This study was conducted in accordance with the author's methodology for studying the corporate culture of an enterprise. Each respondent was asked to evaluate the extent to which the statements given in the questionnaire characterize the existing organizational culture of the enterprise. The study was conducted anonymously.
Processing the research results consisted of counting the number of choices for each statement, calculating the average score and the percentage of the maximum possible. To calculate the average values, a scale (0-1-2) was used. The following were summed up (in%) according to the criteria:
1.
Staff attitude to changes;
2.
Personnel perception of enterprise policy;
3.
Awareness of enterprise personnel;
4.
Personnel assessment of management features at the enterprise;
5.
Certain features of corporate culture, including basic attitudes, assumptions, and the presence of certain qualities in the organization’s culture.
The operationalization of the questionnaire allows us to diagnose the problems that are most pressing for the enterprise at the moment, to establish the reasons for staff resistance, which in turn allows us to develop measures to reduce organizational resistance to the introduction of German corporate culture.
The uniformity of the distribution of elections indicates the presence in each division of the Moscow-Efes Brewery CJSC of a specific corporate subculture that determines one or another attitude towards changes, stating certain organizational problems. The table below shows statements recognized by the majority of employees of Moscow-Efes Brewery CJSC as highly characterizing the enterprise.
Thus, as a result of the study of the corporate culture of the enterprise, the following organizational and psychological reasons were identified that cause staff resistance to the implementation of organizational changes and changes in general:
1.
The company's personnel have negative past experience of organizational changes. Having no idea of the goal, not understanding the essence, and not assessing the prospects of the changes being carried out, the staff perceives the changes as ill-conceived, undertaken “out of nothing to do”, and ineffective measures.
2.
Changes in the enterprise occur suddenly and spontaneously, which contradicts the basic need of the individual for stability and security
3.
Lack of material incentives, resulting in low staff motivation for changes in general (“We get rich with the company” - 33% of the entire sample (10 people))
4.
Low awareness (in general, this group shows the lowest value - 42.9% (13 people) of the enterprise personnel as a whole, which is completely unacceptable in the process of organizational changes. Poor awareness of even direct executors regarding the work they perform, lack of objective information from reliable sources (direct manager) are compensated by rumors. Fragmentary information is invented and interpreted arbitrarily. There is no policy in the area. trade secret as a result, a leak of commercial information is possible (“In our country, as in all of Russia, everything is a secret and nothing is a secret” 62.7% (19 people).
5.
The company's policy in the field of human resource management (remuneration, evaluation, recognition of merit) is perceived as insufficiently fair, indicating the company's low loyalty towards its staff (“First you look for fairness, and then another place of work” - 46.2% (14 people )
6.
Inconsistency, spontaneity of management, shortcomings in the system of current planning and management (according to all statements 50-70%). This not only creates work stress, but also undermines the sense of security necessary to create sustainable motivation for change and a conscious positive attitude towards innovation.
7.
The negative value inherent in corporate culture is bureaucracy, indicating a developed bureaucratic corporate structure management (excessive paperwork, formalism). In this regard, any organizational change associated with additional documentation in the absence of material incentives will be met negatively, implying extensive additional document flow.
Next, to confirm our hypothesis, as well as all previously conducted methods, it is necessary to conduct a study of the type of corporate culture. In the questionnaire, after each question there are four answer options. Your answers to each question must be distributed among several statements so that their sum is equal to 100%. Let's take the number 10 for distribution.
Table 6
Factors of corporate culture of JSC "Moscow-Efes Brewery"
| №№ | Statements | Number of respondents in % |
| 1 | Previously noted innovativeness of the staff “Better old - familiar than new excellent” | 39.6% (12 people) |
| 2 | Quite high staff motivation (internal motivation to work), despite the lack of external material incentives “I really want to work” | 56.1% (17 people) |
| 3 | The concern of employees, their concern about the problems of the enterprise “The interests of the business are above all” | 69.3% (21 people) |
| 4 | High responsibility of the staff, loyalty to the company and colleagues “Responsibility is like a wife: you can always get away from it”, “The interests of the business are above all” | 26.4% (8 people) |
| 5 | Favorable psychological climate focused on mutual respect and cooperation “A neighbor’s cow died. It would seem, what’s my business?.. It’s nice!” | 33% (10 people) |
According to a generalized test to identify the power of corporate culture, the culture of Moscow-Efes Brewery CJSC was determined to be moderately powerful. The strength of corporate culture depends on the organizational structure of the company. Consequently, being a strictly hierarchical company with a strong vertical distribution, Moscow-Efes Brewery CJSC cannot but have an organizational culture that is less than powerful. Such structures, as a rule, are closed from direct external pressure, and have a strictly balanced level distribution. As a leader in the market, Moscow-Efes Brewery CJSC constantly directs its policy towards the need for effective operations and adherence to mission and goals. Setting long-term goals, ceremonial image support, and maintaining the overall vision of the company are the main characteristics of the corporate culture of Moscow-Efes Brewery CJSC.
Fig.3. Research of corporate culture of JSC "Moscow-Efes Brewery"
Based on the calculations, we will build a profile of corporate culture that reflects the severity of certain types of it. Let us depict the degree of expression of corporate culture types in the form of a histogram.
The most favorable situation in the organization will be if the profile is depicted in the form of a diamond, when the culture of hierarchy and the culture of creativity will be predominant, because if the culture is hierarchical, then the employee needs conditions for creativity, at least within the framework of his workplace or area of functional responsibility.
An unfavorable situation in an organization will be if any type of culture is insufficiently expressed or if one single type predominates. This should be a signal for management to intervene in order to improve the climate within the team, eliminate the causes leading to destructive conflicts and unhealthy competition between staff.
The corporate culture of the employees of ZAO Moscow-Efes Brewery characterizes a results-oriented organization (culture of creativity D – culture of competition B). The main concern is that the work must be done. People are focused on specific personal goals.
Leaders are tough and demanding, focused on the end result.
The integrity of the organization is maintained through an emphasis on winning. Long-term concern is about competitive action and achieving measurable goals.
Success is defined in terms of gaining market share. Market leadership and competitive pricing are important parameters.
(normal limits from 1 to 5)
“C” Clan culture “D” Creative culture
“A” Hierarchical culture “B” Competitive culture
Rice. 4 Profile of the corporate culture of employees of ZAO Moscow-Efes Brewery
Organizational style – rigidly dominant
competition. The organization is focused on external factors with a high degree of flexibility and individualism.
Success is defined in terms of reliability of supply, tracking performance and low cost. Diligence and efficiency are encouraged. Competition culture (C) for Russian corporate culture is characterized by such parameters as market leadership and competitive pricing. The style of the organization is fiercely competitive. The organization is externally focused with a high degree of flexibility and individualism.
A culture of creativity characterizes a dynamic, creative and entrepreneurial work environment. People stick their neck out and take risks.
Leaders are considered innovators and risk takers. The glue that holds an organization together is a commitment to experimentation and innovation. Requires a willingness to change and challenge complex tasks. The organization relies on long-term growth and development of new resources.
Socio-psychological climate is the most holistic psychological characteristic of a group, which is associated with the characteristics of the group’s reflection of individual phenomena and processes. These phenomena and processes mean everything that is directly related to joint group activities. The most significant of them include relationships “horizontally” and “vertically”, the content of the activity, and some situational elements of the activity.
Processing of the results obtained using the technique is standardized and has the following algorithm. Various aspects of the attitude towards the team are analyzed for each individual individual. Each component is tested by three questions, and the answer to each of them takes only one of three possible forms: +1;-1; 0. Consequently, for a holistic characteristic of a component, the resulting combinations of answers from each subject to questions on this component can be generalized as follows:
Positive assessment (this category includes those combinations in which positive answers are given to all three questions related to this component, or two answers are positive, and the third has any other sign);
Negative assessment (this includes combinations containing three negative answers, or two answers are negative, and the third can appear with any other sign);
Uncertain, contradictory assessment (this category includes the following cases: all three questions are answered indefinitely; the answers to two questions are undetermined, and the third answer has any other sign; one answer is uncertain, and the other two have different signs).
In general, as a result of this methodology, the following main factors in the formation of the psychological climate can be identified:
1) the nature of the production relations of the team, of which this group is an integral part;
3) features of the work of management and self-government bodies of the organization;
4) the nature of leadership;
5) the degree of overlap between the official and informal structure of the group;
6) socio-demographic and psychological characteristics group members;
7) group size, etc.
Diagnostics also makes it possible to determine the level of development of the psychological climate of a group relative to other groups within the same organization, to give a general assessment of the psychological climate, and also to identify those factors in its formation that can be used to correct and improve the psychological climate of a given group.
In addition, diagnostics of the socio-psychological climate can help determine the effectiveness of the corporate changes being implemented or show which of them are necessary at this stage organizational development.
Based on the diagnostic results, consultants develop projects to improve the climate and increase the efficiency of joint work activities.
Table 7
Research results for the “Diagnostics” test socio-psychological climate group" (Mikhalyuk and Khryashcheva) showed the following results
| Employees | Leaders and management | |||||
| Satisfied | Partially satisfied | Not satisfied | Satisfied | Partially satisfied | Not satisfied | |
| Responsibility | 46.2% (7 people) | 33%(5 people) | 19.8% (3 people) | 33.3% (5 people) | 52.8% (8 people) | 13.2% (2 people) |
| Cohesion | 53.8% (8 people) | 46.2% (7 people) | ______ | ______ | 33.3%(5 people) | 63.3% (10 people) |
| Collectivism | 19.8% (3 people) | 26.4%(6 people) | 33.3% (5 people) | 19.8%(3 people) | 26.4%(4 people) | 52.8% (8 people) |
| Contact | 26.4%(4 people) | 52.8%(8 people) | 13.2% (2 people) | 19.8% (3 people) | 19.8%(3 people) | 60.4% (9 people) |
| Openness | 39.6% (6 people) | 39.6%(6 people) | 19.8% (3 people) | 19.8% (3 people) | 26.4%(6 people) | 33.3% (5 people) |
| Organization | 19.8% (3 people) | ______ | 79.2 (12 people) | 46.2% (7 people) | 46.2%(4 people) | 7.6% (1 person) |
| Awareness | 19.8%(3 people) | 46.2% (7 people) | 13.2% (2 people) | 52.8% (8 people) | 33%(5 people) | 13.2% (2 people) |
Based on the data analysis, the majority of employees believe that their team is quite good people, which have in general positive qualities. At the same time, employees who initially worked at the Moscow-Efes Brewery CJSC express more realism about their colleagues, which is why among them there are more of those who chose answer options 2 and 3. 70% of all employees surveyed showed that their team is mainly positive character; 60% believe that their colleagues have “all sorts” of character; 20% believe that their colleagues are unpleasant people.
Employees of the Moscow-Efes Brewery CJSC express more optimism. In addition, persons occupying a higher position answer more realistically and, therefore, their answers have a more negative connotation.
To the question about the content, organization and conditions of work:
60% answered that they did not know how to answer this question,
30% believe that communications are poorly built in the organization.
30% agree that communications in the organization are at a fairly high level.
Among the answers, the answers of ZAO Moscow-Efes Brewery stand out, which answered “I don’t know” in most cases. Uncertainty in the answers appears to be due to little experience working in this team. In addition, negative responses came specifically from the Moscow-Efes Brewery CJSC. This picture shows that the employees of Moscow-Efes Brewery CJSC have a hard time accepting the formation of a new team and try to stay away, experiencing some dissatisfaction due to the merger of the two companies.
This sample shows how the votes were distributed when determining the atmosphere in the team. The majority of respondents believe that the atmosphere in the team is close to mutual understanding and goodwill towards all its members. However, there are some employees who believe that their team is less “healthy”. These are mainly heads of departments and the general director himself. Based on these results, it can be assumed that either managers are quite negatively disposed towards their teams, or all department employees overestimate relationships in the team. However, if you look at the scale more closely, you can see that the majority of department employees put their answers at 7. This suggests that relationships in teams of different departments change from time to time, and some problems arise, although in general people are satisfied with the atmosphere, prevailing at work and those people with whom they communicate on duty.
Thus, the study confirms the hypothesis put forward at the initial stage of the study that one of the main sources of personnel resistance when merging organizational cultures is the established corporate culture of the enterprise, namely the negative experience of personnel associated with the implementation of organizational changes, low awareness of personnel and lack of material incentives to participate in changes. The sources of resistance identified during the research can be reduced by the development and implementation of appropriate organizational measures, a list of which is given in Chapter 3 of the proposed work.
2.3. Assessment of the corporate image of JSC "Moscow-Efes Brewery"
In this part of the work, we will assess the existing image of CJSC Moscow-Efes Brewery.
Below we consider a methodology for assessing the corporate image of an enterprise, built on the assumption that the image, as a tool for influencing the external environment, must be brought closer to the positive, thereby increasing the “market power” of the enterprise. Thus, the parameters characterizing the state of the enterprise’s corporate image, presented in Figure 3, must correspond to a positive image.
The image assessment was carried out through an expert survey of representatives of the relevant perception groups and enterprise employees. Methods of expert assessment in in this case, as for wide range other unformalized problems in various fields human activity, seem to be the effective and only means of solving them.
To identify the state of the enterprise’s corporate image, experts are asked to assess the degree to which each parameter of all components (Fig. 2) of the image corresponds to a positive one - to give ratings:
"5"- if the state of this parameter fully corresponds to the positive image;
"4"- if the state of this parameter does not correspond to a completely positive image;
"3"- if the state of this parameter poorly corresponds to a positive image;
"2"- if the state of this parameter does not at all correspond to the positive image. 
Rice. 6. Parameters characterizing the state of the corporate image of CJSC Moscow-Efes Brewery
The assessment of the corporate image of the enterprise and each of its components was determined as the average value:
where b ij - score the j-th expert’s degree of compliance of the i-th parameter with a positive image;
n - number of experts;
m is the number of parameters under consideration.
Based on the obtained average value, conclusions can be drawn about the degree to which the real image of the enterprise corresponds to the positive one in accordance with the scale shown in Fig. 4:
Rice. 4. Scale for assessing the compliance of the corporate image of JSC "Moscow-Efes Brewery" with a positive image
In addition, based on the results of an expert survey of the enterprise’s top management, the “mirror” image of Moscow-Efes Brewery CJSC was assessed - the management’s idea of what they think about the enterprise various groups public. As the practice of conducting marketing audits has shown, in most Russian enterprises the “mirror” image differs noticeably from the real one towards a positive image.
Based on the results of assessing the corporate image of the enterprise, an action plan was developed aimed at bringing the image parameters closer to the values corresponding to a positive image.
The image assessment was carried out through an anonymous survey of consumers of the products of Moscow-Efes Brewery CJSC, business partners, company employees, as well as representatives of the local public and regional administration. The number of expert groups representing the corresponding perception groups ranged from 15 to 20 people, which is quite enough to form a representative sample. At the same time, as a result of a survey of experts, an assessment of the real corporate image of Moscow-Efes Brewery CJSC was obtained, as well as an assessment of the “mirror” image, reflecting the ideas of the head of the enterprise (general director) about the corporate image of the organization.
Table 8
Assessment of the corporate image of Moscow-Efes Brewery CJSC by experts and the general director
| Corporate image parameters | Assessing the compliance of parameters with a positive image | |
| Expert opinion | CEO's opinion | |
| The image of the enterprise among consumers | does not fully correspond | does not fully correspond |
| Quality, design, product characteristics | does not fully correspond | does not fully correspond |
| Brand awareness | does not fully correspond | totally coincides |
| Services | corresponds weakly | does not fully correspond |
| Discount system | does not fully correspond | does not fully correspond |
| Product price | does not fully correspond | does not fully correspond |
| Corporate identity of the enterprise | does not fully correspond | does not fully correspond |
| Business image of the enterprise | does not fully correspond | does not fully correspond |
| Level of loyalty of the enterprise to partners | does not fully correspond | does not fully correspond |
| Enterprise reliability | does not fully correspond | fully compliant |
| Enterprise prestige level | does not fully correspond | does not fully correspond |
| Partners’ views on the stated mission and strategies of the enterprise | corresponds weakly | does not fully correspond |
| does not fully correspond | does not fully correspond | |
| does not fully correspond | does not fully correspond | |
| Level of loyalty of management to staff | does not fully correspond | does not fully correspond |
| Level of information openness of management | corresponds weakly | does not fully correspond |
| Provided social guarantees | corresponds weakly | does not fully correspond |
| Opportunity career growth | does not fully correspond | does not fully correspond |
| System wages and moral stimulation | corresponds weakly | does not fully correspond |
| Company prestige level | does not fully correspond | does not fully correspond |
| Corporate identity of the enterprise | corresponds weakly | totally coincides |
| Moral atmosphere at the enterprise | does not fully correspond | totally coincides |
| Personnel perceptions of the stated mission and strategies of the enterprise | does not fully correspond | does not fully correspond |
| does not fully correspond | does not fully correspond | |
| Social events carried out by the company | does not fully correspond | does not fully correspond |
| Information openness of the enterprise | does not fully correspond | totally coincides |
| Company compliance with environmental standards | does not fully correspond | does not fully correspond |
| does not fully correspond | does not fully correspond | |
| Public perceptions of the enterprise’s stated mission | does not fully correspond | does not fully correspond |
| Image for government agencies | does not fully correspond | does not fully correspond |
| The importance of the enterprise’s products for the region | does not fully correspond | totally coincides |
| Enterprise participation in social programs | does not fully correspond | does not fully correspond |
| Law-abiding enterprise | does not fully correspond | totally coincides |
| Number of jobs provided | corresponds weakly | corresponds weakly |
| Representations of the regional administration about the mission stated by the enterprise | does not fully correspond | does not fully correspond |
| Openness of the enterprise to informal contacts | does not fully correspond | totally coincides |
| Prestige of the enterprise | does not fully correspond | does not fully correspond |
Let's analyze the data obtained in Table 9.
Table 9.
The image of the enterprise among consumers of CJSC Moscow-Efes Brewery
| Consumers | Consumers of the products of Moscow-Efes Brewery CJSC develop an image of the enterprise that does not fully correspond to the positive one, due, first of all, to insufficient developed system services, lack of consumer understanding of the mission and goals of the company |
| Business image of the enterprise | The partners’ ideas about the Moscow-Efes Brewery CJSC do not fully correspond to the positive image, which is determined by the company’s insufficient information openness and lack of information about the goals and strategies of the enterprise |
| Internal image of the enterprise | The image of Moscow-Efes Brewery CJSC among its employees is not close enough to positive due to the weak information openness of management, unclear ideas of staff about the mission and tasks solved by the company, an undeveloped system of moral and material incentives for personnel, and an undeveloped system of social guarantees. |
| Social image of the enterprise | The general public is not sufficiently aware of the goals and strategic objectives of Moscow-Efes Brewery CJSC and the social campaigns carried out by the company, and is also not satisfied with the number of jobs provided |
| Image for government agencies | Representatives of the executive and legislative regional authorities have formed an image of Moscow-Efes Brewery CJSC that does not fully correspond to the positive one; the regional administration is not sufficiently informed about the goals and strategic objectives of the enterprise, and is not satisfied with the number of jobs provided |
Thus, the image of Moscow-Efes Brewery CJSC as a whole does not fully correspond to the positive one. For example, the general director’s ideas about the enterprise he heads in various parameters reflect his vision of a number of problems in a “rosy” light (although the final assessments of the structural components of the corporate image among experts and the management of the enterprise coincide).
Consumers have virtually no idea about the mission and goals of the enterprise; the level of quality of beer sold in the city's stores, as well as the services provided, do not contribute to the creation of a positive image of the enterprise.
The business partners of Moscow-Efes Brewery CJSC have absolutely no idea about the mission and strategic goals of the enterprise.
The staff of CJSC Moscow-Efes Brewery is not satisfied with the level of information openness of management, the system of wages and moral incentives, the provided social guarantees, and the corporate style of the enterprise. The lack of clear and clear ideas among staff about the mission and strategic goals of the enterprise deserves special attention.
At the same time, the general director’s views on these issues largely diverge from the staff’s views, which is quite typical for the owner-employee relationship.
The general public has unclear ideas about the mission and strategic goals of the Moscow-Efes Brewery CJSC enterprise. The general director's vision of the enterprise's image in the eyes of the general public is quite close to the real one.
The image of the enterprise in the eyes of representatives of regional, executive and legislative authorities does not fully contribute to the promotion of products on the market. If representatives of the regional administration consider the enterprise’s products to be significant for the region and are to some extent satisfied with the enterprise’s participation in the region’s social programs, compliance with the law at the enterprise, and information openness, then they do not have a clear idea of the mission and strategic goals of the enterprise.
Table 10.
Assessment of the image of JSC "Moscow-Efes Brewery" by consumers
| 1 | 2 | 3 | 4 | 5 | |||
| Location | Not profitable at all |  | Very profitable | ||||
| Range | No choice available |  | Rich, wide | ||||
| Product quality | Low |  | High | ||||
| Matching the assortment to customer needs | None | Large selection of modern products | |||||
| Price level | high | short | |||||
| Quality of service | Low |  | High | ||||
| Atmosphere trading floor | unfavorable |  | Very favorable | ||||
| Advertising and sales promotion | Virtually none | The most diverse |
Processing of the received questionnaires made it possible to summarize the opinions and assessments of respondents for each attribute, identify their attitude towards different stores and construct a semantic differential scale presented in the figure.
A study of competitors' positions shows that Moscow-Efes Brewery CJSC needs to maintain its existing image and continue to “construct” it.
To do this, it is necessary to improve such attributes as “richness of the assortment”, its “compliance with consumer needs”, as well as improve the “atmosphere of the sales floor” and “means of advertising and sales promotion”. This will allow the store to be clearly positioned in the target segment of “discriminating and wealthy consumers”, create competitive advantages and ensure the presence of regular customers whose needs coincide with the concept of Moscow-Efes Brewery CJSC.
It should also be taken into account that the choice of buyers depends on the degree of correspondence between the store’s image and the consumer’s own image. Many shoppers attribute specific categories of customers to individual stores and compare their image with the image they attribute to themselves.
When assessing the competitiveness of an enterprise, it is necessary to take into account the influence of the following factors: penetration of new competitors; threats of substitute goods appearing on the market; buyer capabilities; supplier capabilities; competition between enterprises that have already established themselves in the market.
Table 11
Map of image analysis of CJSC Moscow-Efes Brewery by individual elements
| Criteria for evaluation | +5 | + 4 | + 3 | + 2 | + 1 | 0 | -1 | -2 | -3 | -4 | -5 | ||||||||||
| Strategy | |||||||||||||||||||||
| Strategic goal orientation | |||||||||||||||||||||
| Planning system | |||||||||||||||||||||
| Management | |||||||||||||||||||||
| Market orientation | |||||||||||||||||||||
| Controllability | |||||||||||||||||||||
| Leadership style | |||||||||||||||||||||
| Competence | |||||||||||||||||||||
| Ability to innovate | |||||||||||||||||||||
| Administration | |||||||||||||||||||||
| Quality |  | ||||||||||||||||||||
| Accounting system |  | ||||||||||||||||||||
| Rationality |  | ||||||||||||||||||||
| Organization | |||||||||||||||||||||
| Organizational structure | |||||||||||||||||||||
| Using a computer | |||||||||||||||||||||
| Production | |||||||||||||||||||||
| Power | |||||||||||||||||||||
| Organization | |||||||||||||||||||||
| Rationality | | ||||||||||||||||||||
| Implementation | |||||||||||||||||||||
| Marketing | |||||||||||||||||||||
| Market strategy | |||||||||||||||||||||
| Quantity | |||||||||||||||||||||
| Quality | |||||||||||||||||||||
| Intensity | |||||||||||||||||||||
| Organization |  | ||||||||||||||||||||
| Sales | |||||||||||||||||||||
| Quality in the domestic market | |||||||||||||||||||||
| Quantity within the country | |||||||||||||||||||||
| Consumer Service | | ||||||||||||||||||||
| Delivery technology | |||||||||||||||||||||
| Offer | |||||||||||||||||||||
| Relevance | |||||||||||||||||||||
| Quality | |||||||||||||||||||||
| Breadth of assortment |
All ratings that are located in the “+” zone correspond to excellence; and in the “-” zone correspond to its most vulnerable places. The assessment of JSC Moscow-Efes Brewery shows that the most vulnerable places are not significant. An enterprise should pay attention to them in order to increase its competitiveness, improve production potential, and choose an operating strategy.
Thus, the analysis showed that Moscow-Efes Brewery CJSC is a highly competitive enterprise. Availability weaknesses enterprise indicates insufficient analysis of marketing activities and lack of qualified personnel in this area. Elimination of deficiencies will lead to increased demand for products, increased efficiency of the enterprise and improved financial condition.
When summing up for each question, we note the letters that were indicated in the questionnaire. Then for each column we count the number of points (marked letters).
The obtained indicators for assessing all components of the corporate image of Moscow-Efes Brewery CJSC are summarized in table. 12
Table 12
Initial data for calculating the overall image assessment indicator
Based on the value of this indicator, we can conclude that the degree to which the image of Moscow-Efes Brewery CJSC belongs to high is 0.74, and to low – 0.26.
The profile of JSC Moscow-Efes Brewery shows that it has sustainable advantages in such attributes as “quality of goods” and “quality of service.” It can be concluded that Moscow-Efes Brewery CJSC has the image of an enterprise with high-quality and useful products.
In this regard, it is impossible not to mention that when forming an image, it is necessary to take into account its emotional, sensory perception. An image is often created through certain associations that arise in the minds of consumers. Therefore, in advertising messages positioning trading enterprise in the market, it is effective to use the “testimony” technique, when a well-known and popular person in the target segment “testifies” in favor of the advertised enterprise. An interesting question is the relationship between the image of the product and the image of the store. Research shows that store image plays a role minor role, if the trademarks present in its assortment have clearly defined positions. On the contrary, the weaker the brand’s “personality” is expressed, the greater the role the enterprise’s image begins to play.
And finally, one cannot fail to note the importance of choosing the right name for a product in order to create its image. The task is not only to create an image that is understandable to customers, but also to be able to express it in the corporate name and other elements of the corporate identity.
The construction of an external image of an enterprise is guided in its activities by an ill-considered strategy, which is focused not on the properties of the product, its novelty and demand, but mainly on its purchase price. In other words, the marketer, together with the managers of Moscow-Efes Brewery CJSC, when planning the purchase of goods, mainly decide where to buy this or that product cheaper, but due attention is not paid to the issues of its properties. This often leads to the fact that an enterprise enters into contracts with dubious suppliers, who sometimes violate the delivery terms specified in the contracts, and the products they supply sometimes turn out to be of inadequate quality or configuration. As a result, the image in the eyes of consumers declines.
A study of the corporate culture and image of the organization that has developed at the enterprise showed that the negative past experience gained by the company’s personnel as a result of ongoing innovation processes (spontaneity, poor organization and low innovation performance) contribute to the formation of a generally negative attitude towards the introduction of new management methods. At the same time, the presence in the corporate culture of the necessary positive values (responsibility, motivation, team spirit) makes it possible to predict the successful implementation of new management methods if the necessary organizational conditions are created for this.
Chapter 3. Measures to improve the corporate culture in the image of CJSC Moscow-Efes Brewery
3.1. Development of proposals for improving the corporate culture of CJSC Moscow-Efes Brewery
As you know, corporate culture is an element of the internal image of an organization.
At ZAO Moscow-Efes Brewery, as our research has shown, organizational culture is managed through public statements and personal example from top management; through the manipulation of symbols and things in the material world of the organization. This section provides a number of recommendations for making changes in the company's culture, the implementation of which can help strengthen corporate spirit and maintain the image of the organization.
Changes in the content of the culture of JSC MOSCOW-EFES BREWERY are required, since the existing culture in the organization does not contribute to changing behavior to the state necessary to achieve the desired level of organizational effectiveness.
In other words, this is required with significant and dynamic adjustments to the “rules of the game,” which include the following:
1.
improving organizational effectiveness and morale;
2.
a fundamental change in the organization's mission;
3.
increased international competition;
4.
significant technological changes; important changes in the market;
5.
acquisitions, mergers, joint ventures;
6.
rapid growth of the organization;
7.
transition from family business to professional management;
8.
entry into foreign economic activity.
Over time and under the influence of circumstances, culture can undergo changes. Therefore, it is important to know how to make changes in such a series. Methods for changing an organization's culture are consistent with methods for maintaining culture. These include:
changing objects and subjects of attention on the part of the manager;
changing crisis or conflict management style;
redesigning roles and changing focus in training programs;
changing incentive criteria;
change of emphasis in personnel policy;
change of organizational symbols and rituals.
Changes in the organizational culture of JSC MOSCOW-EFES BREWERY must be carried out in three aspects: changes in socio-psychological culture, economic culture, legal culture and political culture.
Within these directions, the main elements that need to be changed in the organizational culture of JSC MOSCOW-EFES BREWERY may be the following:
1. Language: in almost all situations, language plays a role as a means of communication decisive role. The language at such an enterprise as CJSC MOSCOW-EFES BREWERY always allows one to draw a conclusion about culture, and without special effort, it all depends on how carefully people listen or read. With its help, culture is transmitted and formed.
Culture, that is, value orientations, norms, written and unwritten laws, official and unofficial exchange of information, are instilled in the enterprise not only on special occasions, but also in everyday life. In practice, however, two trends can perhaps be distinguished.
1). Informal exchange of opinions often turns out to be faster and more reliable than formal ones. It is not without reason that its significance today seems to have been rediscovered and now its development is partially promoted even officially.
Many people, when getting together, most willingly talk “about business.” During desk conversations, conversations in the dining room, evening exchanges during meetings and seminars, contacts on festive event, over a glass of beer - with all these opportunities, culture spreads unnoticed and probably unintentionally.
This form of obtaining information, by shortening the route, often precedes official informing of employees. It is also considered more reliable, since the person from whom it is received is usually a personal acquaintance. In addition, in a personal conversation, you can communicate completely different things, you can talk about the background, make assumptions, rumors, that is, those needs that are not satisfied in an official way are satisfied.
2). Oral information and exchange of opinions tend to be much more effective than written announcements, circulars, instructions and educational posters. It is impossible to communicate using a brochure about the main activities. In accordance with the motto “What is written in black and white, you can safely take home,” there is often a fatal tendency when what is finally formulated and finally printed becomes practically unnecessary. There is no longer any need to show any special concern, because you already have everything you need in printed form.
2. Slogans, even if they are exquisitely primitive, will allow JSC MOSCOW-EFES BREWERY to form a fairly complete idea of what core values are highlighted by the enterprise, or what impression, sometimes completely independent of reality, it strive to impress others.
Planning systems, such as, for example, management of the ultimate goal, in their content reflect very specific cultural parameters. However, the process associated with this, that is, the functioning of these systems, makes it possible to draw a conclusion about the style of relations adopted in the organization. How open and honest, or how tactful and obedient, are people in the process of setting ultimate goals?
3. Legends of JSC MOSCOW-EFES BREWERY. Developed corporate cultures quickly develop a fairly diverse mythology. The basis of mythology is the linguistic component - language. The substantive part of the mythology of enterprises exists in the form of metaphorical stories and anecdotes that constantly circulate in the enterprise.
4. Factory games and maneuvers. Perhaps the following situation is not new: someone is sitting with colleagues from other departments in a meeting where a new project is being discussed. The conversation is conducted in a businesslike manner, there is an intense discussion about numbers and facts. Nevertheless, our “someone” is increasingly creating the impression of the unreality of what is happening. The meeting cannot get off the ground; for a quarter of an hour the participants have been marking time, although their ardor has in no way cooled down. At this moment, “someone” resorts to a trick, namely, he asks the obvious question: what, strictly speaking, are we talking about, numbers or interpretation? And suddenly “someone” sees that in reality they were talking about something completely different, namely questions like “Who is right?”, “Who is more important?”, “Under whose leadership will the project be developed?” or “Who should obey whom?”
5. Rituals, rituals, customs, traditions. The synthetic form of culture are rites, customs, traditions and rituals, i.e. what are called patterns of behavior. Rituals are standard and repeated team events held at a set time and on a special occasion to influence the behavior and understanding of employees of the organizational environment. The power of the ritual lies in its emotional and psychological impact on people. In a ritual, not only the rational assimilation of certain norms, values and ideals occurs, but also empathy for them by the participants in the ritual action.
The most typical example of this is in ordinary life are negotiations on the conclusion of tariff agreements, especially when this was preceded by workers' protests. Drama prohibits coming to an agreement during the working day. No, we must fight all night, and the new tariff agreement must be signed, if possible, shortly before dawn, so that the union representatives and employers, completely exhausted, can appear in front of the television cameras at first light.
6. There are many popular beliefs that if the symbol or mascot of an organization is chosen successfully (taking into account the mission, goals), then undeniable success awaits it. Well-chosen symbols also convey the core values of the organization.
Role models easily implement symbolic management designed to promote new ideas. This refers to actions, manner of action and staging that, without unnecessary words become understandable to others, indicate changes taking place, explain the essence of the matter and place emphasis appropriately.
Improving the organizational culture of JSC MOSCOW-EFES BREWERY involves a more subtle and complex orientation in the external environment, which can ensure increased responsibility of the enterprise to society and a more accurate accounting of changes in the external environment. The plant needs to switch to a new paradigm, the meaning of which is to spread the belief that the success of the enterprise is determined primarily by the internal rational organization, cost reduction, and identification of reserves within production. Under the new paradigm, JSC MOSCOW-EFES BREWERY should be considered as an “open” system, and the main prerequisites for success are an adequate response to environmental influences. Orientation to external signals, including “weak” ones, leads to innovative activity of the company, which will manifest the socio-economic responsibility of the organization. It can be argued that for the success of a modern enterprise, which JSC MOSCOW-EFES BREWERY wants to be, it must be led by a team of top managers with a well-established innovative culture.
In this regard, the task arises to compare the strategic tasks facing the enterprise ZAO MOSCOW-EFES BREWERY, the influence on these tasks of the existing organizational culture and possible influence to implement the strategic objectives of the new innovative culture.
The most important strategic objectives identified during the analysis are compared with the elements of the organizational culture of JSC MOSCOW-EFES BREWERY and are shown in Table 13.
From the table data it follows that only the new innovative culture The enterprise is able to contribute to the implementation of new strategic goals and objectives of the enterprise with the least expenditure of various resources.
Table 13.
Comparison of strategic objectives and elements of organizational culture
| Strategic objectives | Existing organizational culture | Required organizational culture (innovation culture) |
| Increasing sales volumes in domestic and foreign market | Helps maintain the same rate of growth and development. Inhibits penetration into new markets. | Promotes the manifestation of initiative and creativity, the formation of a development program. |
| Development of a new marketing program | Maintains previous positions, allows you to adapt, slows down the development of relationships with potential clients | Develops and promotes the organization forward, allows you to expand the company’s client base based on the use of marketing technologies, and has an individual approach to each client-customer |
| Development of a personnel management strategy that promotes the manifestation of initiative and the formation of an active position of personnel | Supportive traditional values a culture that limits staff initiative | Forms new principles of personnel policy aimed at creating an active position of personnel that supports innovation, motivates innovation and self-realization within the enterprise |
| Enterprise mission statement | Avoids formulating a mission and uses traditional approaches to defining development goals and objectives | Helps determine the philosophy of enterprise existence in the new conditions of post-industrial society |
| Increased investment in R&D | Supports innovation at the level of modernization of previous equipment and products, aimed at consistent changes and improvements | Promotes R&D with minimal costs of material, time, and human resources |
| Training and advanced training of senior management personnel | Inhibits the development of senior personnel and maintains them in a stable state | Creates a desire to develop and develop an enterprise, promotes self-education and self-realization |
| Attracting young workers | Does not allow young initiative workers to develop in the conditions of a large industrial enterprise. | Helps attract young initiative workers who are able to realize themselves in achieving the goals and objectives of the enterprise. |
Organizational culture can be consciously changed by the management of JSC MOSCOW-EFES BREWERY or another influential group of employees.
This process is extremely complex and time-consuming, requiring extraordinary leadership skills, perseverance, patience, and strategic thinking from the people managing it.
The preparatory stage of changes includes:
Related information.
The corporate culture of a company, especially one that was formed a long time ago and has remained unchanged since then, may require adjustments in accordance with the requirements of today and market realities. In this case, all changes should be carried out only on the basis of diagnostics of the company’s corporate culture, which will help determine the right direction of work to adapt it.
From the material you will learn:
- When diagnosing a company’s corporate culture;
- What methods of diagnosing corporate culture to use;
- How diagnostics of corporate culture will help you understand what employees want;
- How to unite staff using corporate culture diagnostics.
When to diagnose a company's corporate culture
A whole range of signs may indicate that the existing corporate culture of a company has ceased to correspond to the realities of the time. This includes high staff turnover, low motivation and loyalty of staff, low labor productivity, lack of team spirit, general decadent mood, etc. At the first manifestation of one of these signs, it is necessary to diagnose the company’s corporate culture and determine how effective it is and to what extent corresponds to the strategic objectives facing the organization.
We will tell you in this article how you can diagnose organizational culture and what you should pay special attention to.
Methods for diagnosing corporate culture
When the company's management has questions and complaints about the existing organizational culture, when it becomes clear that it does not meet the requirements of today, it needs to be adjusted or a new one formed. But, before changing anything, it is necessary to diagnose the corporate culture and identify the problems and areas in which action needs to be taken.
In some cases, to diagnose corporate culture, it will be enough to observe the team and internal relationships, in some cases, interview employees and find out from them what shortcomings they see in the proposed system of corporate values, and in some cases, find out the opinion of managers.
Be that as it may, it is necessary to understand how effectively the main mechanisms for transmitting corporate culture, which are presented in the figure below, operate in the enterprise.
You can correctly diagnose a company’s corporate culture only by completely immersing yourself in it, talking with a large number employees - from managers to line personnel, finding out their needs and determining how much they differ from the real state of affairs. If such an analysis has shown that corporate values influence the activities of employees and are shared by the majority of the company’s personnel, we can say that the organizational culture is working. It is also important to understand how it affects the mood of employees and how, in turn, it is affected by non-perception by some team members.
You can view the corporate culture template
To diagnose corporate culture, methods and models proposed by K. Cameron and R. Quinn, F. Trumpenaars, G. Hofstede, K. Levin are also used. They should be used taking into account the fact that corporate culture has many levels and traditional quantitative and qualitative methods can be used to study the surface level (room design, dress code, traditions, emotional atmosphere): surveys, focus groups. The main difficulties may arise during research basic values personnel. In this case, you can use the case method, assessment center, N. Tichy’s matrix, business games, and other methods of personnel assessment and self-assessment.
How diagnosing corporate culture will help you understand what employees want
Conducting a written survey in which all employees of the enterprise will take part will help to understand the needs of the staff. It is necessary to draw up a questionnaire and make it, if possible, short but meaningful (a sample is given below). It may consist of either open questions, requiring detailed answers, and those that can only be answered “yes” or “no”. The questions should be clear, not allowing for double interpretation, and the form of the questionnaire itself should be convenient for subsequent processing.
In order for the results of diagnosing corporate culture to be reliable, before conducting a survey, it is necessary to explain to employees what is meant by the term “corporate culture.” This is necessary because many employees believe that having a voluntary health insurance policy, a membership to a fitness center, or foreign language courses is the corporate culture and corporate values. Very often, many people do not see the difference between the social package and corporate culture. You can, as an experiment, add to the questionnaire the item “What is, in your opinion, corporate culture?”, I think that you will be able to learn a lot of new things in this regard.
How to unite staff usingcorporate culture diagnostics
When diagnosing corporate culture and its subsequent adjustment, as well as when forming a new corporate culture, it is necessary to interact as closely as possible with leaders, both formal and informal, since their opinion is important for the majority of company employees. It is necessary to carry out explanatory work with them, involve them in the process and, thereby, immediately enlist their support, make sure that they accept the established rules and norms. In addition, leaders are, as a rule, people who have certain life experiences and have formed a system of views and beliefs, so they can bring something new, some unaccounted values and positive images into the process of creating a new corporate culture. Such people will become conductors of corporate culture, its personification.
Managers diagnosing corporate culture and forming new corporate values need to do this taking into account the scope of the company's production activities. For example, in those companies that operate in the services market, it is necessary to instill in staff respect and love for clients, and a sincere desire to help them. In such companies, values should be aimed at creating an atmosphere of customer focus, attention to the wishes and needs of customers, and the desire to do everything to make them satisfied. In manufacturing enterprises where stability is important to employees, values are associated with long-term cooperation and partnerships.
Once the corporate culture has been diagnosed, it will be easier to find the factors that unite the staff. Thus, in some companies, employees may be united by a possible external threat (for example, competition). True, the disadvantage of such a unifying factor is the short duration of this incentive - as soon as the threat ceases to exist, it is urgent to look for a new unifying factor.
conclusions
- All changes must be made based on a diagnosis of the existing corporate culture. You can determine in which direction the work should be carried out by surveying employees.
- The formation of a new and adjustment of the existing corporate culture should occur with the direct participation and approval of formal and informal leaders, taking into account the specifics of the enterprise's production activities.
- Identify employees who do not share any values or norms of the corporate culture, find out why this is happening and try to convince them.
Prerequisites for the formation of corporate culture at an enterprise.
The individuality of an enterprise, its difference from other enterprises, is determined by corporate culture . The corporate culture is based on the philosophy of the enterprise, which is chosen independently during its creation. It defines the ideas, views, and core values that must be supported by its employees. Values can be completely different depending on what underlies the activities of the enterprise: its own interests or the interests of individual employees. The development of corporate culture is necessary for the positioning of an enterprise in the market and for the development of its brand.
Main function corporate culture is to regulate relationships between people using principles of behavior, rules and norms. Culture gives the company a sense of stability, and its employees a sense of emotional involvement in the activities of the enterprise.
The importance of corporate culture grows in conditions of fierce competition, in which the sale of products becomes more problematic than their production. The main reasons that force modern enterprises to change their corporate culture are increased competition in commodity markets and expansion of enterprise activities (emergence of new divisions, branches, etc.).
Thus, corporate culture is not the last place in enterprise management. The main task of its formation is to support the changes that occur within the boundaries of the enterprise.
Analysis of factors influencing the formation of corporate culture.
To successfully form a corporate culture at an enterprise, it is important to consider the following:
The issues of forming a corporate culture are initiated by the top management of the enterprise, and its real guides are top and middle managers;
Before implementing any changes to business activity of the enterprise, and even more so before the formation of a new corporate culture, it is important to prepare or invite highly qualified specialists capable of dealing with this issue;
Before the process of introducing a new corporate culture, it is important to provide employees with the necessary information, formulate problems, and firmly determine the directions of undesirable development of the enterprise. At each stage of change, monitoring and adjustment must be carried out.
Factors that contribute to development
increased contact with the external environment and openness to new ideas;
analysis of customer needs;
research and analysis of the actions and achievements of competitors;
involvement of external consultants;
training of employees and managers outside the enterprise;
a rapidly changing, clearly structured but unreliable market;
pressure regarding the policy being implemented from external founders of the enterprise;
selection of personnel on an objective basis.
Factors that hinder development effective corporate culture:
concentration on external procedures and rules of the enterprise;
unclear criteria for assessing the success of an enterprise and its individual employees;
dominant position of the enterprise in the market;
low variety of work, strong conformism and clustering of work groups;
low professional mobility of management personnel, long work experience at one enterprise;
intuitive selection of personnel based on subjective evaluation criteria.
Thus, the main problems that force modern enterprises to form a corporate culture come down to increased competition, an increase in the variety of operations, expansion of the enterprise’s activities, the introduction of new technologies, etc.
Assessing the corporate culture of an enterprise.
A promising enterprise manager understands the importance of direct study and control of the enterprise environment, including the culture of the enterprise being carried out.
To analyze corporate culture, it is important to establish the level of its effectiveness in a certain period in order to be able to describe the state to which one should strive. The effectiveness of corporate culture can be assessed by determining all aspects of the enterprise’s activities in the market, namely:
consumer complaints;
complaints from company employees;
other complaints (for example, violation of obligations by management structures);
errors in management decisions;
efficiency of the enterprise;
boundary (critical) value of the enterprise's income level;
capital turnover;
violations of production and trade rules;
malfunctions, etc.
The collection of these facts can be ensured by personnel management (personnel management), as well as the marketing department of the enterprise.
The research can be carried out in the form of a questionnaire survey or personal interviews of enterprise employees.
To ensure objectivity, the study consists of two sections:
corporate culture through the eyes of an employee;
corporate culture from the enterprise's perspective.
Both sections contain identical questions for analysis; after analysis, the sections are compared and compared. If there are significant disagreements, then the likelihood of the existence of a subculture is high.
Such an analysis makes it possible to evaluate a specific type of activity or entrepreneurial activity generally. During analysis, it is very important that findings from previous studies do not influence the estimates obtained. Continuous data collection makes it possible to track the effectiveness of corporate culture and implement its effective principles in practice.
Determination of differences between national cultures in enterprise management.
Despite the fact that representatives of different nations have biological similarities, most of their features are unique. One of these traits is culture. A specific culture is formed in different social groups. Numerous studies indicate that there are differences in the attitude of different national cultures to certain values and attitudes. For example, the French are more sensitive to human relationships, but give preference to an authoritative management style. They are less disciplined than the Germans, who are proponents of organizational discipline. Americans prioritize long-term professional careers, personal development, and the quality of family relationships, building on an “individualistic culture” in which the “me” trumps the group “we.” Japanese managers put the interests of the company above all else. They are repelled by a collectivist culture.
If the enterprise employs employees of different cultural backgrounds, then the manager’s task is to take into account and regulate national stereotypes of behavior, establish relationships between different national groups workers within the boundaries of one enterprise, it should be taken into account that it is more likely mutual language employees of the same cultural and ethnic group will find better than those from different cultures.
Here are some fundamental features of national cultures that can influence the formation of interpersonal relationships within an enterprise, and, as a result, the effectiveness of enterprise management as a whole:
Characteristics of national stereotypes.
|
American national stereotype: pragmatism, goal orientation; rational use of time; individualism; communication skills; openness; separation of business and personal relationships; patriotism, etc. |
English national stereotype: business passion for achieving results; non-acceptance of abstract projects; demonstration of business qualities; self-esteem; respect for traditions and conservatism; composure in decision making, etc. |
|
French national stereotype: intellectualism, love of art, harmony and beauty; cowardice and indecision in the practical implementation of plans; commitment to conflicts when solving problems, unwillingness to compromise; freedom from conventions; attitude with humor to the most difficult situations; intelligence, etc. |
national stereotype of the Middle and Far East: community religious foundations culture; focus not on the result, but on the idea itself; rational use of time; desire to avoid conflicts and criticism; workmanship; respect for otherworldly forces; hard work; addiction to rituals; desire to mix business and family relationships and etc. |
|
Japanese national stereotype: combining hard work with an internal desire for beauty and perfection; quick adaptation to innovations; collectivism; politeness, delicacy, accuracy, pride and fear of “losing personality”, emotionality, quick response to criticism; sensitivity to verbal and non-verbal communication with a partner and slow reaction to the content of what was said, etc. |
Chinese national stereotype: submission, patience; humanity, intelligence, loyalty; creating the image of a “noble person”; lack of a strong enough desire for truth, honesty, contractual obligations |
Questions for the exam in the discipline “Economic Diagnostics”
Concept, essence of economic diagnostics.
Types of economic diagnostics.
Methods of diagnostic studies.
Diagnostic system.
Economic Diagnostic Toolkit
System of indicators for assessing the competitive environment of an enterprise.
Assessing the competitive environment of the industry.
Analysis of the attractiveness of the industry and determination of its prospects.
Features of the formation of a strategic position of an enterprise in a competitive environment.
The use of SWOT analysis in diagnosing the confrontation between competing enterprises in the market under study.
Features of PIMS analysis for studying the competitive strategy of an enterprise in the market.
Competitiveness of an enterprise: essence and methodological problems of study.
Factors influencing the competitiveness of an enterprise.
An algorithm for analytical assessment of an enterprise’s competitiveness on the market.
Comparative analysis of the competitiveness of enterprises (rating assessment).
The concept of competitiveness of enterprise products.
Diagnostics of product competitiveness indicators. Factors influencing the competitiveness of an enterprise's products.
Methodological basis for assessing the competitiveness of products.
Basic concepts of diagnosing the market value of property.
Features of the assessment of integral property complexes.
Management diagnostics: essence, algorithm of diagnostic examination.
Diagnostics of management structure.
Diagnostics of anti-crisis enterprise management.
The essence, content and constituent elements of the enterprise's potential.
Methods and forms of diagnosing the potential of an enterprise.
Diagnosis of an enterprise's potential based on rating analysis.
The concept of financial diagnostics of an enterprise, the need for its implementation.
Purpose, task and methodological basis of financial diagnostics.
Diagnostics of the financial condition of the enterprise.
Diagnosis of bankruptcy.
The concept of economic security, its types and characteristics of its constituent elements.
Diagnosis of the level of economic security.
The role of business intelligence in ensuring the effective operation of an enterprise in the market.
Prerequisites for the formation of corporate culture at an enterprise.
Analysis of factors influencing the formation of corporate culture.
Assessing the corporate culture of an enterprise.
Determination of differences between national cultures in enterprise management.
Over the quarter century of existence of the concept of “corporate culture,” many methods for diagnosing this phenomenon have been proposed.
Diagnostics of corporate culture according to Schein
To assess the corporate culture of an organization, E. Schein proposed a method based on the consistent diagnosis of group cultures of small groups that make up any organization4.
For each such group, the goals of the organization are formulated, and then a consistent discussion of the concept of culture corresponding to the achievement of these goals is carried out; identifying artifacts and defining organizational values. Artifacts and values are then compared to see if they match each other.
Then this procedure is carried out with the second and subsequent groups.
Based on the identified values of the groups, the shared assumptions that exist in the organization are determined.
Thus, Shine proposes the following sequence of group diagnostics of corporate culture:
- define a “business problem”;
- discuss the concept of culture;
- identify artifacts;
- define your organization's values;
- compare values and artifacts;
- repeat the process with another group;
- identify shared assumptions.
A comparison of the shared values determined as a result of such a complex process and the formulated goals of the organization makes it possible to identify their correspondence or inconsistency with each other.
In relation to M&A transactions, this means that we use the specified method to diagnose the corporate culture of the target company for its compliance with the goals of the combined company (in the case of a merger) or the acquiring company (in the case of an acquisition).
Diagnosis of corporate culture according to Cameron-Quinn
Cameron and Quinn proposed assessing corporate culture using a method they called the Organizational Culture Assessment Instrument (OCAI)5. The purpose of this tool is to identify the existing culture of the organization and determine the culture that members of the organization want to build so that the organization corresponds to the predicted state of the external environment.
The OCAI method is based on a questionnaire that requires individual responses to six items. In the Cameron-Quinn version, these six points are formulated as follows:
- the most important characteristics;
- general leadership style in the organization;
- employee management;
- the connecting essence of the organization;
- strategic goals;
- success criteria.
Each of the six items has four answer options (D B, C, D); in this case, the assessment methodology assumes that the researcher distributes 100 points among possible answers.
Further operations with the received answers are based on the use of a theoretical model called the “competing goals framework.” This model assumes as key aspects classification coordinates “internal control and integration - external positioning and differentiation” and “flexibility and individualism - control and stability”. In these coordinates, the types of corporate cultures proposed by Cameron and Quinn were called CLAN, ADHOCRACY, HIERARCHY and MARKET (Fig. 3).
Each quadrant in Fig. 3 represents a set of certain values and basic assumptions, i.e. those elements that characterize corporate culture. Numerous experimental confirmations of the described model allowed Cameron and Quinn to conclude that the OCAI tool can fairly reliably diagnose “the dominant orientation of an organization based on these core types of culture.”
Practical significance The OCAI instrument in relation to M&A transactions is as follows.
If, as a result of diagnosing the corporate cultures of the merging organizations, it turns out that they belong to types located in the same quadrant of the “framework” (Fig. 3), then the chances of success of the merger are very high.
If the types of corporate cultures are located in diagonal quadrants (for example, “clan” and “market” or “bureaucracy” and “adhocracy”), then the chances of the merger being successful are close to zero.
The location of the types of diagnosed crops in adjacent quadrants of the “framework” allows us to conclude that it is necessary to carefully develop an integration plan for the merging companies.
The diagnostic methods described above allow us to obtain a very accurate assessment of the corporate culture of the target company. The disadvantages of both of the procedures described above are the significant time (especially for E. Schein’s method) of analysis.
Nevertheless, these methods can be used in relation to M&A transactions, especially in cases of inclusion of the target company in the operational management holding company6, when the involvement of the corporate center in the activities of the acquired company is very large and the issue of compatibility of the corporate cultures of the two companies becomes very relevant.
Application of system diagnostic methods
In some cases, the system diagnostic methods described in the previous article can be used to assess the corporate culture of the target company.
In this case, the use of an organization model (let’s take Weisbord’s “six cells” model for clarity) in combination with the method of partially focused interviews allows us to draw certain conclusions about the mutual correspondence of the corporate cultures of the target and acquiring companies.
Example 1. Company "Kombinat"
A diversified holding (production of polyethylene film, commercial real estate management and anti-crisis consulting) decided to expand its production activities and acquired a controlling stake in a large plant for the production of artificial films and packaging in the Central region. When planning the acquisition, the owner of the holding formulated the strategic goals of the association as follows:
- increase market share by acquiring the target company;
- reduce fixed costs by combining the sales systems of the holding and target companies and by selling non-core assets;
- reduce variable costs due to economies of scale when purchasing raw materials;
- increase market value the merged company through the implementation of the first three goals.
At the time of acquisition, the Plant had serious debts to the Bank; a significant part of the shares was dispersed among the employees of the Plant (privatized under the second form). The advantages of the transaction for the acquirer include relatively new equipment; The disadvantages are the presence of numerous “subsidiaries” operating on the premises and equipment of the Plant, significant “social services” and non-productive assets. Considering the high social significance of the Plant (the enterprise is a city-forming enterprise), the buyer secured the consent of the regional administration to take over the target company, as well as the Bank’s consent to extend the loan. After acquiring the Plant, the Holding took over the operational management of finance, sales and purchasing services. To achieve strategic goals, financial and commercial directors, the sales policy is completely determined by the “parent” company. In the near future, the Holding's management plans to replace all top managers of the enterprise, and in the longer term - to switch to strategic management subsidiary company. The first year of work after the completion of the acquisition deal revealed the problem of inconsistency between the corporate cultures of the parent (Holding) and subsidiary (Kombinat) companies.
The holding, in terms of the degree of intervention in the internal affairs of its subsidiaries, is an operational holding with a fairly developed structure and financial management skills. In a holding company, the system for making a significant number of decisions relies directly on the owner, while the company lacks the skills to manage large-scale production. According to the Cameron-Quinn classification, the corporate culture of a holding company belongs to the class of clan cultures. Over a long period of time, the plant developed in the same way as most Russian privatized enterprises: top managers accumulated a controlling stake in their hands; A large number of “subsidiaries” arose, with the help of which both profits from core activities and financial flows from non-core activities were withdrawn from the Plant. According to the Cameron-Quinn classification, the corporate culture of the Combine belongs to the hierarchical class.
As follows from the above, the location of the types of diagnosed crops in adjacent quadrants (in this case, CLAN and HIERARCHY) allows us to conclude that it is necessary to carefully develop a plan for integrating the Plant into the structure of the Holding. Neglecting such a plan, given the shortage of qualified top managers with the skills to integrate the acquired enterprise into the structure of the acquiring company, can lead to very negative consequences.
Example 2. Commercial bank
Two large local commercial structures decided to acquire a regional bank, which had previously been a subsidiary of a large “Moscow” bank for several years. The corporate culture of the new owners can be characterized as a kind of combination of CLAN and ADHOCRATY (Fig. 3). Diagnostics of the management system and corporate culture of the Bank a year after the takeover allowed us to draw the following conclusions:
1. The Bank’s shareholders and top managers have not determined a general approach to its development - whether it should be a tool for solving the business problems of companies owned by shareholders (“corporate bank”), or whether it should be an independent player operating in the competitive banking services market and increasing its capitalization (" open bank"). Therefore, when making operational decisions, the Bank's managers proceed from their own understanding of its strategy.
2. A change of owner and the associated arrival of new people to the management team in any company inevitably creates a division into “old” and “new”.
3. Lack of communication management leads to the fact that employees do not have the impression that they work in a single organization and that the success of the entire organization depends on their daily work.
4. The labor market in the region is experiencing a significant shortage of bank employees, so luring employees from one bank to another is practiced. The inability to keep employees from moving to another organization turns the Bank into a talent forge for the industry in the local labor market.
5. The discrepancy between leadership in the Bank and the level of personnel development is also a serious problem, which was studied from the point of view of the Hersey-Blanchard situational theory (Fig. 4). Under the previous leadership, which was characterized by a strict authoritarian management style (S1), the Bank selected personnel that corresponded to this style (R1), and the combination of these two styles was effective. With the arrival of new shareholders and the change of management of the Bank, the leadership style in the Bank changed to the S2 style, characterized by significantly less authoritarianism and direct control. The staff remained virtually the same (R1). This led, as interviews with Bank managers confirmed, to a decrease in the level of executive discipline: you can not do something or do it at the wrong time, and no sanctions will follow for it.
6. The corporate culture of the Bank is a BUREAUCRACY.
One of the recommendations that can be given to the new owners is not to try to integrate the Bank into the structure of existing financial and industrial groups, but to develop the Bank as an independent business unit associated with the specified financial and industrial groups only by common owners.
Modern political process in the SD: federal and regional components. – Buchkin
Diagnosing the corporate culture will help to assess the possibility of implementing the company's strategy and decide whether to change goals and objectives or build a different corporate culture that meets the new strategy. Today, this tool is receiving increased attention in the professional community of personnel management specialists, since the effectiveness of its use is confirmed by the experience of many companies.
Poor relationships between employees and an unfavorable work climate have a negative impact on productivity and, consequently, on the company's performance. At the same time, leadership's corporate spirit, mutual understanding and support both horizontally (between employees) and vertically (between managers and subordinates) are the key to the successful achievement of strategic goals.
To effectively manage a company, you need to know its corporate culture and be able to influence it. That is, it is necessary to understand which elements of the existing culture need to be developed and which ones to abandon.
It is important to comprehensively evaluate the organization of business processes and the effectiveness of employee interaction in them. For this purpose, diagnostics of corporate culture is used. Moreover, this tool can be used to solve current business problems (for example, how to increase the level of staff loyalty) or strategic ones (increasing market share, increasing profitability).
Diagnosis of corporate culture has also proven itself in predicting the company's potential for carrying out various changes (structural transformations, mergers, acquisitions, arrival of new owners, introduction of a new information system, etc.).
Meanwhile, the main goal of diagnosing corporate culture is to create a basis for making management decisions.
Daniel Denison model
There are several methods for diagnosing corporate culture. The most popular, perhaps due to ease of use, is the Daniel Denison model. Professor of Organizational Development at the International Institute of Management Development in Lausanne (IMD) (Switzerland) studied the interaction between organizational culture and organizational performance. The result of diagnostic studies was a model named after him. Today it is used by more than 1,200 organizations around the world, including in Russia.
According to Denison's model, corporate culture is characterized by four interrelated factors (parameters) - involvement, coherence (consistency), ability to adapt and the company's mission. Each of them has components.
Thus, the mission defines the strategy, goals and objectives, as well as the vision of the company. Coherence - coordination and integration, agreement, core values. Involvement ensures team orientation, development of capabilities, transfer of authority. Adaptability - creation (change), customer orientation, organizational learning.
Diagnosing corporate culture begins with collecting information about the organization. Each employee is asked to fill out a questionnaire. It contains four groups of questions (statements) on the main factors. Each group has three subgroups (see example). All statements are rated on a five-point scale (from 1 to 5 points).
After the questionnaires are completed, an arithmetic mean is calculated for each subgroup - an index that can be presented as a percentage (the maximum index value is 5 points, or 100%).
Processing the results
According to Denison's model, corporate culture can be represented as a circle (Figure 1). A horizontal line divides organizational dimensions into internal and external focus. Engagement and alignment characterize internal processes in the organization, and adaptability and mission are external.
A vertical section of the circle draws a line between a flexible organization (left half of the picture) and a stable one (right half of the picture). Engagement and adaptability drive organizational agility and propensity to change. And coherence (consistency) and mission determine the organization’s ability to be stable and manageable.
Mission and alignment have a greater impact on financial indicators, such as ROA (return on assets), ROI (return on investment) and ROS (return on sales). A Mission and Alignment Index score of 3 to 4 typically indicates high returns on investments, assets, and sales, as well as the operational strength of the organization.
Alignment and involvement (internal focus) influence quality, employee satisfaction and return on investment. Similarly, the value of the indices of these parameters from 3 to 4 indicates a high level of product quality, a lower percentage of defects and rework, proper allocation of resources and a higher level of employee satisfaction.
Engagement and adaptability impact product development and innovation. An index of these parameters in the range from 3 to 4 points means a high level of innovation in production and service, creativity, quick response to the changing desires and needs of both clients and their own employees.
Adaptability and mission (external focus) influence revenue, sales growth and market share. When the values of these parameters are from 3 to 4 points, the organization is likely to experience constant sales growth and an increase in market share.
Thus, the Denison model, used to diagnose a company’s corporate culture and process survey results, helps company management answer the questions:
do we know what we are doing;
How coordinated are our actions;
Do we have organizational flexibility;
How involved are employees in the development of the company?
In addition, the results of the survey allow you to build a corporate culture that corresponds to strategic goals and is necessary for the company to achieve them, and helps to identify “levers of change,” plan culture changes, implement and track them (Figure 2).
FOR YOUR INFORMATION
Corporate culture helps:
create a decision-making system in the company;
set directions of activity;
manage employee behavior;
influence the effectiveness and productivity of personnel.
Questions (statements) of Denison’s questionnaire characterizing the company’s mission:
1. Strategy:
- the organization has a clear mission that gives meaning and direction to our work;
- the organization has a long-term goal and direction of activity;
- I am clear about the strategic direction of the organization;
- the organization has a clear strategy for the future;
- An organization's strategy causes other firms to change their competitive strategies.
2. Goals and objectives:
there is complete agreement on the goals of the organization between employees and managers;
organizational leaders set far-reaching but realistic goals;
organizational leaders speak formally, publicly and openly about the goals that employees are trying to achieve;
we continuously monitor our progress against our established goals;
employees of the organization understand what must be done to succeed in the long term.
3. Vision:
we in the organization have a shared vision of the future of the organization;
the organization's leaders are future-oriented;
short-term goals rarely conflict with the organization's long-term orientation;
our vision of the future encourages and motivates our employees;
we are able to solve short-term problems without compromising our long-term prospects.