2.1 Values

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

Values ensure the preservation of the integrity of the social system (organization), due to the fact that 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 values-goals, reflecting the strategic goals of the organization’s existence, and values-means, i.e. those valuable qualities of personnel for a given organization (for example, discipline, honesty, initiative) and characteristics of the internal environment (for example , team spirit), which allow you to achieve the value-goal.

Values and goals are expressed in the mission of the organization and are the most important element of organizational culture. They are usually formed on initial stage the formation of an organization under the direct influence of the leader (directly by the leader, taking into account his abilities, level of competence, leadership style and even his character). The mission as a value-goal gives 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 its philosophy is, which in turn contributes to the formation or consolidation of a certain image of the organization. Values and goals contribute to the formation of unity within the organization and the creation of a corporate spirit. Values and goals brought to the consciousness of employees guide them in their certain situation, create the opportunity for more effective management organization, since they ensure consistency of the set of goals and enrich the employee’s activities.

Values-means (values that make it possible to achieve the goals of the organization, for example, the qualities of personnel, the principles of the organization’s work) can be either purposefully introduced into the organization or formed (formed) spontaneously - based on the experience of the workforce or by chance, by coincidence. The content of values-means, as well as their acceptance and non-acceptance by members of the organization can significantly influence the achievement of the organization’s goals. That is, goal values must be consistent with means values.

At some enterprises, values and goals that are important for the entire organization, which are usually reflected in the mission, are completely absent; at others, they are known only to top management. These enterprises either achieve narrow goals of enriching management, or managers do not understand what a powerful unifying force they are neglecting by not informing staff about the strategic direction of the activity.

Considering the culture of modern Russian enterprises, it can be noted that until recently they did not have a common guiding idea reflecting strategic goals - missions. Ideas may be in the air and not 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 an enterprise if it is developed and introduced into the consciousness of employees in combination with other elements.

Means-values are also gradually being formed among the personnel of Russian enterprises; for example, previously it was not considered a bad act to take something away from the enterprise, but now this has become strictly monitored and punished, up to and including dismissal. Of course, you cannot immediately change the minds of employees, but the main thing is to take steps in this direction. It is necessary to encourage discipline, honesty, a responsible attitude to the performance of one’s work, composure and punish the manifestation of negative aspects of character, 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 nervous the situation disrupts the normal work rhythm).

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

When they talk 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 more committed the employees of the organization are to them, the more positive influence culture will have an impact on the production and economic activities of the enterprise.

Positive values expressed by the following statements:

The work can be done perfectly;

In dispute, truth is born;

The interests of the consumer come first;

The success of the company is my success;

An attitude of mutual assistance and maintaining good relationships with colleagues;

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

Negative values expressed by the following statements:

You can’t trust your bosses, you can only trust your friends;

You are the boss - I am a fool, I am the boss - you are a fool;

Keep your head down;

Working well is not the most important thing in life;

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

You can't redo all the work.

Values can also be divided into individual and organizational, however, they overlap in many ways, but there are also those that relate exclusively to either one group or the other. For example, such as “well-being”, “safety”, “initiative”, “quality”, “independence” can relate to both groups, and such as “family”, “predictability”, “work”, “authority” refer to individual , and “interchangeability”, “flexibility”, “change” are associated with the organization. Everyone puts their own meaning into the name of a value. Below is an interpretation of some values.

Safety - can be expressed in the desire to preserve trade secrets, and in concern 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 meeting the needs of a person, his family, and the community within which he lives.

Power - 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 under his control. of people.

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

Harmony is an orientation toward the correspondence of various aspects and aspects of an organization’s life, regardless of whether these phenomena are effective or not, the main thing is not to disturb the balance and harmony of relationships.

Flexibility - a focus on flexibility encourages employees to interact effectively, jointly search for an optimal solution to a problem, ways of achieving goals acceptable to representatives of various services, and 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, clear organization of the labor process, and coordination of the activities of various departments.

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

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

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

Career – this value promotes the desire to improve qualifications and show initiative; searching for opportunities to distinguish oneself, to stand out; if combined with moral guidelines, it contributes to the development of the organization.

The team as a value characterizes the employee’s commitment to this team, the willingness to sacrifice a lot for the prosperity of the team and membership in it. The employee feels protected and self-confident, participating in the activities of the team, he is afraid of being outside of it. Collective orientation indicates that a person identifies himself with a given, usually close-knit, group.

However, not all organizational values that are recognized and even accepted by an employee as such actually become his personal values. Awareness of a particular value and a positive attitude towards it is clearly not enough. Moreover, it is not even always necessary. A truly necessary condition for this transformation is the practical inclusion of the employee in the organization’s activities aimed at realizing this value.

Only by daily acting in accordance with organizational values, observing established norms and rules of conduct, can an employee become a representative of the company who meets intragroup social expectations and requirements.

All the values of an organization represent a hierarchical system, that is, they are not just a set of values corresponding to each other, but among them one can distinguish basic and accompanying values. The content of organizational culture is determined by those values that form the basis of organizational culture. A certain set of interconnected values is characteristic of the cultures of a particular organization and corresponds to the leadership style, organizational structure, strategy, and 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, came to the conclusion that successful companies are distinguished by a strong orientation to values.

Norms of organizational culture are 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. Norms determine the attitude towards phenomena important to the organization and the attitude towards work in general. Understanding the norms of organizational culture is shaped by shared attitudes, values and expectations. The more a person values 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 declared or regulated by the organization at all, but somehow become known to all its members. They can be communicated orally or, less commonly, in writing.

Group members' perceptions of organizational culture norms are often unequal. This can lead to inconsistencies in interaction and communication. The standards may be different (most often they are) for all employees or only for certain individuals. They are designed to tell members of the organization what 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 oppose them.

Norms of organizational culture. can 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 those standards that reward employees' diligence, dedication to the organization, concern for product quality, or concern for customer satisfaction. Negative organizational culture norms 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 gifts, conflicts based on personal interests, disclosure of company secrets, theft, absenteeism, low level labor productivity, etc.

Standards of behavior are the requirements that society makes of its members, and with the help of which society regulates, directs, controls and evaluates their behavior. By accepting and implementing in his behavior a certain system of norms and values associated with them, a person finds himself included in a group of people who share, accept and implement this system of values. For example, it is not accepted in the organization to directly express their complaints and thoughts; employees are afraid of punishment (possibly implicit, indirect). As a result of this 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, the greatest interest is in the norms recognized by the members of the organization, which to some extent are amenable to their influence. These rules describe the situation or circumstances in which certain rules are followed. They involve expectations about what people think, feel, or do in a given situation. Most norms regulating organizational behavior are implemented through sanctions applied by management or other members of the organization, and/or through the internalization (internal assimilation, acceptance) of rules.

Functions of norms: norms regulate a person’s own behavior and the behavior of others, eliminating the need to solve a typical problem every time and, allowing one to predict the behavior of another, facilitate the coordination of joint actions. Compliance with the norms allows you to avoid making typical mistakes for a given situation. And finally, they contain prescriptive and, accordingly, motivating elements.

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

2.3 Worldview

Worldview - ideas about the surrounding world, the nature of man and society, guiding the behavior of members of the organization and determining the nature of their relationships with other employees, clients, competitors, etc. Worldview is closely related to the characteristics of an individual’s socialization, his ethnic culture and religious beliefs. Significant differences in the worldviews of workers seriously complicate their cooperation. In this case, there is scope 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 people’s worldviews, 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 when organizing joint ventures where employees are carriers of worldviews that have significant differences. In this case, there is objective ground for significant contradictions and conflicts among the organization’s employees, and significant additional efforts are required 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 people’s worldview. 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 have no choice but to rely on ethnic prejudices.

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

2.4 Behavior style

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 disseminate cultural forms that carry certain ideas and beliefs among the organization’s employees. Through cultural forms, leadership can implement a mechanism for cultivating new and/or maintaining (preserving) old ideological patterns. The emotional information-historical background exists in certain objectively existing forms of organizational culture. Cultural forms are divided into four main categories: symbols, language, narrative, and customs.

Symbol - serves as a conventional sign of some concept, phenomenon, idea, the simplest and at the same time the most common category of cultural forms. The meaning of a symbol is distinguished by its inexhaustible polysemy, which makes it possible to give new meaning to existing symbols depending on the values being formed. Symbols vary in the degree of their significance and in the role they play in expressing ideological patterns. There are so-called key symbols that express the content of organizational culture “in 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 a company wants to be associated in the eyes of others. Symbols include attributes such as the company name, the architecture and size of the head office building, its location and interior, the presence of special parking spaces for employees, cars and planes 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 with each other (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 mastery of which is a necessary condition for the socialization and successful functioning of individuals. An organization develops many linguistic forms that reflect the characteristics of its inherent ideologies and contribute to the formation of a certain cultural pattern (image) of this organization: metaphors, proverbs and songs or hymns. In the process of interpersonal communication, members of the organization also use such linguistic forms as jargon, slang and gestures that express meanings characteristic of their culture. Widespread in modern organizations receive gossip and rumors.

Each company has its own specific, unique language of communication. And like in any country National language As the language of an organization is best understood by indigenous people, the language of an organization is best understood by its employees. The use of “branded” professional expressions in a conversation indicates that the speaker belongs to a specific company. The language of the organization is formed on the basis of a certain jargon, slang, gestures, signals, signs, and makes extensive use of metaphors, jokes, and humor. All this allows employees of the organization to clearly convey specific information to their work colleagues. One phrase can reflect the company's ideology, based on its values.

Rituals are thoughtful, planned theatrical actions that unite various shapes manifestations of culture in one event. Rituals and ceremonies are intended for spectators.

Ceremonies are systems that combine several rituals associated with a specific event. Just as myths and symbols, rituals and ceremonies play important role in the formation of organizational culture. Rituals characteristic of any organization include a ritual of confirmation in a position, a ritual of demotion or dismissal, a ritual of conflict resolution, a 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 receives much attention from specialists. Most organizations that have achieved success in their business have a uniform or special signs of belonging to it.

2.5 Socio-psychological climate

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

In its meaning, the socio-psychological climate is close to the concept of team cohesion, which is understood as the degree of emotional acceptability and satisfaction with the relationships between group members. The cohesion of the team is formed on the basis of the similarity of ideas of workers on significant issues of the life of their team.

The most important problem in studying the socio-psychological climate is identifying the factors that shape it. The most important factors determining the level of psychological climate of the production team are the personality of the manager and the system of selection and placement of administrative personnel. He is influenced by personal qualities leader, leadership style and methods, 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 encouragement and punishment of team members, their promotion, and the organization of workers’ work depend on it. Much depends on his leadership style.

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

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

The values and relationships in the team generally correspond to the values and objectives of society, that is, they are socially approved and at the same time consistent with the values and objectives of the organization;

Members of the team have a sufficiently developed need to work for the benefit of society as a sphere of personal self-actualization;

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

IN interpersonal relationships mutual trust and respect for each other prevails;

Group activities are 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:

Predominance of greed (take more from society, give less);

Disrespect for comrades;

Suppression of creativity, initiative;

Indifference and callousness in communication;

Squabbles, gossip, poking;

Failure to activate group potential;

Decline in performance;

Mutual concealment, “mutual responsibility”.

Studying 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 become a decisive factor in organizational change. Thanks to organizational culture, it is possible to reduce the degree of collective uncertainty, simplify the system of interpretation common to all employees, create social order, clarify the expectations of team members, ensure integrity through core values and norms perceived by everyone, create a sense of involvement of everyone in the organization, create loyalty to the common business, a vision of the future, thereby giving a boost of energy to move forward.

Conclusion: having considered the content of organizational culture, we can say that together these components make it possible to increase 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 tries not only to introduce values such as self-criticism, modesty, and constant work on oneself at the corporate level, but also to convey them to consumers. A key figure in the company's corporate history 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 an 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 development context of each individual company. In this case, we will consider how the organizational culture of the IKEA company was formed and on what it was based, which later became an example of effective management of people around the world.

The management of the global company is of the opinion that maintaining and developing a strong IKEA organizational culture is one of the key factors ensuring the success of the IKEA concept in the present and future. That's why everyone new employee When joining the company, during the first few days he is “immersed” in the IKEA culture. Along with his rights and responsibilities and 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, by sorting waste or saving electricity and water during operation.

IKEA culture 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 defining the company's mission: value orientations, internal morals and philosophy, defining the main core 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 purpose, 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 that they work to improve the standard of living of society. That's why they love working for IKEA. They believe that through their work they are helping to improve the world. Their business philosophy is based on the process of democratization, the main slogan of which is: “To make a difference in the daily lives of many people.”

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

Therefore, IKEA's culture is based on the values of 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 IKEA management principles:

Motivate employees and give them the opportunity to move forward;

Satisfaction with completed work is the best sleeping pill;

Most of the plans have yet to be fulfilled - this is a wonderful future!

Positive people always win;

Winning does not mean someone's defeat;

Bureaucracy prevents quick and clear resolution of problems;

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 is more effective than a good example.

The Swedish company IKEA tries to hire only those whose interests and values coincide with the company’s values. 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 be ready to work in it for a long time. However, judging by the speed with which IKEA stores are opening in Russia, such people still exist. And the application of this principle allows you to create a calm, friendly atmosphere in a team that values people and team spirit above all else without any particular difficulties. For someone in a leadership position,

It is vital to motivate and develop your employees. collective spirit: a good thing, but it requires a responsible attitude to their responsibilities on the part of all participants. Like a captain, you make a decision after consulting with your crew first. After that there is no time for discussion. Take an example from the football team!

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

As a rule, at this stage, the management’s attitude towards the atmosphere in the team is formed, for example, it is decided how colleagues will address each other - as “you” or “you”, and 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, the founder of IKEA, Ingvar Kamprad, always buys the cheapest plane tickets and demands 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 employee fear of punishment: everyone communicates with each other on equal terms, 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 and help understand any situation. Each new employee is treated with 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. “Modesty and willpower form the basis of our worldview, and simplicity helps us achieve our plans. In this concept we include naturalness, efficiency and common sense. And finally, leading by example is the rule for any leader at IKEA.”

IKEA veterans pass on their culture to the new generation, teaching them to use the first name, not to wear ties, to wear simple clothes, and to be thrifty. Democratic design became a doctrine of modesty for both buyers and producers. The true spirit of IKEA is still built on enthusiasm, on the constant desire for innovation, on consciousness of expenses, on the desire to take responsibility and help others, on modesty in achieving goals and on simplicity their way of life.

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

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

“Encourage your staff. Fewer bosses, more independence, a warm family atmosphere - employees like it. In such conditions, they will readily accept the philosophy and style of the company.” - IKEA founder Ingvar Kamprad gives recommendations for effective social management.

However, there is fierce competition among employees. Everyone should try to become the best, while improving the performance of the entire company. On the wall of one of IKEA's main offices in Helsingborg hangs a giant poster that shows weekly sales rates and volumes, the best market indicators by country. The company promotes the principle of self-improvement and being demanding of oneself. Despite its commitment to tradition, the company promotes and encourages innovative approaches.

At the final stage of the formation of an effective organizational culture, the formation of traditions of the organization and its symbols takes place, reflecting all of the above. Traditions adopted by the company often become the reason for corporate celebrations and parties. Thus, at the corporate level, IKEA celebrates the New Year and Solar Solstice Day, which is widely celebrated in Sweden, the homeland of the company’s founder. Company symbols often imply the introduction of a dress code for employees. However, the dress code for central office employees is at the discretion of managers. For example, in the Russian office of IKEA, casual clothing is the most popular style 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 say 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 a high idea, encapsulated in the slogan “A better life for many.” Ingvar Kamprad wanted people all over the world to be able to buy beautiful furniture and home decor, and this desire turned into a mission. For more than 60 years, IKEA has helped transform the daily lives of many people around the world by offering functional products for the home and office at prices most people can afford in more than 260 stores worldwide. The success of IKEA is determined by the productive interaction of all company employees and a strong organizational culture.

Depending on the goals of the company, the external environment in which it operates, and the personal culture of employees, the optimal, of course, can be considered different cultures. 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 an effective management system. Since organizational culture plays one of the first roles in increasing the effectiveness and significance of social management.

Conclusion: this chapter examines one of the striking 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 an 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 effective and strong organizational culture, which is one of the main factors of its successful activities throughout the world.

A 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 a given company, and do not choose a certain attitude towards their work, towards their company, colleagues and clients. It is together that these skills, abilities, attitudes, norms of behavior, rules of the organization create the corporate culture of the company. The leading factors that determine the organizational culture of a particular company include the values indicated by top management. This refers to the attitude towards clients, government organizations, the desire for world standards and 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 highly complex dimension of an organization, has the greatest impact on organizational effectiveness, so the means to achieve maximum effectiveness is to understand and manage organizational culture on the part of managers.

Having studied the topic of the course work, the following conclusions can be drawn:

despite the wide range of areas of research problems

organizational culture and its influence on the efficiency of an 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 an organization, which allows for successful management. The personal beliefs, values and style of behavior of the leader of an organization largely determines the culture of the organization. The formation of its content and individual parameters is influenced by factors of the external and internal environment.

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

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

· organizational culture is a very controversial concept, being the strongest catalyst, in cases of failure, it is the biggest inhibitor in 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 performance of their duties and, most importantly, that not all of the considered components of organizational culture can be used by the management of various organizations. The possibility of their use depends on the degree of development of the organization’s culture, 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 of effective social management, therefore it is necessary to competently approach the process of creating and shaping 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 performance effectiveness

Introduction

The efficiency of an enterprise is largely determined by such basic factors as production capacity, technology, personnel, their qualifications, and development potential. Along with them, the most significant is the organizational culture of the enterprise, which acts as a conditional system consisting of a set of rules and standards that determine the interaction and consistency of team members, management, structural divisions and key factors in the development of the enterprise.

Organizational culture is beliefs, norms of behavior, attitudes and values, which are those unwritten rules that determine how people in a given organization should work and behave.

It is clear that if an organization's culture is aligned with its overall purpose, it can be an important factor in organizational effectiveness. Therefore, modern organizations view culture as a powerful strategic tool that allows them to orient all departments and individuals towards common goals, mobilize employee initiative and ensure productive interaction.

Currently, there is increasing interest in studying the relationship between organizational culture and performance. A significant number of publications are devoted to the strategic aspects of the development of an organization; in them, culture is considered as a competitive advantage of the company.

At the same time, there is a shortage of works reflecting a multidimensional analysis of the mutual influence of organizational culture and the efficiency of enterprises in modern Russia.

In recent years, management services have not only changed their attitude towards the culture of the organization, but have also taken an active position in using it as a factor in increasing competitiveness, adaptability, production and management efficiency.

The reason why organizational culture has been ignored as an important factor in influencing organizational performance is because the very definition of culture operates in terms of the professed values, fundamental assumptions, expectations, collective memory and conceptual formulations inherent in the organization. This understanding of culture gives a certain idea of “how everyone gets around there” and reflects people’s attraction to the ideology stuck in their heads.

The influence of culture on organizational effectiveness is determined, first of all, by its compliance with the overall strategy of the organization. There are four main approaches to resolving the problem of incompatibility between strategy and culture in an organization:

¦ the culture that seriously impedes the effective implementation of the chosen strategy is ignored;

¦ the management system adapts to the existing culture in the organization; This approach is based on recognizing the existing barriers that culture creates to the execution of the desired strategy, and developing alternatives to “work around” these obstacles without making major changes to the strategy itself. Thus, during the transition from a mechanistic to an organic organizational scheme in many manufacturing enterprises, for a long time it is not possible to change the organizational culture in the assembly areas. In this case, this approach can help solve the problem;

- attempts are made to change the culture so that it is suitable for the chosen strategy. This is the most complex approach, time consuming and resource intensive.

However, there are situations when it may be central to the long-term success of the company;

¦ the strategy is changed in order to adapt it to the existing culture.

In general, we can distinguish two ways in which organizational culture influences the life of an organization. The first, as shown above, is that culture and behavior mutually influence each other. Second, culture influences not so much what people do as how they do it.

Exist different approaches to identifying a set of variables through which the influence of culture on the organization can be traced. Typically, these variables form the basis of surveys and questionnaires that are used to describe the culture of an organization.

The set of variables selected by management to analyze the organization can be directly related to the level of organizational interaction: organization - external environment; group -- group; individual - organization. Moreover, for each level (individual, group, organization), both the effectiveness of their functioning from the point of view of the interests of the organization and satisfaction can be measured. In addition, each of these groups of variables can be considered in a time aspect, i.e. be primarily short-term or long-term oriented. Each of the existing influence models uses its own criterion for creating a set of organizational variables.

Model V. Sathe

V. Sathe identified seven processes through which culture influences organizational activity:

1) cooperation between individuals and parts of the organization;

2) decision making;

3) control;

4) communications;

5) loyalty to the organization;

6) perception of the organizational environment;

7) justifying your behavior.

In this case, the first three processes correspond with the first, superficial level of organizational culture or patterns of organizational behavior, and the next four with the second, internal level, which has a “value” basis. The effectiveness of the organization depends on how these processes proceed.

Cooperation as a pattern of behavior in an organization cannot be established only with the help of formal management measures, since it is impossible to foresee all possible cases. How much people actually cooperate in an organization depends on the assumptions they share about it. In some organizations, group work is the highest value; in others, internal competition is the highest value. In other words, it all depends on which philosophy predominates: individualist or collectivist.

The influence of culture on decision making occurs through shared beliefs and values that form a stable set of basic assumptions and preferences among organizational members. Since organizational culture can help minimize disagreement, the decision-making process becomes more effective.

The essence of the control process is to stimulate actions towards achieving set goals. In the nature of management, there are three control mechanisms: market, administration, planning. Typically, organizations have all three mechanisms at once, but to varying degrees.

The market control mechanism relies mainly on prices. The underlying assumption is that changing prices and payments should stimulate the necessary changes in the organization.

The administrative control mechanism is based on formal authority. The process itself consists of changing rules and procedures through the issuance of directives.

The clan control mechanism is entirely based on shared beliefs and values. It is from them that the members of the organization proceed when carrying out their actions. It also assumes that employees are sufficiently committed to the organization and know how to operate within the culture. As the organization grows and develops, the clan mechanism is replaced by administrative and then market ones.

The influence of culture on communications

The influence of culture on communications occurs in two directions

The first is the absence of the need to communicate in matters for which there are shared assumptions. In this case, certain actions are performed as if without words. Second, shared assumptions provide direction and help in interpreting the messages received. So, if in a company an employee is not considered an appendage of a machine, then the news of upcoming automation or robotization will not cause a shock in him.

An individual feels committed to an organization when he identifies with it and experiences some emotional connection with it. A strong culture makes the individual's identification and feelings towards the organization strong. Employees can also step up their efforts to help the organization.

An individual's perception of organizational reality or what he sees is determined to a large extent by what his colleagues who share the same experience say about what they see. Culture influences this process by providing organizational members with a shared interpretation of their experiences. In organizations where timely customer service is highly valued, the perception of a lack of resources for work will not be interpreted as a need to change the developed disposition towards the customer. Otherwise, the client may be seriously harmed.

Culture helps people in an organization act meaningfully by providing justification for their behavior. In companies where risk is valued, a person takes it knowing that if he fails, he will not be punished and that lessons for the future will be learned from failure. Actions justified in this way reinforce existing behavior, especially when it fits into the situation. This process is a source of funds for changing the culture itself. Since people use culture to justify behavior, it is possible to change culture through changes in behavior. However, for this process to be successful, it is necessary to ensure that people cannot justify their new behavior as an “old” culture.

Model by T. Peters - R. Waterman

The authors of the famous bestseller "In Search of Successful Management" T. Peters and R. Waterman discovered a connection between culture and success in an organization. Taking successful American firms as a model and describing management practices, they "derived" a set of beliefs and values of the organizational culture that led these companies to success:

1) faith in actions;

2) communication with the consumer;

3) encouraging autonomy and entrepreneurship;

4) viewing people as the main source of productivity and efficiency;

5) knowledge of what you control;

6) don’t do what you don’t know;

7) simple structure and small management staff;

8) a simultaneous combination of flexibility and rigidity in the organization.

Faith in action.

According to this value, decisions are made even in conditions of lack of information. Postponing decisions is tantamount to not making them.

Communication with the consumer.

For successful companies, the consumer represents the focus in their work, since it is from him that the main information for the organization comes. Customer satisfaction is at the core of the organizational culture of such firms.

Autonomy and entrepreneurship.

Companies struggling with lack of innovation and bureaucracy are "dividing" into smaller manageable parts and giving them, as well as individuals, a degree of autonomy to exercise creativity and risk. This cultural norm is maintained through the organization's sharing of legends and stories about its own heroes.

Productivity varies from person to person.

This value recognizes people as the organization's most important asset. At the same time, the effectiveness of an organization is measured through the satisfaction of its members.

Know what you control.

This deeply ingrained cultural norm holds that successful companies are not run for closed doors managers' offices, but through visits by managers to the facilities they manage and through direct contacts with subordinates at their places of work.

Don't do what you don't know.

This provision is one of the important characteristics of the culture of successful companies. These firms do not recognize diversification away from their core business.

Simple structures and few managers.

Typical for successful companies is the presence of a small number of management levels and a relatively small staff of management employees, especially in the top echelon. The position of a manager in such companies is determined not by the number of his subordinates, but by his influence on the affairs of the organization and, most importantly, on its results. According to this cultural value, managers are more focused on the level of performance of their subordinates than on increasing their staff.

Simultaneous flexibility and rigidity in the organization.

The paradox of this attribute of the organizational culture of successful companies is resolved as follows. High organization is achieved due to the fact that all employees understand and believe in the company’s values.

This firmly connects them with the company and integrates them into it. Flexibility is achieved by minimizing “guidance” interventions and minimizing the number of regulatory rules and procedures. Innovation and risk taking are encouraged.

As a result, the rigid structure of shared cultural values makes possible a flexible structure of administrative control.

T. Parsons model

In more general view the connection between culture and organizational performance is presented in the model of the American sociologist T. Parsons. The model is developed based on the specification of certain functions that any social system, including an organization, must perform in order to survive and succeed.

The first letters of the English names of these functions in the abbreviation give the name of the model - AGIL: adaptation (adaptation); goal-seeking (achieving goals); integration (integration) and legiacy (legitimacy).

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

This model is based on the fact that the values of organizational culture are the most important means or tools for performing the functions of this model.

If an organization's shared beliefs and values help it adapt, achieve goals, unite, and prove its usefulness to people and other organizations, then it is clear that such a culture will influence the organization toward success.

Quinn-Rohrbach model

The ideas of T. Parsons were developed and concretized by R. Quinn and J. Rohrbach in their model “Competing Values and Organizational Effectiveness,” which explains the influence of certain groups of values on organizational effectiveness. In development of the AGIL model, it was proposed to consider this influence not in one, but in three dimensions. Therefore, the so-called “competing values” model was used.

This model includes the following three dimensions:

¦ integration - differentiation: refers to the design of work and the organization as a whole. This dimension indicates the degree to which an organization emphasizes either control (preferring stability, order, and predictability) or flexibility (preferring innovation, adaptation, and change);

¦ internal focus - external focus, this dimension reflects the predominance of interest in the organization either in the organization of its internal affairs (coordination and satisfaction of employees), or in strengthening the position of the organization as a whole in the external environment;

¦ means/instruments - results/indicators: measurement in the model demonstrates the difference in the concentration of attention, on the one hand, on processes and procedures (planning, goal setting, etc.), and on the other hand, on the final results and indicators of their measurements ( productivity, efficiency, etc.).

This general model describes the values of an organization's culture in relation to each individual approach to determining performance and contrasts the perspective of one approach with all others. The measurement of competing values in the Quinn-Rohrbach model is carried out using “scaled” questionnaires. Therefore the model can be used as effective tool organizational diagnostics. Unlike one-dimensional models, in this case it is impossible to obtain the “single correct answer” about the effectiveness of the organization. The model identifies deficiencies in all four of its parts to the extent that they are present in the organization's activities.

To summarize, in conclusion, we note that ultimately, culture is a tool that facilitates the management of an organization and all internal processes in it, aimed at increasing the efficiency and competitiveness of the organization.

More on the topic Organizational culture as a factor of effectiveness:

3.2.2. Factors for effective management of organizational processes
Corporate culture as a need and factor in crisis management

Today, there are a great many definitions of the term “organizational culture”; each author tries to reflect in his interpretation all the elements, functions and manifestations of culture - this indicates the multifaceted nature of the “company culture” phenomenon. Makarkin N.P. The role of organizational culture in the effective management of a higher educational institution / N.P. Makarkin, O.B. Tomilin, A.V. Britov // University management: practice and analysis. - 2004. - No. 5. - P. 156.

In some cases, organizational culture is understood, for example, as “shared values and beliefs, assumptions, perceptions, norms and behaviors” Kulagin V.A. University management from the point of view of corporate governance principles / V.A. Kulagin, V.B. Korolev // University Management. - 2006. - No. 6. - P. 90-97., in others - “an ordered set of production, social and spiritual achievements of people, which can be obvious, i.e. recorded in the form of any documents, and implicit, i.e. reflected in the consciousness and supported by traditions, faith and agreements, which is usually accepted and shared by members of the team without evidence, often on an intuitive level”; Chanko A.D. Experience in diagnosing the organizational culture of Russian companies / A.D. Chanko // Russian Journal of Management. - 2005. - T. 3. - No. 4. - pp. 29-34. thirdly, organizational culture is a set of cultural elements developed in a specific organization, transforming under the influence of external and internal factors, assimilated by a person as a member of the organization and influencing him, acting as a means of uniting members of one organization and distinguishing the organization from the organizational culture of a certain professional group . Yablonskene N.L. Corporate culture of a modern university / N.L. Jablonskienė // University management: practice and analysis. - 2006. - No. 2. - P. 7-25. Organizational culture is also defined as “the acquired, learned and embodied quality of positive corporate behavior and communication of employees of an organization, based on collectively shared professional interests, values, norms and traditions under the control of management bodies. The content of the corporate culture includes social participation, partnership, comfortable working conditions, personnel policy for retaining employees, opportunities for their growth and unlocking their potential.” Komarovsky V.S. Management of public relations: textbook / Ed. ed. V. S. Komarovsky. - M.: RAGS, 2003. - 400 p.

In general, organizational culture is a complex consisting of tangible and intangible values, beliefs, ideas, rules of behavior in the company, philosophy, communication systems, which is shared by all members of the organization, which contributes to the achievement of the mission and implementation of the company's strategy. Bulchuk V.A. Definition and main functionality of organizational culture / V.A. Bulchuk // Economics and management of innovative technologies. - 2012. - No. 6. - P. 14.

Thus, after analyzing the opinions of various authors, organizational culture can be defined as a set of norms of behavior, symbols, rituals and myths accepted by members of the company and expressed in its stated values, which give employees guidelines for their behavior and actions. But, despite the fact that there has not yet been a single generally accepted definition of this category and a single interpretation of it, it is already obvious today that everything that is associated with organizational culture plays a huge and sometimes dominant role in the activities of any organization, determines the behavior of its team and each of its individuals, the interaction of the organization with the external environment, its stability, the effectiveness of the organization in solving its problems and achieving the goals it has set.

Of particular interest in this sense and in the light of this work is the study of organizational culture in relation to universities, which will be discussed in more detail in the next paragraph.

Organizational culture performs a number of functions that play an important role in the life of the organization:

1) Adaptive - culture allows the company to exist harmoniously in the environment and reflect negative impacts. If we talk about the adaptive function, then it is necessary to mention such a characteristic of culture as its strength. Strength is determined by several parameters:

Volumetricity - specification of cultural elements, their elaboration and communication to company members, that is, how each component of culture is defined, are there any shortcomings, and what exactly requires adjustment. For example, if the company does not have a slogan or motto, then it is necessary to involve all employees in this process, organize a joint brainstorming and get the required result.

Sharability is the number of employees committed to the formed culture of the company; naturally, the higher the level of sharedness, the stronger the culture, the easier it is for it to withstand negative influences that can destroy it. Shareability can be increased through the use of a number of measures, such as methods of socializing employees, organizing the adaptation of new team members, developing rational reward systems, etc.

Flexibility is the ability of culture to quickly and adequately respond to changing priorities, goals and objectives of the company. Innovations are constantly emerging, new areas of activity are being developed, and goals are being achieved. The renewal process cannot be stopped, so the successful adaptation of employees to it largely depends on the level of flexibility of the company's culture.

2) Value-forming - culture systematizes and organizes all the values that employees share; allows you to build their hierarchy and avoid conflicts of values. When employees know what value ideals their company strives to develop, it is easier for them to perform their work effectively, focusing on this system.

3) Communicative - one way or another, company employees form informal groups and communicate in formal structures. The culture of the organization simplifies this process through the use of language specific to this organization through the use of internal corporate communication systems (intranet, forums, website). An important role is also played by the organization of joint recreation for employees: when participating in various sporting events, trips to nature, etc. workers have common topics for discussion and common interests.

4) External communications - due to correct and positive positioning in society, the company benefits a lot. A positive image of the company is created for clients and investors, and an attractive HR brand is formed for potential employees. Working with the public and the media bears fruit - the company can always talk about its promotions, activities and events and receive feedback from society.

5) Normative and regulatory - it is natural that the company’s culture dictates the norms of behavior and rules of communication and interaction of employees, therefore it helps maintain discipline, reminds of established requirements and makes adjustments to the activities of personnel.

The above functions are a small part of the functionality performed by culture, but they give a clear idea of the importance of such a phenomenon as “organizational culture” and determine the main directions of its activities.

Organizational culture is formed from the following elements: mission of the organization; team spirit; management and leadership style; business communication etiquette; motivation and stimulation of employees; form style. Kapitonov E.A. Corporate culture and PR: educational and practical work. allowance / E.A. Kapitonov, A.E. Kapitonov. - M.: ICC "MartT", 2003. - 416 p. P. 309. Graphically, the elements of the organization’s culture are presented in Appendix 1.

There are also several typologies of organizational cultures, the main ones are presented in Fig. 1.

Figure 1 - Typologies of organizational cultures

Some types of organizational cultures are shown in Appendix 2. The typologies given are not canonical for each organization, but still the influence of one or more organizational cultures can be traced in each.

The most well-known typology of organizational cultures is K. Cameron and R. Quinn, who distinguish four types of organizational cultures: clan, adhocracy, hierarchical and market (Table 1).

Table 1

Typology of corporate cultures according to K. Cameron and R. Quinn

	Description of QC
1. Clan (family) culture	This QC is characteristic of organizations that focus on caring for people and internal respect for the individuality and uniqueness of everyone. The main value of such a culture is the team. Most often these are companies operating in the client market: retail trade, services. In the cultural sphere, these include small municipal (rural) folk art houses, museums, and libraries. These organizations resemble a large family, connecting all employees with devotion, friendship and tradition. Relationships within the team are based on feelings; there are no official rules, as well as a clear division of responsibilities and functionality between employees. The manager is confident that his subordinates must understand him perfectly, and the subordinates, in turn, without receiving clear instructions, try to determine for themselves what is expected of them. This position often leads to serious mistakes and reduced efficiency of all activities. If this culture is overdeveloped, there is a high probability of the organization turning into an “irresponsible country club.”
2. Adhocracy culture	This QC in an organization is manifested through attention to external positions in the market, to consumers, combined with high flexibility in solving problems. Employees are driven by innovation and a willingness to take risks. Personal initiative and freedom are encouraged. This type of culture is typical for high-tech manufacturing organizations that always need to keep their “finger on the pulse.” This includes film studios, various creative laboratories for the development and implementation of large-scale projects in the field of culture
3. Market culture	Organizations with market QC tend to focus on external positions (expanding market share, increasing the customer base) combined with stability and control (maintaining a certain level of profitability). Such companies are focused, first of all, on results and the desire to win. Competition is encouraged among employees. It is advisable to use this culture at the stage of rapid development of the organization, during the period of active market capture. Most of all, it is suitable for newly opened art galleries, exhibition centers, private museums (with a commercial bias)
4. Hierarchical (bureaucratic) culture	This is a culture of organizations that focus on internal support for employees and the regulated ordering of all processes. They tend to have a high level of control. The goal of such companies is to maintain stability and formalized relationships in the team. This type most often includes government agencies and enterprises, which are primarily focused on compliance with all rules and internal comfort, rather than on consumers. These include some large cultural institutions of federal or regional significance

Cameron and Quinn in their book “Diagnosis and Change of Organizational Culture” provide a tool for assessing the current and desired state of organizational culture (questionnaire). At the same time, the authors evaluate organizational cultures according to the following parameters:

The most important characteristics: principles of intra-organizational relationships and orientation of people;

General leadership style in the organization;

Management of hired workers;

The connecting essence of the organization;

Strategic goals;

Success criteria.

By applying this methodology, you can determine the type of culture that dominates your organization and take steps to strengthen those aspects of your organization that contribute to cultural transformation.

So, at present, organizational culture is becoming an integral attribute of a modern organization, acquiring a functional orientation, which predetermines the coincidence of the values of its employee and the qualitative improvement of their joint life activities. In addition, it provides: Ibid. - P. 311.

1. Formation of moral and ethical values and guidelines for the life of the organization, encouraging the potential of intellectual and spiritual energy of human resources for the effective implementation of its mission.

2. Strengthening connections ( social partnership) workers with the management of the organization, a sense of community (solidarity) of all levels of workers around values, norms, traditions and increasing their responsibility for the quality of activities.

3. Organization of work and management of human resources in such a way that the organization’s activities ensure high mobility, enrichment, and social protection of those who work in it.

4. Creation of a corporate identity aimed at developing a culture of quality, prosperity of the organization, stimulating employee satisfaction and increasing social contribution to society.

From the above it is clear how important organizational (corporate) culture is for the functioning of an organization. It affects the performance of employees, determines the attitude of staff to work, to clients, colleagues, superiors, the quality of decisions made, communications with the internal and external environment and other things that directly affect the success of the organization. Therefore, it is natural for management to strive to use organizational culture as a factor in increasing the organization’s competitiveness. In other words, organizational culture can be a tool for personnel management.

In this regard, it will be advisable to determine the difference between the organizational culture used as a management tool and other management tools. First of all, it is necessary to define this term: a personnel management tool is some influence on personnel that ensures such behavior of this personnel that allows them to achieve management goals.

Compared to other management tools, which are mainly some external regulators of behavior, organizational culture has a much more pronounced element of internal self-regulation, i.e. An employee, sincerely accepting and sharing certain values, beliefs, norms, regulates his own behavior. Rules, norms and standards consistent with values are followed by employees without additional external reward or punishment. Ronzina M.D. Corporate culture as a tool for personnel management / M.D. Ronzina // Izvestia LETI. - 2005. - No. 2. - P.47-51.

Thus, each organization has its own culture depending on the specifics of the work, but its purpose is the same: to unite the workforce around common values and norms and achieve the corporate mission. Knowledge of the elements of organizational culture, as well as the mechanism for forming a management culture in the relationships of the organization’s personnel, is necessary for a manager, since a high level of management culture presupposes the ability to comprehend the organizational culture of a particular organization, to know and understand it - and, in accordance with the acquired knowledge and ideas, to effectively manage it . Lapina S.V. Culture of professional activity: a course of lectures / S.V. Lapina, G.F. Bedulina. - Mn.: Academician. ex. under the President of the Republic Belarus, 2007. - 111 p. P. 37.

Organizational culture as a management tool is aimed at ensuring that an employee’s interest in acting in one way or another becomes his “vital interest.” In this regard, there is no need for constant external regulation of employee behavior.

It is worth emphasizing that the technology of forming an effective organizational culture is a competitive advantage that is difficult to reproduce. The motivation of personnel due to organizational culture is obviously a higher level of motivation than the motivation that can be created using other management tools. The use of these tools in the absence of internal value-based motivation in the minds of employees can be much less effective than if the use of these tools is accompanied by purposeful work on the formation of values, priorities, and principles.

In conclusion, we list the most frequently used tools for the purposeful formation of the necessary organizational culture: formalization of the mission, vision and values of the organization, dissemination of corporate “walking stories”, Vikhansky O.S. Management: Proc. / O.S. Vikhansky, A.I. Naumov. - M.: Economist, 2007. - 670 p. P. 421. “legends and myths” with their “heroes” and “anti-heroes”, creation and maintenance of traditions and rituals, joint development and implementation of rules and standards of behavior and activities of employees. The Corporate Code, which is handed to each new employee, corporate radio, Intranet, corporate newspaper, corporate identity, clothing - all these are both manifestations and factors in the formation of organizational (corporate) culture.

Strong tools can be the skillful use of reasons for the formation and maintenance of organizational culture, such as: job interviews, selection of applicants taking into account their compatibility with the organizational culture, dismissal, corporate training, corporate holidays, difficulties and problems, competition.

Knowledge of the considered elements of organizational culture, as well as the mechanism for forming a management culture in the relationships of the organization’s personnel, is necessary for a manager, since a high level of management culture presupposes the ability to comprehend the organizational culture of a particular organization, to know and understand it - and, in accordance with the acquired knowledge and ideas, to effectively lead by her. Lapina S.V. Culture of professional activity: a course of lectures / S.V. Lapina, G.F. Bedulina. - Mn.: Academician. ex. under the President of the Republic Belarus, 2007. - 111 p. P. 37.

480 rub. | 150 UAH | $7.5 ", MOUSEOFF, FGCOLOR, "#FFFFCC",BGCOLOR, "#393939");" onMouseOut="return nd();"> Dissertation - 480 RUR, delivery 10 minutes, around the clock, seven days a week and holidays

Martirosyants Oleg Igorevich. Organizational culture as a factor in increasing the efficiency of social management: dissertation... Candidate of Sociological Sciences: 22.00.08 / Martirosyants Oleg Igorevich; [Place of protection: Pyatigor. state technol. University].- Pyatigorsk, 2007.- 170 p.: ill. RSL OD, 61 07-22/713

Introduction

Chapter 1. Concept and models of organizational culture: theoretical, methodological and conceptual aspects of development ... 15

1.1. Historical determinants and factors for increasing the importance of the cultural aspect in management activities of the new century 15

1.2. The essence and specificity of organizational culture in the context of social management 34

Chapter 2. The phenomenon of organizational culture, patterns of development in the modern management system 56

2.1. Cultural values of social management in an organization: signs, structure and features 56

2.2. Increasing the role of management and leadership in the process of implementing management activities 76

Chapter 3. Basic qualities and orientation of organizational culture in the social environment 96

3.1. Trust, customer relationships and consideration of market needs as criteria for assessing the culture of an organization 96

3.2. Innovation: essence and significance for social management and organizational culture 117

Conclusion 137

List of bibliographic literature 150

Applications 166

Introduction to the work

Relevance of the research topic. In the conditions of modern development of society, no productive activity is possible without effective social management, the quality of which depends on many factors. Among them, not the least place is given to the formation and functioning of the culture of local subsystems, which determines its relevance not only from a scientific point of view, but also from the position of assessing the practical needs of modern Russia. The domestic experience of social management has absorbed the traditions of value orientation based on class ideology.

Today the external and inner life organizations. The goals and values, the style of behavior of subjects and objects of management, the possibilities of interaction at the intra-organizational and inter-organizational level have undergone changes, however, it is impossible to immediately and completely abandon value management, since organizational culture, both at the level of unconscious values and in the plane of declared rules, is a derivative of the accumulated experience of the organization. This once again confirms the versatility and complexity of organizational culture as a social phenomenon with inexhaustible potential for impact, which serves as an additional basis for the relevance of considering this topic. The phenomenon of organizational culture is that it is also subject to change, but by changing, it facilitates the organization’s adaptation to new conditions. In this regard, it is necessary to know how and through what internal resources organizational culture can influence management, improving it, and what factors influence this process.

Scientific interest in the research problem is also updated by the close connection of organizational culture with all subject areas of management, and, above all, with organizational behavior, which

4 form general provisions, principles and patterns of the organization’s activities. But if organizational behavior is aimed at the result of the team and each of its members, then organizational culture contributes to the formation of value systems, standards, norms and rules with the help of which this result is achieved. Culture reflects the individuality, characteristic features, image of the organization, including norms of behavior, moral principles of employees, quality of goods and services, position in the business environment and, ultimately, the competitiveness of the organization.

Naturally, the psychological aspect plays an important role in the study of organizational culture, but the social component of this phenomenon is no less important. From the moment of formation and in the process of further development, it is subject to its own logic and therefore needs theoretical sociological analysis and research using the means and methods of empirical sociology. This will make it possible to identify the role and place of organizational culture in the development of new generation management technologies, in identifying unused internal reserves of established management models.

This topic is of particular relevance in the conditions of modern Russia in connection with the transition to a market economy based on knowledge and management. This circumstance requires the ability to solve qualitatively new problems, master information technologies of production and management, expand the functionality and areas of interaction of organizations. The ability to study these processes in the context of organizational culture allows us not only to understand and determine the dynamics of ongoing transformations, but also to identify ways and means of its impact on the field of social management. This fully justifies the choice of the stated topic.

The degree of scientific development of the problem. Analysis of the problem of organizational culture required taking into account its versatility and

5 comprehensive characteristics of structural and functional features. In this regard, for the disclosure of the topic, it turned out to be useful, first of all, the theoretical heritage of the classical developments of the phenomenon of culture and its components, significant in the sociological context. In this sense, the works of M. Weber, R. Merton, T. Parsons, and D. Smelser turned out to be very valuable.

The determining role of culture in many spheres of public life was recognized by many researchers, but the works of A. Belov, E. Geertz, T. Dridze, L. Ionin helped to fully understand its system-forming function.

The theoretical basis of the study was the works of representatives of the school of institutional sociology: R. Benedix, P. Blau, J. Landberg, S. Lipset, R. Mills, B. Moore.

A special substantive approach to the analysis of social management made it possible to formulate the conclusions that Yu.N. presented in his works. Aksenenko, J. Butler, T.P. Galkina, J. Guber, V.N. Kasparian, R.L. Krichevsky, M. Mead, M.V. Udaltsova, G. Hofstede, M. Sherif, K. Sherif. The listed authors convincingly substantiate organizational culture as the fundamental paradigm for research in the sociology of management. In this same area, a fairly reasoned position was taken by I.O. Gorgidze, N.S. Zakharkina, V.M. Davydov, who focused on taking into account the value factor in social management. It should be noted that many researchers have become interested in value changes and the sociocultural dynamics of modern Russia, however, in our opinion, the most interesting and relevant aspects of these problems are contained in the studies of A.G. Zdravomyslova, G.P. Zinchenko, Zh.T. Toshchenko, V.A. Yadova. A comparative analysis of historically developing value relations in various sociocultural systems was presented in their works by L.A. Belyaeva, A.P. Vardomatsky, L.I. Ivanenko, B.G. Kapustin, I.M. Klyamkin, N.I. Lapin, A.V. Lubsky, B.C. Magun.

For this study, we were interested in scientific developments problems of personality, its functions, social and professional development. In this regard, great contributions to science were made by F. Barron, E. Vilkhovchenko, I. Hoffman, M.V. Demin, I.S. Kohn, A. Meneghetti, A.V. Merenkov, V. Sokolov. Researchers L.M. Luzina, I.P. Manoha, V.N. Markov, Yu.V. Sinyagin focused on the formation of creative individuality and personal potential.

In terms of scientific understanding of the problem of organizational culture in social management, no small importance is attached to the role of the manager, the formation of his qualities as a leader and mentor, without which it is quite difficult for a modern leader to carry out his functions. All these questions are reflected in works authored by M. Woodcock, S. Covey, R.L. Krichevsky, Yu.A. Lunev, A.A. Rusalinova, V.M. Shepel, D. Francis, N.N. Yakovlev.

Most closely related to improving the quality and efficiency of management is the organization’s readiness for innovation, the sociological basis of which was presented by G.N. Matveev, A.I. Prigozhy, V.A. Trainev.

Consideration of the problems that constituted the object and subject this study, is impossible without referring to the characteristics of the era within which it is carried out. The period of transformation and reform in Russia left its mark on many spheres of social, public and economic life; the sphere of management, as well as the field of culture with all its complex and multifaceted structure, did not remain without its influence. In this regard, it was quite justified to turn to the developments of the social aspects of a transitional society, the features of transformation processes in Russian conditions. They are analyzed in the works of E.L. Belykh, R. Belmana, L.A. Belyaeva, G.P. Verkeenko, L. Gudkova, N.S. Ershova, B.C. Zhidkova, V.I. Zhukova, L. Zade, T.I. Zaslavskaya, V.N. Ivanova, V.L.

7 Inozemtseva, M.N. Kuzmina, N.I. Lapina, V.V. Lokosova, B.C. Malakhova, A.P. Manchenko, A.S. Panarina, K.B. Sokolova, V.A. Tishkova.

Naturally, the greatest interest was generated by works whose authors focused on organizational culture as a sociological phenomenon. This interest was largely due to the relative “youth” of this phenomenon, so any attempt at its structural or functional analysis represents a significant contribution to the study of the problem as a whole. Taking this into account, I would like to note scientific developments in which cultural aspects in the activities of organizations are analyzed from the perspective of the development of general trends in entrepreneurship and business in a transition economy. Among their authors are A. Ageev, A. Zakharov, M. Kolganov, R. Ruttinger, V.V. Shadrin, S. Chukhleb. R.N. drew attention to the moral and ethical side of this process. Botavin and Yu.A. Zamoshkin.

The direct role of organizational culture in social management became an object of interest from P.M. Diesel, V.D. Kozlova, N.I. Lapina, A.I. Prigozhina, K.A. Prozarovskaya, E.E. Starobinsky, V.I. Franchuk, S.S. Frolova, J. Shonnosi, L.P. Yairova. M.K. was engaged in identifying the connection between organizational culture and mentality in the social life of Russian society. Gorshkov, A.A. Zinoviev, B.G. Kapustin, I.M. Klyamkin, A.I. Kravchenko. Of particular importance for understanding the sociocultural and administrative prospects of Russian society are the studies of V.N. Ivanov and N.I. Lapina.

In the process of analyzing and solving research problems, secondary sociological material was used, collected and processed by domestic researchers: A.P. Vardomatsky, L.I. Ivanenko, V.N. Ivanov, N.I. Lapin, V.A. Trainev and G.N. Matveev, I.V. Trainev.

Object of study- organizational culture, which acts as a determinant of modern social management.

8 Item research compiled the concept, structure, dynamics and characteristics of culture in modern organizations, the forms and methods of its determining influence on the sphere of social management, as well as factors in the increasing role of the cultural factor in post-industrial society.

Purpose of the study is to determine the nature and mechanisms of the impact of organizational culture on social management, developing recommendations for its improvement to optimize the functioning and development of organizations.

Achieving this goal required solving the following tasks:

consider the theoretical principles of a comprehensive study of organizational culture in sociological science;

carry out factorial operationalization and analysis of the concept of organizational culture from the standpoint of its determining impact on social management;

explore the structure, specifics and trends in the development of organizational culture in modern Russia;

analyze the role of cultural values in the structure and content of social management in an organization;

determine the forms and degree of influence of organizational culture on increasing the efficiency of management activities in the organization;

study the qualitative characteristics of culture in an organization that are directly related to management activities;

identify the relationship and interdependence of innovative technologies and organizational culture in the structure of social management.

Main hypothesis of the study: on modern stage social development, the dependence of the management process on the institutional system, which gives way to

9 sociocultural factors that have the ability to make social management effective and appropriate to new political and economic conditions.

Additional hypothesis: organizational culture at the stage of strengthening market relations is most clearly manifested in the process of forming goals and value guidelines, which makes it possible to use its potential in improving social management methods.

Methodological and theoretical basis research compiled developments on sociocultural dynamics, as well as classical concepts of management theory and sociology of management, which substantiate the influence of culture on management activities.

Essential for the problem under study were the principles of interpretive sociology, and special research in the field of organizational culture, as well as traditional methodological paradigms of sociological analysis of empirical material, such as factor operationalization, institutional analysis, and the identification of value orientations.

The work is based on the use of such general methodological principles as objectivity, consistency, determinism, specificity and comprehensiveness, unity of theory and practice, analytical and dialectical approaches. An important research tool was the method of structural-functional analysis; methods of comparison, statistical analysis, argumentation and identification of cause-and-effect relationships were also used.

Empirical material for further processing was collected through work with documents and questionnaires. The results made it possible to make generalizations, test hypotheses, determine quantitative parameters of individual aspects of the problem, and operationalize the conceptual apparatus. In addition, the work is actively

10 used the results and conclusions of sociological research contained in scientific publications, specialized periodicals.

Empirical basis of the study includes data of different origin and thematic focus.

Primary sociological material was collected as part of the study “Managerial and organizational culture in transforming Russia” during a series of sociological surveys that were conducted in 2003-2005. in the region of the Caucasian Mineral Waters by graduate students of the Department of Social Sciences and Humanities of the Pyatigorsk State Technological University under the guidance of Academician of the Russian Academy of Sciences Professor V.A. Kaznacheev using methods of representative survey and interviewing.

Secondary sociological material consisted of published sociological studies conducted at different times and successfully used in practice to form individuals and organizations that meet modern requirements:

on the problem of social relations in the Stavropol region by the Institute of Socio-Political Research of the Russian Academy of Sciences together with the South Russian Scientific and Educational Center ISPI RAS, the Stavropol regional branch of the ANR-Stavropol Territory of the all-Russian public organization Assembly of the Peoples of Russia in 2004;

by the Cybernetics company (Austria) together with the Center for Support of Corporate Management and Business (Moscow) on the problems of formation and development of organizations, increasing the importance of organizational culture in the modern social environment.

Recycled materials also include:

surveys conducted VTsIOM in 2003, ICSI RAS in 1992-2003, by the Public Opinion Foundation in 2004;

thematic sociological research by A.P. Vardomatsky (Shift in the value dimension); L.I. Ivanenko (Value-normative mechanisms of regulation); V.N. Ivanova (Russia: Finding the Future); N.I. Lapina (Modernization of the basic values of Russians); V.A. Traineva and G.N. Matveeva (Integrated information communication technologies and systems in management activities); V.A. Traineva and I.V. Traineva (Intelligent technologies in organizational management systems and their information support).

Scientific novelty of the research is determined by the fact that organizational culture is considered not only as an independent social phenomenon with its inherent patterns of development, but also as a determinant of management activities in organizations aimed at development. In addition, as a result of the study:

the evolution of the importance of the cultural factor in management activities is traced, the conceptual aspects of various models of organizational culture are analyzed for their compliance with modern needs;

an attempt was made to carry out factorial operationalization, analysis of the concept and essence of organizational culture in the context of its determining impact on the sphere of social management;

using the results of sociological research, criteria for increasing the management efficiency of organizations that improve their functioning and enter development are considered through targeted changes and development of culture in the organization;

a sociological interpretation of the qualitative components of organizational culture is presented, aimed at adaptation and selection of guidelines that correspond to the goals of increasing the status characteristics of the organization and establishing its position in the market;

possible options and consequences of external aggression into the cultural area of the organization, forms and methods of its interaction with the environment have been studied;

the social significance of the possibility of influencing and changing organizational culture is substantiated for the purpose of progressive development of the modern social management system.

Taking into account the results of the study The following provisions are submitted for defense:

Organizational culture occupies fundamental positions in the structure of social determinants of management activities, acting not only as a stabilizing factor, but also as a development factor.

In modern organizations, culture is determined by social norms, which brings it significantly closer to the goals and principles of management. It is subject to changes in the conditions of social transformation, since motivation and the entire mechanism of goal setting change.

Type of culture in modern Russian organizations, capable of productively interacting with the management sphere, largely depends on the professionalism of managers, the level of cohesion of staff, the philosophy of the organization and the degree of formalization of organizational relations.

The main characteristics of cultural values and the functions determined by them, such as motivational, regulatory, normative-behavioral, rational-critical, positively influence the strategy and tactics of using the cultural factor in the process

13 social management.

One of the main tasks of organizational culture is to minimize the negative consequences of ideological transformation and institutional crisis, firstly, through the formation of a new value system, and secondly, through creating conditions for adaptation of the value archetype and cultural traditions.

In methodological terms, the genesis of organizational culture remains inaccessible to the methods of classical sociological analysis, therefore the basis for its study should be the principles of interpretive sociology, capable of revealing the essence of this phenomenon and other sociological phenomena of a symbolic nature.

The role of organizational culture in social management today requires increased attention both from the point of view of theoretical developments and from the standpoint of practical testing, since it contains significant potential for increasing the efficiency of management activities.

The development of organizational culture is to a certain extent limited by the fact that it is an integral part of the national culture, which determines the permissible limits of its changes during periods of social transformation.

Theoretical and practical significance of the work. The main theoretical and practical results of the study contribute to a better understanding of the nature and mechanisms of interaction between organizational culture and social management, and the search for optimal models of management activities in a transforming society. They reflect a new quality of management, based on the indispensable consideration of the cultural factor and focused on increasing the efficiency of organizations and their development.

The results and conclusions of the dissertation can be used to develop management theory in terms of the influence of cultural foundations on the decision-making process and improving the functioning of organizations.

On a practical level, analysis materials, forecasts and recommendations can be used, first of all, to improve the efficiency of management activities in various organizations and enterprises, in educational and scientific work, for the development of special courses in the sociology of management and organizational culture.

Approbation of work. The main provisions and conclusions of the dissertation were presented at inter-university and intra-university scientific and practical conferences, discussed at seminars and a meeting of the Department of Social Sciences and Humanities of Pyatigorsk State Technological University. Based on the research materials, five publications were prepared and published, with a total volume of 4.95 pp.

Work structure. The structure of the dissertation was determined by the subject, purpose and objectives of the research. It consists of an introduction, three chapters including six paragraphs, a conclusion, a bibliography and appendices.

Historical determinants and factors for increasing the importance of the cultural aspect in management activities of the new century

In the broadest sense, culture is the totality of manifestations of the life, achievements and creativity of a people or a community of people, the embodiment of that unique new process on earth, the individual products of which are exclusively human creations and could never have been generated by nature without human participation. The concept of “culture”, derived from the Latin “colere”, means “to carefully care for, cultivate, improve, honor.” The sociological dictionary interprets culture as “a specific way of organizing and developing human life, represented in the products of material and spiritual labor, in the system of social norms and institutions, spiritual values, in the totality of people’s relationships to nature, to each other and to themselves.”

This formulation is fully consistent with the existing characteristic of the content of culture in the scientific community, which branches into a variety of areas and spheres. The main ones are morals and customs, language and writing, the nature of work, education, economics, science and technology, art and religion, all possible forms of manifestation of the objective spirit of a particular community. The level of the state of a culture can only be understood based on its development or history. In this regard, addressing this issue in relation to the modern period should be considered not only justified, but also important for revealing the research topic. The concept of “culture,” as stated above, includes “a specific way of organizing and developing human life,” which fully refers to management culture, within which today a rational principle based on knowledge and high technology has acquired particular importance. This is not accidental, since the management process itself begins with understanding the essence of the surrounding reality, putting forward new ideas and attitudes, i.e. those elements of management thinking that characterize its level.

The human community has reached the turn of the new millennium, beyond which it will face problems of a global nature. However, comprehension of their severity has not yet occurred. In this regard, in the arsenal of means and methods of solution, at best, the possibilities tested in the last century remain. The essence of the contradiction that has arisen lies, first of all, in the backwardness of culture, primarily managerial, which is an integral part and organically connected with universal human culture. We are convinced that today we are not talking about the degeneration of culture and its refinement. At the same time, the level of development of socio-economic relations of the new era cannot be increased on the basis of the old culture with obvious symptoms of fatigue, pessimism and stagnation. These phenomena are now only suitable for assessing the fidelity of culture bearers to its essence. Modern culture we need such qualities that would express and determine the will of society to self-formation in the context of civilizational achievements.

The modern world has already embarked on the path of diversity of new national cultures, the quantitative parameters of which are not the basis for increasing confrontation and alienation. On the contrary, plurality in this case creates the condition for mutual tolerance and understanding between people. True, it cannot be done without imposing “traditional” and “strong” cultures, which have long exhausted their potential, both on the entire human community and individual regions. As a result, the number of areas characterized by acute social tension increases. Stabilization of the situation and localization of the negative consequences of cultural exports is precisely one of those global problems, which were mentioned above. Along with this, humanity will have to make many progressive changes in the organization of labor activity at various levels, in improving production and social relations, in establishing and updating the principles of civil society, in increasing the democracy of the sphere of self-government, expanding informatization and information space, etc.

In this vein, the method of socio-economic development that gave rise to the phenomenon of the “Asian miracle” is noteworthy, which is being realized in Asia, which is on the path of confrontation with the Western world and is guided by its own set of cultural values. The latter includes the transcendental will that dominates the world, man’s desire for harmony with nature, the priority of spiritual values, power-property, orientation towards eternity and other collectivist values. The ideological model of success of Asian countries is based on a negative attitude towards Western cultural norms and the affirmation of their value orientations, adapted to new realities, in order to achieve progress in social development. Of interest in this regard is Singapore, which has an “IT Master Plan 2000” aimed at transforming the country into an “intellectual island”, “where government, business, education, Scientific research, leisure and other spheres of life are interconnected with the help of information technology.”4

Cultural values of social management in an organization: signs, structure and features

In relation to the phenomenon of organizational culture, an organization is considered as an open social system, and its success is associated primarily with how successfully it adapts to the external conditions of activity and the environment, whether it can recognize a threat in a timely manner, show resistance to the emergence of unusual situations, and not miss own internal capabilities, extract maximum benefits from accumulated resources. In relation to the listed characteristics, organizational culture is a system of formal and informal rules and norms of activity, traditions, customs, individual and group interests, behavioral characteristics of employees in a given specific organization, which differs in management style, indicators of job satisfaction, level of mutual cooperation, identification of employees with organization and its development goals.

Every manager who is part of such an organization must first of all master well the principles of functioning of these organizations and their evolution, otherwise no personal or business qualities will help. After all, the construction of a management system, strictly speaking, is a reaction to the impact of various processes in the internal and external environment. At the same time, the status character of the organization determines the management style.

If, for example, the external and internal environment, as well as working technologies, are stable, goals are defined and correspond to the real parameters of the organization, the team consists mainly of performers rather than creators, then a traditional management style is quite suitable for such an organization. In this case, the introduction of an innovative style should be considered premature; it will certainly be unclaimed or outright rejected.

Above, we examined the characteristics of the basic provisions on the basis of which the study of any particular organizational culture takes place and noted that it can be transformed under the influence of factors determined by management style. The manager needs not only to know and have the skills to manage the presented characteristics, but also to distinguish them according to the characteristics of their affiliation in relation to the organization’s team as a whole and to a specific employee in particular. Taking this into account, the subject of social management must not only focus on easily accessible material lying on the surface, but also be able to purposefully apply it in the interests of the organization.

In other words, in this case, management tools can be used to adjust these characteristics and, with their help, give a new constructive look to the organizational culture. Of course, for this, the manager will need a reserve of effective means of influence, which will be determined by the degree of his managerial powers, the quality of their implementation in the organization and leadership style. The concept of style precisely includes a set of diverse approaches to choosing and resolving issues related to the mechanisms of influence. Management style will influence the development of organizational culture, just as its foundations will determine leadership style and the ability to define it. The definition here means, first of all, what type the organization belongs to in a classification system drawn up taking into account management style as the main criterion of culture. There are also many such systems. According to one of them, the three most common cultural types are taken into account: - bureaucratic; - market; - clan.

Its author, U. Ouchi, in his comments to this classification, points out that the bureaucratic system is characterized by an increased degree of formalization of various processes, as well as a strict hierarchy of power relations. Management regulates all activities of the enterprise with an increased importance of collegiality in decision making. At the same time, there is virtually no opportunity for employees to demonstrate their qualities as a creative person. In contrast, the market management system is designed for the profitability and profitability of the enterprise, and its foundation is cost relations. As for clan culture, the importance of informal relations in the sphere of its distribution has significantly increased, and the overwhelming majority of production problems are solved through the application of shadow laws. However, this does not indicate a lack of management culture. On the contrary, with a clan leadership style it manifests itself especially clearly, and its importance is at a high level. This happens because almost always members of organizations built on clan principles are like-minded people united by common values. In practice, various combinations of leadership styles are possible in each of the listed cultural types.

Increasing the role of management and leadership in the process of implementing management activities

A retrospective analysis of the problem of the formation and evolution of organizational systems and the creation of management mechanisms shows that back in the 19th century, disputes began between supporters of bureaucratic and group structures. At this time, M. Weber put forward the hypothesis that in modern society it is the bureaucratic organization that is most rational and effective." The bureaucratic structure works satisfactorily in conditions of stability, since its efforts are concentrated on the control and predictability of specific responsibilities. It is characterized by a high degree of formalization, specialization, centralization and dependence on the success of the process of organizational coordination, i.e. suitable for managing routine activities on a large scale.Naturally, in stable production with a rationalized, repetitive type of activity, the role of the manager is somewhat veiled and concentrates mainly on the performance of administrative functions.

As a result of bureaucratic control, individual initiative is constrained, which, in conditions of instability and rapid change, can seriously impede the normal functioning of the organization63 and give rise to intra-organizational opposition, pressure, evasion of responsibility, sectionalism and the elevation of private opinion to the rank of a task.6 Under such conditions, the motivation of members of the organization decreases. There is much evidence that organic, employee-oriented organizational structures are more effective in generating motivation than bureaucratic ones.65

To prevent the negative consequences of using a bureaucratic structure, a working group was created. It is characterized by flexibility, adaptability, dynamism and employee-oriented management. In organizations, to perform a specific task, a working group is formed from employees of various departments. Group members work under time constraints and concentrate energy and effort on achieving a common goal. That is why the working group often achieves impressive successes, especially in the field of introducing new technologies and developing new products.

However, there is no need to rush to idealize the work group, since it also has certain shortcomings. Most often, groups are created temporarily. New knowledge after the completion of a project is difficult to disseminate to the rest of the organization. It turns out that the work group is unsuitable for the continuous use and dissemination of knowledge throughout the organization. An organization consisting of many small, highly specialized groups loses the ability to set and achieve goals at the corporate level.

It should be noted that nowadays a large variety of organizational models are proposed, as mentioned above: these are the “infinitely flat organization”, and the “web”, and the “prominence”, and the “internal market”.66 Proponents of each of the models justify their advantages , as a rule, the response of bureaucratic structures to environmental changes is insufficiently effective. These models, when conceptualized properly, can reduce the concentration of power, eliminate costly administrative bodies, and ensure rapid implementation of strategic decisions. New organizational forms imply a complete revision of the relationship between staff and management.

The similarity of the listed organizational concepts is that they are all: flatter compared to their hierarchical predecessors; imply a dynamic rather than a static state of structures; push employees to have direct contact with clients and managers; recognize the role of competence, unique technologies and skills; consider intelligence and knowledge to be the most valuable assets of an organization. However, all these management models are not a panacea. Each of them, in a certain situation, requires a highly organized infrastructure: culture, leadership style, reward system, etc. When used incorrectly, they are less effective than the bureaucratic model. Therefore, in our view, bureaucracy and work groups are complementary rather than mutually exclusive organizational approaches. Bureaucracy has proven itself to be effective in carrying out combination and internationalization, and the work group is quite suitable for use in the need for socialization and externalization.

In other words, the former is good at applying and accumulating knowledge, while the latter is good at creating and disseminating it. The organization must take advantage of both the efficiency of bureaucracy and the flexibility of the work group. Such a synthesis is possible only with an appropriate approach by the manager to the implementation of his powers. To do this, it is no longer enough to just be a boss; you need to be able to act as a mentor and leader.

The business communication style of a manager as a leader is part of modern organizational culture. Without possessing the necessary image, one or another leader can hardly count on success and a worthy reputation. Unfortunately, business representatives do not always attach importance to their image, which indicates a low level of their culture. “A more serious drawback of democracy,” said G. Le Bon, “is the increasing mediocrity of the people at the head of government. They need, they believe, only one essential quality: to be always ready, to speak immediately about anything, to immediately find plausible or at least loud arguments in response to their opponents. That's all."

Trust, customer relationships and market needs as criteria for assessing organizational culture

Existing theories of organizational culture have been able to shed light on the problem of the organization as an epistemological system; they have highlighted the importance of such human factors as assessments, opinions, beliefs and symbols. In addition, the theoretical understanding of the problem created the preconditions for a more thorough study of the informal aspect of knowledge. As shown above, researchers have also found that an organization, as a system of shared beliefs, is capable of constantly learning, changing and evolving through the social interaction of its members and interaction with the environment.

For clarity, we present some opinions of the most famous theorists of organizational culture. Thus, Petere and Waterman proposed a “humanistic” approach to management, believing that successful companies made a variety of efforts to spread subjective values among employees. In this way, each of them created its own unique corporate culture, defining the thinking and behavior of the company. Schein pointed out that to obtain a common point of view, “one must spread experience. A popular view must prevail long enough to become accepted or rejected. In this context, culture is the learned product of group experience." The author defined culture as “a pattern of basic assumptions made, learned, or developed by a group for the purpose of overcoming problems associated with adaptation to external factors and internal integration. These assumptions, according to Schein, are sufficiently well established to be considered practically applicable, and, therefore, they need to be introduced to new employees to ensure a correct understanding and perception of the above-mentioned problems.” Pfeffer, in turn, attached special importance to beliefs. He viewed an organization as “a system of commonly held knowledge and beliefs in which important administrative or management activities involves creating and maintaining a belief system that ensures obedience, loyalty and effective work its participants."

The above opinions and viewpoints indicate that organizational culture can be considered as the beliefs and knowledge shared among the members of an organization, however, in our opinion, culture is important for the creation of knowledge by an organization. From our point of view, theories of organizational culture do not adequately recognize the importance of knowledge. Firstly, most theories do not pay the necessary attention to human creative potential. Secondly, most theories consider a person as a processor of information, and not its creator. Thirdly, the organization is considered passive in its relations with the environment, its ability to change and create is ignored. Taking this into account, we consider it necessary to first turn to the characteristics of the qualities of organizational culture that significantly influence its state and impact on management activities.

The most conservative quality of organizational culture that has been practiced for a long time is trust. A classic of the study of organizations, the creator of the theory of “X” and “Y,” Douglas McGregor quite aptly and at the same time compactly described the quality of culture, taking as a basis two opposing “models of man.” Since his attention was paid mainly to the group of leaders, he developed patterns of their thinking (“human models”). Developing his theory, he believed that the behavior of employees in an organization depends on the attitude shown towards them. In our understanding, this is the representation of the first level - the organizational-paradigmatic dimension, which was discussed in the first chapter of this study (See table).

Like Shane, McGregor in Theory X at the first level considered the paradigm - the basic foundations. Its provisions are as follows: a person is motivated mainly by economic incentives; a person acts on the basic principle of obtaining the maximum possible benefits; a person is essentially inert and must be motivated from the outside; a person, due to his irrational feelings, is incapable of self-discipline and self-control; the goals of the individual and people as a whole do not correspond to the goals of the organization, therefore control is necessary to ensure the profitable operation of the organization; the average man has an innate antipathy to work and tries to avoid it wherever he can; since a person is characterized by such reluctance to work, then in most cases he must be forced, directed, directed, threatened with a fine or punishment, in any case he must be forced to work to fulfill the established plans of the organization. This aversion to work is so strong that even promises of reward cannot overcome it.

Organizational culture as a factor in increasing organizational effectiveness. Organizational culture as a factor in increasing the efficiency of social management Oleg Igorevich Martirosyants

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