Course work: Assessment of the organizational culture of the enterprise LLC "Telecom". Identifying the basic principles of values. Concepts and definitions of organizational culture

15.04.2019

Introduction

Organizational culture is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization, development prospects. A person’s organizational culture is influenced by habits and inclinations, needs and interests, Political Views, professional interests, moral values, temperament. To the elements of the components organizational culture The following personality qualities include: a positive reaction to people in power, a desire to compete, the ability to persuade, the desire to play the role of an informal leader, tolerance for routine administrative work.

Today, an organization's culture is considered a major factor in its competitiveness, especially when it is aligned with strategy.

Culture is systemic and covers all aspects of an organization’s life (therefore, it is the most stable factor that cements it). It is the context within and under the influence of which all organizational processes take place.

The influence of culture is determined by the breadth and depth of its coverage of the organization, the degree of recognition of its foundations by people.

Culture is usually developed both in the process of interaction between members of an organization and under the influence of the social and business environment, national-state and ethnic factors, and mentality. Today, people often create culture, norms and rules themselves rather than passively accept them.

Successful organizations have their own culture that drives them to achieve positive results. Organizational culture allows you to distinguish one organization from another, creates an atmosphere of identification for members of the organization; generates commitment to the organization's goals; strengthens social stability; serves as a control mechanism that guides and shapes employee attitudes and behavior.

Organizational culture, on the one hand, is quite stable and traditional, but on the other hand, it is in constant development. Its inability to change, as well as attempts to do so abruptly and violently, threaten the stability of the organization.

The purpose of this course work is to study such a concept as organizational culture and consider the types of organizational cultures.

The following tasks were set during the study:

– give the concept of organizational culture and consider its main types;

– analyze organizational culture using the example of OJSC Rosneft, its structure and content;

– consider the management of the organizational culture of the enterprise in question.

Scientific, periodical, and regulatory sources were used to write the work.

1. Organizational cultures: concept, types and functions

1.1. The concept of organizational culture

To date, no unified interpretation of the concept of “organizational culture” has been developed; however, we can focus on the following definition, which summarizes the proposed options.

Organizational culture is a set of the most important provisions applied by members of an organization and expressed in the values and norms declared by the organization, giving people guidelines for their behavior and actions. These value orientation means are transmitted by the individual through the “symbolic” means of the spiritual and material intra-organizational environment.

Until the beginning of the 1980s. Organizational scholars have not paid serious attention to the concept of organizational culture. As such, this is one of the few areas in which science can lead practicing managers to independently identify the critical factor influencing organizational performance. In most cases, practice is guided by research, and scientists focus mainly on the description, explanation and construction of those models of the phenomenon of organization itself. However, organizational culture continues to be an area where conceptualization and research provide managers with guidance in finding ways to improve the effectiveness of their organizations.

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 ingrained in their heads. Culture gives employees a sense of identity, carries unwritten and often taken-for-granted instructions about how things can be achieved in an organization, and contributes to the stability of the social system in which people live on a daily basis. Unfortunately, people are not aware of their culture until it becomes a hindrance to them, until they experience a new culture in own experience or until it manifests itself publicly or becomes clearly visible through the prism of some principle or model. That's what main reason organizational culture has been ignored for so long by managers and scientists. In most situations, it simply does not reveal itself clearly.

There are, of course, many types and levels of culture influencing the behavior of individuals and organizations. In the broadest sense, the highest level should be considered global cultures, for example the cultures of world religions or the culture of the East. Researchers such as G. Hofstede, Aiken and Bacharach, and F. Tromperaars have reported marked differences across continents and countries based on certain key dimensions. For example, national differences between countries are examined along the dimensions of universalism - originality, individualism - collectivism, neutrality - emotionality, specificity - vagueness, achievement orientation as opposed to attribution of merit, emphasis on the past as opposed to the present or future, and internal versus external focus of culture.

On a smaller scale, there are subgroup cultures defined by gender, e.g. by the difference in the vision of the world between men and women, for example, by J. Martin, or on the basis of race, as in the work on the differences between the cultures of blacks and whites by T. Cox. It is appropriate to recall the data from the analysis of industrial cultures (for example, the work of G.W. Gordon is devoted to competitiveness, historical development, core technology and consumer requirements as a factor influencing the cultures of various industries). Each culture usually manifests itself in the uniqueness of language, symbolism, norms of behavior and national feelings.

The culture of the organization is narrower. My work is aimed at her level. An organization's culture is found in what it values, its leadership style, language and symbols, procedures and routines, and how success is defined. In other words, everything that determines the unique character of the organization.

Internal structural units of an organization, such as functional units, hierarchical levels, and groups, may also have their own unique culture. For example, inhibition of coordination and integration processes or difficulties in the implementation of organizational activities are often the result of a clash of cultural differences between structural units. Thus, in many organizations you can often hear about conflicts between marketing and production departments, and disparaging remarks addressed to curly-haired HR department employees. One of the reasons is that each individual structural unit often develops its own vision of prospects, accumulates its own set of values, and forms a culture unique to it. It is not difficult to understand how such cultural differences can make an organization fragmented and make it impossible for it to achieve high levels of performance. In other words, overemphasizing cultural differences between departments can contribute to alienation and conflict.

It is important to keep in mind that each structural unit also contains elements of culture that are typical for the organization as a whole. Just like a program, where each unique element of the image contains in addition to its own characteristics the characteristics of the whole image, subcultures of divisions also include core elements of the culture of the organization as a whole, while simultaneously having their own unique elements. At the core there is always some connecting entity responsible for the unity of the organization. For this reason, when assessing the culture of an organization, one can either focus on the organization as a whole as a unit of analysis, or look at the cultures of its various units, identify the common dominant attributes of the units, and then combine them. This combination of approaches can provide a rough estimate of the overall organizational culture.

1.2. Types and functions of organizational cultures

Power culture. In this organization culture special role plays the leader, his personal qualities and abilities. Organizations with this kind of culture tend to have a rigid hierarchical structure. Recruitment and promotion up the hierarchical ladder are often carried out according to the criteria of personal loyalty. This type culture allows the organization to quickly respond to changing situations, quickly make decisions and organize their implementation.

Role culture is characterized by a strict functional distribution of roles and specialization of areas. This type of organization operates on the basis of a system of rules, procedures and performance standards, compliance with which must guarantee its effectiveness. The main source of power is not personal qualities, but position occupied in the hierarchical structure. Such an organization is able to operate successfully in a stable environment.

Task culture. This type culture is focused, first of all, on solving problems and implementing projects. The effectiveness of organizations with such a culture is largely determined by the high professionalism of employees and the cooperative group effect. Greater power in such organizations belongs to those who this moment is an expert in a leading field of activity and who has maximum number information. This culture is effective in cases where the situational requirements of the market are decisive in the activities of the organization.

Personality culture. An organization with this type of culture brings people together not to solve some problems, but so that they can achieve their own goals. Power is based on proximity to resources, professionalism, and the ability to negotiate. Power and control are coordinating in nature.

The concept of “organizational culture” is closely related to the concepts of “ civic culture" and "corporate culture". Many researchers and practitioners prefer to use these categories to refer to wide range phenomena characteristic of the organization. Corporate and civic culture represent two different stages of organizational development. Their fundamental differences are shown in Table 1.

Corporate culture is a culture of competition and struggle (for dominance in the market). In order to achieve its interests, the organization is ready to accept almost any costs of a moral and psychological nature that do not directly affect the economic and legal foundations of its existence.

Corporate culture is characterized by the perception of the organization as a living organism, the viability of which more important than fate every single person. This organism lives by its own laws and unites people on the basis of common values and norms into a single plan or “family”. This view of the body excludes or limits the autonomy and freedom of workers, who are subject to the rigid need to achieve the organization's goals.

The civic culture of an organization assumes that the market is a space for constructive interaction with equal partners. Competitiveness is secondary here. The main thing for an organization is not domination or victory over weaker opponents, but expanding the space for cooperation, creating conditions for self-realization in certain areas of professional activity.

Civic culture develops gradually, overcoming various barriers, including bureaucratic and departmental ones. It becomes obvious at the stage of post-industrial society, when the benefits of a new way of life, thinking and action, open to dialogue and productive interaction with other cultures, appear.

Table 1. Characteristics of types of organizational culture

Culture development indicator	Type of organizational culture
Culture development indicator	corporate	civil
Orientation	Mainly regulated and regulated inner life organizations	Aims to integrate the organization into the broader civil society
Degree of openness	A closed (or semi-closed) system that limits the “entry” of outsiders into the organization	An open system, accessible to the entry of other participants who do not formally belong to the organization
Degree of autonomy	Personal and group dependence of organization members on its leadership	Personal autonomy subject to compliance with organizational and legal norms
Diversity level	Uniformity and uniformity of organizational norms and decisions made	Pluralism of cultural patterns and tolerance in their performance or exchange (if there is a common strategy)
Leadership style	Directive style of leadership and relationships in an organization built vertically	Democracy in the organization, the predominance of horizontal relationships
Decision-making mechanism	A system of ideas about the priorities of its development declared from above or accepted by the formal majority of an organization	The development of priority decisions occurs from the bottom up and largely independent of the opinion of the formal leadership
The role of personality	Dominance of group (collectivist) ideals and values of the organization over individual ones	The predominance of individual personal principles, the desire for their harmonization with public interests
Traditions	Combination of rationally based decisions with existing traditions in the organization	Development of other value-rational principles of the organization in contrast to or in addition to existing traditional foundations
Innovation processes	Dosed use of innovations while preserving and developing the most viable samples	The scope of innovation distribution is determined depending on the extent and scope of opportunities for free development of employees

In relation to an organization, culture performs a number of important functions:

The security function is to create a barrier from unwanted external influences. It is implemented through various prohibitions, “taboos”, and limiting norms.

The integrating function creates a sense of belonging to the organization, pride in it, and the desire of outsiders to join it, which is extremely important for solving personnel problems.

The regulatory function supports the necessary rules and norms of behavior of members of the organization, their relationships, contacts with the outside world, which guarantees stability and reduces the possibility of unwanted conflicts.

The adaptive function facilitates the mutual adaptation of people to each other and to the organization. It is implemented through general norms of behavior, rituals, ceremonies, with the help of which the education of employees is also carried out.

The orienting function of culture directs the activities of the organization and its participants in the required direction.

The motivational function creates the necessary incentives for this. It is known, for example, that great goals awaken in people activity, the desire to achieve them, and self-realization.

The function of forming the image of an organization, that is, its image in the eyes of others. This image is the result of people’s involuntary synthesis of individual elements of the organization’s culture into an elusive whole, which nevertheless has a huge impact on both the emotional and rational attitude towards it.

Depending on the location of the organization and the degree of influence on it, several types of cultures are distinguished:

An unquestioned culture is characterized by a small number of core values and norms, but the requirements for orientation to them are rigorous. But the values and norms themselves are consciously adjusted if necessary. Such a culture, which does not allow spontaneous influence from both outside and inside, is closed (closedness of culture is the reluctance to see shortcomings, wash dirty linen in public, the desire to maintain ostentatious unity). A closed culture suppresses staff and becomes a decisive factor in their motivation.

A weak culture contains virtually no organizational values and norms; Each element of the organization has its own, and often contradicts others. The norms and values of a weak culture are easily susceptible to internal and external influence and change under its influence. Such a culture separates the participants of the organization, pits them against each other, complicates the management process and ultimately leads to its weakening.

A strong culture is open to influence from both inside and outside. Openness presupposes transparency and dialogue between all participating organizations and outsiders. She actively assimilates the best from wherever it comes from, and as a result only becomes stronger.

The strength of culture is determined by three points: the depth of its penetration into organizational relations; breadth of distribution and degree of coverage of members of the organization; clarity of declared priorities.

A very strong culture also carries a danger for the organization, since if it needs to be replaced by another or its development, it resists, due to the inertia of the habits acquired by members of the organization and learned patterns of behavior. Therefore, it is desirable to have a moderately strong culture in the organization and maintain it through organizational culture support techniques.

First group. By clearly identifying their daily areas, objects, objects of attention, assessments and forms of control, managers thereby indicate to their employees the priorities of their activities.

Second group. Management's response to crises tells employees what their priorities are. For example, they will reduce staff numbers, reduce working hours, or retrain workers and keep their jobs.

Third group. Role modeling, training and coaching of employees should be carried out as part of continuous improvement programs for their qualifications, as well as in work situations to consolidate the standards of organizational culture.

Fourth group. The criteria for awards and statuses are clearly formulated approaches to motivating employees, which makes it possible to show what kind of results and patterns of behavior the organization expects from them.

Fifth group. The criteria for selection, promotion and dismissal of employees, communicated to them, starting with hiring procedures, are the main way to maintain organizational culture within the developed patterns.

Sixth group. Traditions, rituals and symbols used by an organization during holidays, anniversaries, ceremonies, representative meetings, exhibitions, during the organization of advertising campaigns, etc., demonstrate the specifics of organizational culture as fully as possible, having a great educational value for employees who feel involved in the company.

The development of an organization in time and space is accompanied by the need to make changes to the existing organizational culture so that it can ensure the implementation of a changing business strategy. At the same time, methods of changing organizational culture are closely interconnected with methods of maintaining it.

2. Analysis of the organizational culture of OJSC Rosneft

2.1 a brief description of OJSC Rosneft

The Rosneft company is an open joint stock company. OJSC Rosneft is legal entity and operates on the basis of the Charter and legislation of the Russian Federation.

The authorized capital of the Company is 11,352,000 rubles and consists of: ordinary registered shares in the amount of: 37,840 pieces. The nominal value of the share is 300 rubles.

Rosneft is a vertically integrated company that is actively developing oil exploration and production, production and sales of petroleum products (gasoline, diesel fuel, oils, antifreeze, kerosene, etc.).

The company is building its future on active and sustainable growth in the main sectors of the oil and gas business, strengthening its leading position in the industry through the effective use of existing assets and new acquisitions

Rosneft strives to remain a socially oriented company, comply with environmental standards, and respect historical heritage of your country.

Rosneft's mission is to be a sustainable leader in the sectors of oil exploration and production, production and sales of petroleum products through the use of the company's internal potential and the acquisition of new assets, to ensure long-term and profitable business growth in order to increase the value of the company's shares and shareholder income.

The success of Rosneft is the result of the efforts of employees of various divisions aimed at achieving common goals of leadership in the industry.

The enterprise consists of a central management and sales departments subordinate to it.

The central department directs, coordinates, plans and forecasts all the work of the enterprise. The central administration consists of departments and sectors. Each department has a Deputy General Director the relevant department. The company's management structure is shown in Figure 1.

Fig 1. Management structure of OJSC Rosneft

Marketing department. The functions of the department include: concluding contracts with clients, receiving petroleum products from the Omsk Refinery and other suppliers of petroleum products, quality control of petroleum products, working with clients.

The public relations department is linked to the marketing department. Functions: advertising, information.

Retail sales department. Functions: retail sale of petroleum products, work with clients, trade in related products and goods.

Planning and Economic Department. Functions: production planning, financial planning, statistical report preparation and system analysis.

Common department. Resolves issues: personnel and special work, personnel training. The catering area is associated with this department.

Production and technical department. The department deals with issues of labor protection and fire safety, promising development and preparation of POF and operation, operation of equipment, etc.

The information department, dispatch department and security department are associated with the production and technical department.

Information department. Dealing with issues of development, operation and maintenance, technical support.

Security Department. Responsible for the implementation of security and safety.

Accounting. Produces centralized accounting of the financial and economic activities of the organization

Sales departments. Functions: reception, storage, release of petroleum products.

Thus, OJSC Rosneft is one of the largest companies in Russia in the field of oil production and marketing of petroleum products. This is a steadily growing enterprise, with a large number of branches throughout the country.

2.2 Structure of the organizational culture of OJSC Rosneft

All respondents stated that they consider organizational culture to be extremely important for the performance of any organization. But by organizational culture they understand only its superficial level: traditions and rituals, the symbols of the company.

Among positive traits The organizational culture of the Rosneft company can be distinguished:

1. A rationally organized system of training for newcomers: passing a probationary period, which in most cases contributes to better adaptation in the workplace, securing experienced mentors who help to understand the specifics of the work;

2. The tradition of celebrating the company’s birthday;

3. Availability of a uniform (business attire);

4. Symbols of the enterprise, production of various products with these symbols: pens, calendars of large and small formats, folders, forms, etc.;

5. A set of rituals. For example, ceremonies marking the end of studies, internships (ceremonial presentation of diplomas, certificates);

6. Carrying out events for joint recreation, in particular: employee anniversaries, trips to nature, visiting a health group, swimming pool, solarium, etc.

7. Video recording of the main events in the life of the company: conferences, seminars, special events, etc.

It is also very noteworthy that most employees know the mission, purpose, strategy and structure of their organization, although they received information about them from various sources: more often from colleagues than from direct management.

Of course, there are some shortcomings of the current organizational culture, they cannot be named negative sides, because they do not immediately and directly lead to a decrease in the efficiency of the organization, but in the future they can affect it negatively. These features include the absence of:

1. Written rules of conduct;

2. Legends and myths about the company;

3. Professional skills competitions.

Based on the data obtained during the survey, we can conclude that in general, the Rosneft company has the main components of a “guardian” type organizational culture.

According to the theory of F. Harris and R. Moran, which examines the content of organizational culture at the macro and micro levels based on 10 characteristics, the following conclusions can be drawn:

1. The Rosneft company values individualism, professionalism, communication skills and a creative approach to the work performed.

2. The communication system includes written, oral and non-verbal communication, “telephone rights” and openness. But the openness of communications differs from group to group, from unit to unit.

3. The ability to look is valued in an employee. Employees are characterized by a business style of dress, neatness, etc. A person in any work situation must bear the name of the company with honor.

4. Meals are organized right in the office, which is very convenient, since there is no long break from work. Meals are subsidized by the company.

5. Compliance with time schedule and punctuality are urgent requirements.

6. Relations in the organization cannot be called purely formal, since they contain a certain freedom. But this freedom is contained within certain limits. This is confirmed by relationships with those of higher rank.

7. In organizational life, people value work and their position. But there is no zeal for higher positions, in which the best human qualities fade out. These values are anchored in respect for responsibility, professionalism and healthy competition.

8. Employees have faith in management, their own strengths, mutual assistance, ethical behavior and justice. Moral standards also influence the quality of work.

9. All employees strive to carry out their work consciously, relying on intelligence and strength. There are procedures for informing employees (meetings).

10. As mentioned above, the attitude towards the work performed is considered from a position of responsibility. Among the important aspects of work organization are the cleanliness of the workplace and the quality of work. A person is not judged for his habits, the main thing is that they do not influence negative influence on others and on the work being performed, which is carried out both individually and in a group.

Based on these characteristics, we can draw conclusions about the characteristics of organizational culture and the organization as a whole. OJSC Rosneft is a company that respects individuals for how they perform their work and values the best human qualities and traits. This company can be called quite democratic, since the pressure of the manager on his subordinates is not felt.

Thus, based on the diagnosis of cultural parameters at Rosneft, we can talk about a strong organizational culture. OJSC Sibneft is a democratic company that respects the individual and values the best human qualities and personality traits.

3. Managing the organizational culture of OJSC Rosneft

The Rosneft company has an established organizational culture of a “guardian” type. The management of the organization is faced with the task of preserving and maintaining culture, as well as the task of changing and improving it.

The Rosneft company uses the following approaches to manage organizational culture:

Through public statements, personal example of senior management;

Through the manipulation of symbols and things in the material world of the organization.

The first approach is a kind of vision from above, which should inspire enthusiasm among the majority of the organization's members. A leader inspires and implements the fundamental values of the organization. This presupposes that the leader has a clear and sincere personal commitment to the values in which he believes.

The application of the second principle begins at the other end of the organization, at its lower levels. IN in this case great attention to detail real life In the organisation. Managers monitor the processes occurring in the organization, while trying to manage the culture of the organization step by step.

The first approach is implemented through public statements, speeches and personal example, indicating a consistent interest in the values being introduced. Company leaders appear in print, on radio and on television preaching the established values.

Effective means of the second approach are the manipulation of symbols and things in the material world of the organization, the creation and development of behavior patterns, and the introduction step by step of interaction conditions. The actions of managers in the organization are in accordance with the values they declare, which, of course, contributes to the development of culture and its strengthening.

Changing culture requires a specific strategy for managing the culture of an organization. It assumes:

Culture analysis, which includes an audit of the culture to assess its current state, comparison with the intended (desired) culture and an interim assessment of its elements that need change;

Development of special offers and measures.

An organization's culture may be appropriate for a particular period of time and conditions. Changing conditions of external competition, government regulation, rapid economic changes and new technologies require changes in the culture of the organization, which hinders the increase in its efficiency.

For creating new culture It takes a long time for an organization to develop as the old organizational culture takes root in the minds of people who remain committed to it. This work includes the formation of a new mission, goals of the organization and its ideology, model effective leadership, using the experience of previous activities, ingrained traditions and procedures, assessing the effectiveness of the organization, its formal structure, design of premises and buildings, etc.

The possibility of culture change is influenced by the following factors: organizational crisis, change of leadership, stages life cycle organization, its age, size, level of culture, presence of subcultures.

At this stage of Rosneft’s development, the organizational culture that has developed in it more or less corresponds to the mission and goals of the company. But, given the pace of development of the enterprise, the company’s management needs to diagnose the main parameters of the organization’s culture and make changes to its structure.

Conclusion

A company cannot function if its employees do not own, in addition to recruiting, necessary skills and skills, a set of written and unwritten rules, laws of life of this enterprise, do not choose a certain attitude towards their work, towards their organization, colleagues and clients. It is together that these skills, abilities, attitudes, norms of behavior and rules create the corporate culture of an organization. The leading factors determining the corporate culture of Rosneft OJSC include the values indicated by senior management. This refers to the attitude towards clients, government agencies, the desire for world standards and expansion of their services, training systems, norms of behavior and a number of other values.

The success of an enterprise can to a greater extent depend on strength corporate culture than from many other organizational factors. Strong corporate cultures facilitate communication and decision-making, and facilitate collaboration based on trust. Most important factor a strong corporate culture is its informal impact on young workers, the indirect development of their personal and professional qualities through working rules and regulations, the bearer of which is the staff, its leading specialists and experienced “personnel” workers.

Organizing professional skills competitions among company employees, establishing a special ritual for rewarding the best in their profession, and possibly determining the company’s “person of the year.” The main thing here is a system of public encouragement, preferably with the invitation of family members;

Establishing benefits and incentives for employees who have worked in the company a certain number years;

Expanding the range of services provided by the organization’s services (legal, information, technical, transport, etc.) to its employees;

Establishing a company birthday with the status of a day off for employees (if possible);

Creation of a system for collecting and implementing proposals and requests from enterprise employees (procedure, deadlines, relevant orders).

Managing organizational culture must be purposeful. Culture management is necessary for its maintenance, development, and change. It includes the strengthening or weakening of culture, the adaptation of people in culture.

At OJSC Rosneft, the organizational culture is of a “guardian” type, management of the organizational culture is carried out through public statements, personal example of senior management; through the manipulation of symbols and things in the material world of the organization.

Organizational culture has the ability to ensure, thanks to the diversity inherent in it, the sustainable development of the organization. Indeed, if a system strives for stability, then it first of all needs a certain “core” that would make this system similar to others, which allows them to be compared. That is why the process of identifying the general, the special and the individual in any system, including organizational culture, is important for achieving efficiency.

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Applications

Annex 1

Description of the main types of organizational cultures

Signs of organizational culture	Type of organizational culture
Signs of organizational culture	Guardian	Entrepreneurial	Bureaucratic	Praxeological
Type of joint activity	Collaborative-interacting	Joint-individual	Co-sequential	Co-creative
Personality type	"Obedient"	"Passionary"	"technologically disciplined"	"professional"
Values	Collective values	Individual values	Values are dictated by technology and specialization	Professional growth values
Type of ownership	Community	Private	State	Cooperative
Distribution mechanism	Queue	Auction	Rationing	By deposit
New management role	Supervisor	Administrator	Organizer	Manager
Control mechanism	Staging	Planning	Organizational design	Programming
Evaluation of results	Ritual, traditions	Profit	Manager's opinion	Achievements of goals

Appendix 2

Characteristics of the main types of organizational cultures

Characteristics of organizations	Type of organizational culture
Characteristics of organizations	Guardian	Entrepreneurial	Bureaucratic	Praxeological
The organization is heading	agreement with the general idea of enterprise development	free initiative of team members	strong leadership from the administration	comprehensive collective discussion
Emerging problems are resolved based on	initial agreement on most of the goals and objectives of the enterprise	individual creativity of individual members of the organization	clear language from management	active interaction and cooperation between management and team members
Leadership is based on	shared views on development directions	presence of authority and recognition	administrative power and official position	Promoting contact and cooperation
Daily work	carried out with minimal management intervention	is carried out and modified by everyone in their own way	depends on the unchanged course and activity of management	Constantly re-tested for greater perfection
Job Duties and Responsibilities	implemented with automatic precision	turn out the way people make them	prescribed and documented	divided and changed as needed
The desires and interests of individual workers	are assessed according to the degree of their consistency with the goals of the organization	are considered more important than the interests of the enterprise	comply with the interests of the organization	are consistent with the interests of the organization through agreements
Management	Sets directions and goals for work, minimizing interference in the work process	Allows specialists to do the work as they see fit	Leaders will be identified and possible directions enterprise development	Encourages group interaction and collaboration in solving production problems
Disagreements and conflicts	reflect the factor of discrepancy between individual opinions and general goals and objectives	are a productive expression individual characteristics and employee differences	threaten stability and interfere with team work	are considered necessary to effectively resolve the problem, unless they are delayed
Type of leader that exists in an organization	a leader who brings a mission to the team, sees the future, and is trusted by team members	a leader who organizes effective communications within the team	leader who keeps in functional and emotional dependence team members	leader, position is determined by professionalism and competence

Appendix 3

Questionnaire

1. How clear are you about your organization's goals?

c) vaguely d) can’t imagine

2. Where did you get information about the goals of the organization?

a) from a conversation with the manager

b) from documents

c) from conversations with colleagues

d) no information

e) from other sources___________

3. How clearly do you understand the structure of the organization?

a) I understand clearly b) in principle

c) vaguely d) can’t imagine

4. Have you passed probation at the beginning of work at this enterprise?

a) yes b) no

5. Did the probationary period help you get used to the workplace better?

a) yes b) no

6. Does your organization have a clear ritual for accepting new employees (on the day of hiring, handing over a booklet with the necessary information, passes, reference numbers; organizing the adaptation of newcomers to working conditions, including assigning mentors; training newcomers)?

a) yes b) no

7. Do you agree that every company should have its own organizational culture?

a) yes b) no c) I don’t know

8. For you, organizational culture is:

a) joint recreation with management

b) social assistance in the company

c) presence of signs of your company

d) a complex of traditions and rituals

e) other _____________________

9.Does your organization have written rules of behavior and etiquette?

a) yes b) No c) I don’t know

21. Does your organization have any slogan or advertising slogan?

a) Yes b) No

10. Are there any legends about the activities of your organization, about its founders?

a) yes b) no

11. Do you have any rituals in your organization regarding the completion of training or internship (ceremony presentation of diplomas)?

a) yes b) no

12. Do you have any rituals in your organization regarding dismissal from work, demotion (announcement on the board)?

a) yes b) no

13. Do you have a tradition of celebrating the organization’s birthday?

a) yes b) no

14. Do you keep a chronicle of the main events and affairs?

a) yes b) no

15. Do you organize professional skills competitions among employees, is there a special ritual for rewarding the best in the profession?

a) yes b) no

16. Does your organization have a tradition of celebrating employee birthdays?

a) yes b) no

17. Does your organization have a certain symbolism?

a) yes b) no

18. Are there activities for joint recreation?

a) yes b) no c) I don’t know

Gerald Cole. Personnel management in modern organizations. Moscow. 2004, 350 p.

Vikhansky O.S., Naumov A.I. Management. Textbook. – M.: Gardarika, 2008. – 528 p.

Udaltseva M.V. Sociology of management. – M.; Novosibirsk, 2002. – p. 40-44.

Personnel management in production: Textbook for universities / ed. N.I. Shatalova, N.M. Burnosova – M.: Unity 2003. – 381 p.

Prigozhin A.I. Modern sociology of organizations. – M., 2005. – p. 54-56.

It is difficult to find modern domestic or foreign work in the field of management where issues of organizational culture are not raised.

Organizational culture is a phenomenon that deserves self-study, the form of existence of an organization and the manifestation of its behavior in the internal environment and in relation to subjects of the external environment. Organizational culture is also a subject of study social psychology, management psychology, organizational behavior, industrial psychology and many other scientific disciplines.

Let us recall the general definition of culture: “Culture (from Lat. culture– cultivation, upbringing, education, development, reverence) is a historically determined level of development of society, creative powers and abilities of a person, expressed in the types and forms of organization of people’s lives and activities, as well as in the material and spiritual values they create. The concept of "culture" is used to characterize certain historical eras ( ancient culture), specific societies, nationalities and nations (Mayan culture), as well as specific spheres of activity or life (culture of work, life, political culture, artistic culture); in a narrower sense, the sphere of people’s spiritual life. Includes subject results human activities (machines, structures, results of knowledge, works of art, moral and legal norms, etc.), as well as human forces and abilities realized in activities (knowledge, abilities, skills, level of intelligence, moral and aesthetic development, worldview , ways and forms of communication between people)".

As we see, full definition The concept of culture includes many of its constituent elements, levels, and meanings. Therefore, in a particular case, you should clarify your position, indicate the context, the meaning in which this concept is used. Thus, very often the concept of “culture” is used in a narrow sense, i.e. to designate only spiritual culture, only a set of ethical norms and rules, and in relation to the culture of an organization - to designate a system of traditions, customs, legends, myths, heroes, norms, rules that determine the behavior of the organization's employees.

One of the most common definitions belongs to the world-famous specialist in the field of organizational culture E. Schein.

Organizational culture is a pattern (scheme, model, framework) of collective basic ideas acquired by a group when solving problems of adaptation to changes in the external environment and internal integration, the effectiveness of which is sufficient to consider it valuable and transfer it to new members of the group as correct system perception and consideration of these problems.

Why is such attention given to modern business and society problems of organizational culture? Because "... they began to see in it not just an idea that could explain many organizational phenomena, but also something with which managers can create a more effective organization." In addition, society cares about the ways in which a business achieves success and in what environment members of society—employees of organizations—are in organizations.

Research has shown that employees whose values align with those of the organization work more effectively and are more satisfied with their jobs. Having values that conflict with the company's values is a major source of frustration, conflict, and productivity loss. Assessing one’s own priorities and values, the values of one’s organization, and the core value priorities of one’s country is especially important if a person strives to achieve harmony at work and plans long-term career advancement.

By now it has turned out that there are as many definitions of culture in general and organizational culture in particular as there are authors studying this phenomenon. Each author has his own idea of the essence and structure of this phenomenon, its place in the organization, its significance for the subjects of the organization and their development. Moreover, each author operates with a convincing evidence base. This proves the systemic nature of organizational culture, and one of the properties of large and complex systems is the multiplicity of descriptions, the variety of models reflecting their essence. Under these conditions, it is difficult to choose a standard or sample for comparison with the culture of your organization and analysis. It is not easy to even structure the phenomenon of “organizational culture”, determine its meaning, choose an approach to the culture of one of the authors, come up with your own method, determine criteria for effectiveness, and predict the direction of cultural change. What is best for your organization is up to you to decide.

You can read in detail about various approaches to understanding the essence, structure and parameters of organizational culture in the works of such authors as E. Schein, G. Hofstede, C. Handy, R. Ruttinger, Deal and Kennedy, Käthe de Vries and Miller. The work of K. Cameron and R. Quinn is devoted to the issues of analyzing the culture of an organization and its change. These authors proceed from a different understanding of the culture of the organization and types of organizational cultures than E. Schein and G. Hofstede. Their research led them to the conclusion that there are four types of organizational cultures: clan culture, adhocratic culture, hierarchical culture, market culture.

K. Cameron and R. Quinn analyze and distinguish organizational cultures according to the following parameters:

the most important characteristics: the principles of intra-organizational relationships and the orientation of people;
general leadership style in the organization;
employee management;
the connecting essence of the organization;
strategic goals;
success criteria.

Clan culture. A very friendly place to work, where people have a lot in common. Organizations are like large families. Leaders or heads of organizations are perceived as educators and perhaps even as parents. The organization is held together by dedication and tradition. The commitment of the organization is high. It emphasizes the long-term benefits of personal development and emphasizes a high degree of team cohesion and moral climate. Success is defined in terms of feeling good about customers and caring about people. The organization encourages teamwork, people's participation in the business and harmony.

Hierarchical (bureaucratic) culture. A very formalized and structured place to work. What people do is governed by procedures. Leaders pride themselves on being rational facilitators and organizers. Maintaining the smooth running of an organization's operations is critical. An organization is held together by formal rules and official policies. The long-term concern of an organization is to ensure stability and smooth running of operations in a cost-effective manner. Success is defined in terms of reliable supply, smooth schedules and low costs. Employee management is concerned with job security and long-term predictability.

Adhocratic (innovative) culture. A dynamic, entrepreneurial and creative place to work. People are willing to put their own necks on the line and take risks. Leaders are seen as innovators and risk takers. The unifying essence of the organization is its dedication to experimentation and innovation. The need for action at the forefront is emphasized. In the long term, the organization focuses on growth and acquiring new resources. Success means producing (providing) unique and new products and/or services. It is important to be a leader in the product or service market. The organization encourages personal initiative and freedom.

Market culture. A results-oriented organization whose primary concern is getting the job done. People are goal-oriented and competitive. Leaders are tough leaders and tough competitors. They are unwavering and demanding. What binds the organization together is its emphasis on winning. Reputation and success are a common concern. The focus of the perspective is set on competitive actions, solving assigned problems and achieving measurable goals. Success is defined in terms of market penetration and market share. Competitive pricing and market leadership are important. The style of the organization is a strictly pursued line on competitiveness.

Cameron and Quinn's book "Diagnosing and Changing Organizational Culture" also provides a tool for assessing the current and desired state of organizational culture (questionnaire). By applying this methodology, you can determine the type of dominant culture in your organization and take steps to strengthen those or other aspects of your organization that contribute to cultural transformation.

Organizational culture and leadership in an organization are closely related to each other. (“We say: organizational culture, we mean the culture of the leader...”) An organization is a unique creation of its founder, leader, therefore, like any work, it reflects the characteristics of the author’s personal culture, his views and misconceptions.

Why new manager brings companies with him new team? Because, in part, he brings a new culture to the company, and this process of cultural change is easier to carry out with a team of like-minded people than alone.

All this leads to the idea that organizational culture is an important “area of work and concern” for a leader; it is important for employees, society, life, survival, and the organization’s achievement of success; it is too serious to ignore, and difficult to try to understand without sufficient erudition.

E. Schein rightly believes that with a superficial approach to the study and interpretation of organizational culture, it is very easy to make a mistake: the true, fundamental, deep understandings that actually determine the behavior of group members, showing what the organization is actually guided by, what it is as a spiritual phenomenon, are not so -Easy to identify. They are sometimes not clear to the group members themselves, including the leader, and observable artifacts (external manifestations of behavior) and proclaimed values can only give an idea of what the organization wants to seem like.

Big encyclopedic Dictionary. – M.: Great Russian Encyclopedia, St. Petersburg: Norint, 2001.
Shane, E. Organizational culture and leadership. – St. Petersburg: Peter, 2002.-P. 31-32.
Shane, E. Decree. Op. – P. 13.
Cameron, K. Diagnosis and change in organizational culture / K. Cameron, R. Quinn. – St. Petersburg: Peter, 2001.

Polushina Irina Sergeevna

Associate Professor, Department of Economics and Organization of Production, Faculty of Economics, Vyatka State Agricultural Academy, Kirov, Russian Federation

Abstract: The article is devoted to the study of the features of the formation of organizational culture at an enterprise using the example of Prigorodnoye LLC. The main elements of organizational culture, the main activities of the organization, and the management structure are considered. Organizational activities carried out for employees are described. Activities for the development of organizational culture are proposed.

Analysis of the main elements of the organizational culture of "Prigorodnoe"

Trushkova Marina Sergeevna

2nd year student of the Faculty of Economics, Vyatka state agricultural Academy Kirov, Russian Federation

Polushina Irina Sergeevna

Associate Professor of the Department of Economics and organization of production Vyatka state agricultural Academy Kirov, Russian Federation

Abstract: This paper examines the characteristics of formation of organizational culture in the enterprise as an example of "Prigorodnoe". Considered components of organizational culture, the main activities of the organization, management structure. Describes the organizational activities carried out for workers. The measures to improve the organizational culture.

Keywords: organizational culture, activities, contest, nomination and traditions

Understanding and recognition of organizational culture as a special phenomenon occurred quite late, given the fact that scientific management is about a hundred years old. The culture of an organization is one of the most important concepts in management; it is an integral characteristic of an organization, given in the language of a certain technology.

Organizational culture is a set of the most important assumptions accepted by members of an organization and expressed in the organization's stated values, which give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through the “symbolic” means of the spiritual and material intra-organizational environment. There are two types of basic elements of organizational culture: objective, subjective. Objective elements include: uniforms, information stands, food culture, technologies used in communications, etc. Subjective elements include slogans and stories about leaders, traditions and rituals, attitudes toward time, organizational rituals, etc.

Corporate culture at the present stage of life is becoming the main component in the implementation of the mission of achieving the main goals and increasing the efficiency of the organization. In other words, corporate culture becomes one of the conditions for the growth of a company’s business reputation.

The components of organizational culture are:

Value-semantic component: psychology – attitudes (attitudes), meanings, images, thoughts, feelings. Ethics – values, rules of behavior.
Character Component: language is a formalized and informal set of concepts and patterns used in a company. Attributes – attributes of belonging (branded clothing, company signs, anthems, etc.), attributes of achievement (awards, memorable signs, “boards of honor”, etc.). Rituals – rituals of celebration, farewell, meeting, etc. Mythology is the history of a company with a purposeful emphasis (hyperbolization) of its individual moments and people (“heroes” of the organization), expressed in oral and written forms. Design – artistic design of the company (logos, graphics and colors, architecture, interior).
Behavioral component: psychological climate is an emotional characteristic of interpersonal relationships in a production team. Status-role behavior is actions that manifest people’s attitude towards themselves, towards other employees, towards the organization, towards work, towards the company, towards moral and material values. This behavior is expressed in the style of administration, management and execution, in particular, in the style of guiding influence (type of leadership), in the style of interaction between people in solving corporate problems (type of interpersonal communications), etc.

Researchers identify 4 approaches to creating organizational culture (Table 1).

Table 1 – Approaches to the formation of organizational culture

	Characteristic
Internal approach	Emphasizes the mission, personnel selection and management principles, and meeting the needs of the organization's members.
Cognitive approach	Focuses on career planning and personnel development, including the lowest levels of the hierarchy, improving the activities of the organization and each of its members, as well as the development of informal leadership.
Symbolic approach	It assumes that the organization has a special language, various symbols, a fixed history of the organization, brand names, etc.
Incentive approach	Attracts special attention of organizations in the system of motivating employees. At the same time, rituals and ceremonies can be part of the motivational strategy.

2015 Trushkova M.S., Polushina I.S.

The integral components of the organizational culture of LLC TD "Magnit" are:

· declared values, company norms (for example, setting high ambitious goals for company employees; focus on knowledge transfer);
· personal culture of each employee. The norm is moral and legal behavior (compliance with norms, attitude towards colleagues, fairness in controversial relationships, intolerance towards norm violators, etc.).

A role model is a harmoniously developing personality, a culturally developed, spiritually rich person who does not drown in the petty bustle of everyday life and is able to make his life interesting, meaningful, illuminated by the ideals of humanism, goodness and beauty. Such an employee is free in his thoughts, views and actions, and knows how to critically evaluate advertising and propaganda, the vagaries of fashion and the obsessive standards of mass culture.

Analyzing the possibilities of meeting the requirements for the formation of organizational culture, the basic principles of forming a value system inherent in successful enterprises are definitely revealed.

For LLC TD "Magnit", the following factors determining organizational culture were identified (in order of their importance):

the enterprise is perceived by employees as a stable, highly centralized, bureaucratic organization that guarantees employment and attractive work, and although it suppresses freedom and personal initiative, it is nevertheless a favorable social environment, and managers enjoy the recognition and respect of the team;

staff optimism in assessing the ongoing changes in the enterprise, the hope that they will lead to increased independence of the enterprise, provide an opportunity to satisfy personal interests, improve skills in the field of economics and management, and adapt their professional behavior to new conditions;

managers' actions are mainly focused on reducing production costs, the desire to gain greater authority and the ability to perform additional tasks related to the development of innovation, while the ability to maintain good relationships with other employees and senior management is valued;

the main value for managers is recognition of their merits by senior management, colleagues and subordinates, strengthening authority in the enterprise;

the employee’s position in the team is determined by his official position, the powers entrusted to him, how he is perceived by immediate and senior management, the strong power of managers and adherence to formal order are valued;

the enterprise as a social environment does not contribute to the development of creative behavior of individuals, joint actions are valued, high level the competence and skills of employees, their ability to convince and mobilize others to work;

Managers have quite high confidence in their own abilities and the strength of their position in the enterprise, in the fact that changes will not worsen their financial situation and shake their prestige in the team, while they believe that always and in all situations it is necessary to develop personal informal relationships that can be useful for any changes.

Links between organizational culture and strategy:

· a survival strategy in an unstable, dangerous, dominant external environment strengthens the existing system of values and norms of personnel behavior. At the same time, carrying out strategic changes and developing strategies aimed at developing the enterprise are limited by the existing traditional conservative organizational culture;
· the organizational structure reinforces the existing value system mainly through employee identification in terms of position, formal competence, connections with the manager and the team. At the same time, the organizational structure is an expressive symbolic product of the traditional organizational culture of the industrial environment;
· the existing organizational culture, proclaiming discipline, adherence to formal order, and hierarchy of subordination as its core values, predetermines the formalization of the decision-making process.

At the same time, the implemented model of decision-making processes in enterprise management reinforces the bureaucratic nature of the organizational culture.

The enterprise has developed an organizational culture with the following norms of behavior and values: moderate partnership and desire for interaction, importance of social status and hierarchy, ceremony, not too restrictive attitude to time and work performed, variable expressiveness, average interpersonal distance, duration of the decision-making process - from medium to high.

In order to increase the efficiency of the organization of LLC TD "Magnit", testing was carried out, reflecting the organizational culture in LLC TD "Magnit" (Appendix C, D, E).

The analysis showed that in LLC TD "Magnit" there are practically no elements of informal organizational culture.

This does not meet the requirements of the new management paradigm, leads to a decrease in the efficiency of enterprise management, and reduces the level of interest of employees in achieving the ultimate goals of the organization. To improve management efficiency, we will formulate basic recommendations for improving the organizational culture of Magnit Trade House LLC. Let's summarize the recommendations in Table 2

table 2

Characteristics of organizational culture attributes recommended for LLC TD "Magnit"

Attributes
Values and norms	Management needs to prioritize employee motivation.
Process of employee development and learning	Improving the skills of management personnel in the use of automated accounting and analysis programs, employee participation in seminars, fairs and exhibitions, subscription to specialized literature
Work Ethic and Motivation
Awareness of yourself and your place in the organization	Organization of management based on a team approach and broad delegation of authority, where each member of the team has the right to express their point of view on the problem of the organization
Communication system and language of communication	Expanding the boundaries of the use of oral speech and computer correspondence in order to reduce document flow in management practice
Relationships between people	Directed efforts by management to form constructively interacting informal groups, taking into account the groups identified during the survey
Belief in something and disposition towards something	Belief in leadership, success, one’s own strengths, mutual assistance, ethical behavior, justice, etc.; attitude towards colleagues and clients
Appearance, clothing and self-presentation at work	Taking into account the opinions of employees when ordering uniforms, maintaining a business style of clothing by management employees
Awareness of time, attitude towards it and its use	Increasing the accuracy of compliance with time schedules, measures to combat delays

Based on the diagnostics of cultural parameters in Magnit Trading House LLC, we can talk about a strong organizational culture. LLC TD "Magnit" is a democratic company that respects the individual and values the best human qualities and traits.

The management of the organization is faced with the task of preserving and maintaining culture, as well as the task of changing and improving it.

The company uses the following approaches to manage organizational culture:

· through public statements, personal example of senior management;
· through the manipulation of symbols and things of the material world of the organization.

The first approach is a kind of vision from above, which should inspire enthusiasm among the majority of the organization's members. A leader inspires and embodies the fundamental values of the organization. This presupposes that the leader has a clear and sincere personal commitment to the values in which he believes.

The application of the second principle begins at the other end of the organization, at its lower levels. In this case, much attention is paid to the details of real life in the organization. Managers monitor the processes occurring in the organization, while trying to manage the culture of the organization step by step.

At this stage of the company’s development, the organizational culture that has developed in it more or less corresponds to the mission and goals of the company. But, given the pace of development of the enterprise, the company’s management needs to diagnose the main parameters of the organization’s culture and make changes to its structure.

It can be noted that when making any changes in culture, company management will face a number of difficulties, since it is easier to change culture in a young organization with not yet established values. Also, the management of TD Magnit LLC should not expect rapid adaptation to new cultural values in the organization. The process of changing the culture in an organization will take a long time.

The analysis showed that the company has the following main elements of corporate culture:

1. Value system. Reflected in the form of a mission presented on the company website and in the office. The mission statement places emphasis on an individual approach to the client and high quality services.

The corporate code has not been drawn up.

The questionnaire on the value system asked questions about the mission, strategy, goals, rules of conduct, etiquette, and communication style. The results obtained show that they are quite developed in the company, with the exception of the components of the mission and the established rules of behavior. These questions received the least number of positive answers among all categories of respondents.

2. Slogans, symbols. The company has a trademark. The clothing set includes a winter uniform jacket, warm pants, a demi-season leather jacket, high boots, hats, mittens, summer shirts, trousers, and socks. According to the company's charter, employees must wear uniforms. A company flag and anthem were designed and presented to employees and the media.

In the questionnaire, this cultural element was reflected by questions about the company’s advertising slogan and symbols. 70% of employees have an idea of the advertising slogan. Among the symbols are the company's trademark, flag and anthem, and the percentage of awareness of each category about these components is high.

3. Myths, legends, heroes. At the moment, myths and legends about the company have not been formed. Employees call the General Director of the company a hero, showing respect for him as the person who created the company and is the only participant in the Company and the highest management body. Only company managers answered about the presence of such legends.
4. Rituals, traditions, events. The analysis showed that the company does not have rituals for hiring employees and introducing them into the corporate culture. Thus, the adaptation of new employees occurs more slowly. The company also does not have corporate events or joint trips designed to bring the team together. Traditions include the celebration of professional holidays for the flight squad, Defender of the Fatherland Day and International Women's Day. There are also no professional skills competitions, and a low percentage of respondents answered that there are rituals for rewarding the best workers.
5. Management style. The company's management adheres to a democratic style in relations with employees, which has a positive effect on the working atmosphere. There is a policy of “openness”; the organization of the workspace is similar to Western companies, where employees work in the same space instead of personal offices. The door to the manager’s office is never closed; every employee can enter there with a question or for the necessary documents. Employees also note a well-organized system of internal communications and the availability of information sources.
6. Personnel policy. Includes, first of all, internal corporate communication. Managers are constantly at work in the office, so oral communication predominates in the company.

Based on the results obtained, we can conclude that organic corporate culture, according to Cole’s classification, predominates in LLC TD “Magnit”. In such a corporate culture, the management of the organization is carried out in agreement with the general idea, which allows problem situations to be resolved more quickly. Disagreements and conflicts in this case are considered as a discrepancy with common goals and objectives. Leadership is based on shared views about the direction of the general movement. At the same time, daily work is carried out with minimal intervention from management. By agreeing on the basic ideas, the functions and responsibilities of workers are carried out with almost automatic precision. The function of leadership is to set the context and purpose of the movement, minimizing other interference. People's desires and interests are judged by their alignment with the organization's goals, and communication is limited and inconsequential. Information and data are generally regarded as shared knowledge that does not need to be externalized.

An analysis of the level of development of the corporate culture of TD Magnit LLC showed that the organizational culture in the company developed spontaneously. However, such a group of elements as the value system is quite developed, and the objective aspect is also quite developed, that is, the one that directly creates the company’s image.