Topic: Diagnosis of corporate culture. Diagnostics of the motivation structure of V.E. Milman. Definition of corporate culture

29.09.2019

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Introduction 3

1. Theoretical aspects influence of corporate culture on motivation and resistance to change 8
1.1. Defining corporate culture 8
1.2. The influence of corporate culture on the success of the company 11
1.3. State of corporate culture 16
1.4. Types of corporate culture 18
2. Subject and methods of diagnosing corporate culture 29
2.1. Subject of corporate culture diagnostics 29
2.2. Methods for diagnosing corporate culture 32
3. Analysis of the influence of corporate culture on motivation and resistance to change in LLC TD Sibiriada 39
3.1. Characteristics of the enterprise 39
3.2. Determining the level of development of corporate culture and its impact on the process of organizational change 44
3.3. Directions for improving corporate culture 57
Conclusion 66
References 69
Applications 74

Introduction

The dynamically changing political and economic conditions for business development in Russia in the last decade, an actively growing market, require constant improvement and changes in the principles of organization management.

The main guidelines and principles of management that led to success for most organizations in the 90s were ensuring stability and inviolability. Constancy within the organization at that time was often contrasted with the lack of external stability, the lack of change and focus on preserving existing principles - active changes taking place in the country .

Currently, stability is increasingly interpreted as a state of stagnation, lack of strength, and organizations that do not change are perceived as incapable of continuing development. The uncertainty that used to be associated with any major organizational change, and caused apprehension and even fear among both ordinary employees and management, now gives way to another uncertainty associated with the danger of ending up with an organization unable to change at all. That's why, last years Increasingly, one can observe serious transformations taking place in the structure, management principles, and even areas of activity of various organizations, both in medium and large businesses. The stabilization of the economic situation in Russia on the one hand and the significant increase in competition in most markets on the other are forcing managers and entrepreneurs to focus on long-term business development, which, in turn, is impossible without the introduction and use of modern management principles.

The situation with organizational transformations of Russian enterprises is even more complicated. The result of most studies aimed at analyzing these failures was common - the most frequently cited reason was neglect of the organization's culture.

Organizational culture is the most important factor determining not only the successful implementation of structural or systemic changes, but also the very existence of the organization.

Conscious management of changes in organizational culture, the implementation of transformation aimed at the development of the organization, is both a key issue for most managers today, and an area in need of further scientific development, since organizations in Russia are only now realizing the importance of the factor of organizational culture in the development of the organization.

A characteristic feature of all modern enterprises and organizations is working in a constantly and rapidly changing external environment. This requires them to constantly be prepared for internal changes, constantly implement changes and, accordingly, manage changes. To be successful in planning, implementing and managing change, enterprises must become “learning organizations”. Another important aspect that ensures the success of changes is the organizational culture of the enterprise. If insufficient attention is paid to this aspect, then even well-planned and timely changes are carried out with great difficulty or fail altogether.

Considerable attention is paid to the issues of studying organizational culture and ways to change it in modern sociology of management. At the same time, serious study of this issue, even abroad, began only in the 70s of the 20th century.

An approach to the study of organizational culture from the perspective of dynamics, adaptation and integration was developed in the works of Edgar Schein. He defined organizational culture as: “...a set of core beliefs—self-formed, internalized, or developed by a particular group as it learns to resolve problems of adaptation to the external environment and internal integration—that have been effective enough to be considered valuable and therefore be passed on to new members as the correct way of perceiving, thinking and relating to specific problems.”

Kim Cameron and Deborrow Ettington have been researching the conceptual foundations of organizational culture.

Quantitative and qualitative methods for studying and assessing organizational culture are proposed by Raymond Zammuto and Jack Krakower.

The variety of approaches to the study of organizational culture is reflected in large quantities developed classifications and certain types of organizational culture. In particular, work on the classification was carried out by Tereke Deal and Alan Kennedy, a typology of organizational cultures depending on international characteristics was developed by Geert Hofsteid. Issues of interaction between organizational cultures of various types were analyzed by U. Ouchi.

S. Medok and D. Parkin studied the influence of the gender factor on organizational culture.

The influence of organizational culture on the effectiveness of an organization is considered by V. Sathe, T. Parson, as well as T. Peters and R. Waterman.10

A large number of scientific works are devoted to the development of criteria for measuring the effectiveness of organizational culture and the definition of methods for managing organizational change.

In particular, it is worth noting a number of studies conducted by Robert Queen, which, based on empirical results, provide a comprehensive approach to measuring organizational culture.

Among Russian sociologists engaged in research in the field of organizational culture, it is necessary to note A.V. Spivak, who considers organizational culture as “a unique distinctive criterion of an organization,” V.V. Kozlov, who speaks of organizational culture as “an integral characteristic of an organization, reflecting its values, norms of behavior, methods of evaluating activities”, R. L. Krichevsky, who formulated a classification of organizational cultures based on dominant orientations.

Studying the state of scientific development of the problem allows us to conclude that organizational culture, methods of change, and assessment of its impact on the activities of the organization represent a pressing scientific problem.

The subject of the study is the functions, structure, elements of corporate culture, methods of diagnosis, assessment and change of organizational culture, as well as its impact on the activities of personnel and the achievement of the organization’s business goals.

There are significant differences in the work motivation of performers and managers, which influence their preferences regarding the organizational culture of the enterprise. Taking into account and overcoming these differences can be considered as a resource for increasing the effectiveness of the organization.

Conscious management of corporate culture allows you to reduce the level of risk when making management decisions and promotes the introduction of changes that allow the organization to achieve business success.

The basis of the diploma research is general scientific conceptual approaches to the study of organizations and organizational culture, theoretical provisions of the concepts of corporate culture and organizational behavior.

Research methods:

1. Cameron-Queen Organizational Culture Assessment (OCAI)

2. Diagnostics of the motivation structure of V.E. Milman

3. Diagnosis of professional orientation by J. Holland

The obtained data were processed using mathematical statistics methods (sign test?, Friedman test, White T-test).

The object of the study was the corporate culture of LLC TD Sibiriada.

1. Theoretical aspects of the influence of corporate culture on motivation and resistance to change

1.1. Definition of corporate culture

In order to determine the role and significance of corporate culture in the life of an organization, it is necessary, first of all, to understand what culture is in general and corporate culture in particular, what its content is.

Culture in the broad sense of the word is understood as a specific, genetically non-inherited set of means, methods, forms, patterns and guidelines for the interaction of people with the environment of existence, which they develop in life together to maintain certain structures of activity and communication. This is the broadest general philosophical approach to culture.

In a narrow sense, in sociology, culture is interpreted as a system of collectively shared meanings, symbols, values, beliefs, patterns and norms of behavior of society as a whole or inherent in a certain group of people; in other words, it is the collective programming of the human mind that distinguishes members of a given group of people from another. Dugina O. Corporate culture and organizational changes // Personnel management. -2000 - No. 12 - P. 45

Not only observing and analyzing culture, but also trying to understand it is like grasping at a cloud, because culture is the “softest material” of all that exists. But, in relation to the so-called “successful” companies, this “soft” takes on quite hard outlines. Ustyuzhanina A.P., Utyumov Yu.A. Social and psychological aspects of team management. - M., Kolos, 1993. - P. 150

Any enterprise is created to realize the goal set by the entrepreneur, to carry out some business. The way in which entrepreneurial activity is carried out in an organization, the way in which business is conducted, gives the organization an individual coloring and personifies it. From these positions, corporate culture can be characterized as a specific system of actions, connections, interactions and relationships characteristic of a given company, carried out within a specific entrepreneurial activity, the way of setting up and conducting business.
In line with this approach is the definition of corporate culture given by the American sociologist E.N. Stein: “Corporate culture is a set of techniques and rules for solving problems of external adaptation and internal integration of employees; rules that have proven themselves in the past and have confirmed their relevance. These rules and techniques, fundamental hypotheses represent the starting point in the choice by employees of an acceptable method of action, analysis and making decisions. Members of the organization do not think about their meaning, they consider them as initially correct." Mastenbroek U. Conflict management and organizational development. Per. from English - M., Infra-M, 1996. In other words, corporate culture expresses certain collective ideas about the goals and methods of entrepreneurial activity of a given company.

As noted above, enterprises, like individuals, are governed by driving forces, fears, taboos and partly irrational mechanisms of action that are not spoken about, which are hardly recognized by employees, especially when working for a long time in the enterprise, but which have a huge impact on their behavior : It doesn’t occur to anyone that he could do something differently from the way he does it. Figuratively, this can be compared to the distribution of roles or a script that prescribes who and what to do in the enterprise.

In this regard, the French sociologist N. Lemaître emphasizes that “corporate culture is a system of ideas, symbols, values and patterns of behavior shared by all members of the company.” This means that in an enterprise everyone is bound by a common view of what the enterprise is, what its economic and social role, where it stands in relation to its competitors, its commitments to customers, its staff, shareholders, etc. Zankovsky A.N. Organizational psychology, M., 2002

In line with the same approach is the definition of corporate culture given by two other French scientists - S. Michon and P. Shtorn: “Corporate culture is a set of behavior, symbols, rituals and myths that correspond to the shared values inherent in a given company and are transmitted to everyone member by word of mouth as a life experience." Moll E.G. Management. Organizational behavior: Proc. allowance.-M.: Finance and Statistics, 1998.

And for Japanese teacher William Ouchi in the United States, corporate culture consists of “a collection of symbols, ceremonies and myths that communicate important values and beliefs to all members of a given organization.” Diesel P.M., McKinley Runyan W. Human behavior in an organization. Per. from English - M., 1993.

Thus, most foreign researchers and specialists generally agree that corporate culture includes the values and beliefs shared by all employees of the company, which predetermine the norms of their behavior and the nature of the organization’s life.

Therefore, in a generalized form, the definition of corporate culture may look like this:

Corporate culture is the conscious and unconscious beliefs shared by the organization's employees and its management regarding group norms of behavior, values, beliefs, traditions, ways of operating, prohibitions, expectations, as well as concepts about the past, present and future of the company.

Corporate culture includes:

Uniting and separating norms are what the members of a given group have in common; they are used to easily distinguish “us” from “strangers”.

Orienting and guiding norms - what determines the functioning of the team, the attitude towards “friends”, “strangers”, equals, inferiors and superiors, values, needs, goals and ways to achieve them, complexes of knowledge, skills and abilities necessary for existence in a given group , typical ways of influencing people for a given group, etc.

The creation of a corporate culture, if not done specifically, occurs spontaneously; it consists of the “fragments” of cultures brought by different people from previous teams.

The manager of the enterprise plays a primary role in the development of culture. Forward-thinking leaders of successful businesses view corporate culture as a powerful strategic tool that allows them to orient all departments and individual employees of the company towards common goals and values, mobilize team initiative, ensure commitment to the business and the company, facilitate communication and achieve mutual understanding.

1.2. The influence of corporate culture on the success of a company

Corporate culture is determined by the norms of behavior of the company's employees - these are traditions, principles of building informal relationships, rules and standards of behavior that form the face of the company. It makes sense to think of corporate culture as a set of assumptions, beliefs, norms and values that are shared by all members of the company.

The formation of a corporate culture occurs either consciously (leading members of the organization translate and implement its foundations into current activities), or such a culture is formed spontaneously, and this takes time.

Corporate culture includes two main points:

1. Responsibility: social (ecology, charity, sponsorship, patronage, cultural programs), legal (following the norms and laws of state regulation).

2. Ethics: behavior of company employees in accordance with established rules).

Why does having a corporate culture play an important role in a company's activities? Firstly, this is a very dynamic phenomenon that affects almost all events in the organization.

The phenomenon of corporate culture quickly changes forms as the company develops, having a decisive effect on employees: it forms their idea of the company, stimulates a sense of responsibility, creates a sense of stability, evokes an awareness of continuity, and helps to respond correctly to events occurring in the company. creates a feeling of security.

As a rule, the goals and development strategy of the company are correlated with the norms of corporate culture, which in turn determines the interest of management in stimulating and encouraging the development of corporate traditions.

The strength of influence on employees is determined by the following factors: common age, interests, views; duration of joint work; experience of interaction, experience of jointly overcoming difficulties.

The external side of corporate culture is successfully expressed in the creation of history, legends, symbols, rituals (the history of the company, “company” customs, significant events and anniversaries, professional events). Krasovsky Yu.D. Organizational behavior. M.: UNITY, 1999

Symbols and attributes of the company, emphasizing the belonging of people to a single whole, are also an integral part of the corporate culture.

Internal content is the rules, roles, values and general philosophy of the company.

What impact does a well-developed corporate culture have on a company's activities? First of all, this is the formation of a company’s development strategy, as well as awareness of the unity of one’s own goals and the goals of the company through the acceptance of its norms and values.

Corporate culture is closely related to the “organizational behavior” adopted in the team. This is quite natural, since, on the one hand, corporate culture provides reasonable forms of organizational behavior, on the other hand, this culture seriously depends on the behavior of team members, since it is on its basis that it is formed. Thus, corporate culture is part of the consciousness of team members.

The structural content of corporate culture includes the following main characteristics.

1. High degree of information content. This is knowledge about possible ways the use of professional information in a company is awareness of how the company’s strategy is formed taking into account the interests of an individual employee. Such an important component of corporate culture must be extremely “transparent”, otherwise it will become an element of “elite culture”, accessible to a select few.

2. A specific goal setting, which, in addition to performing functional duties, allows employees to successfully form independent goals, weigh motives, make decisions and make reasonable adjustments to their actions.

3. Formation of relationships at the level of sympathy or antipathy with the company’s management, with oneself, with colleagues. These can be friendly, mutually beneficial, partnerships, but we should not exclude the existence of elements of a “manipulative corporate culture” built on psychological pressure and absolute hierarchical subordination.

4. The ability of a team member to distinguish between the concepts of “I” and “not I”, awareness of the consistency of accepting oneself as an individual and oneself as a member of a team. Otherwise, two options are possible - either employees “grow personally in the company,” that is, they work on personal resources (sparing no effort, time, to the detriment of their own personal lives), or, on the contrary, without identifying themselves at all with the company, they relate to it as a means of satisfying their personal interests and take a temporary wait-and-see attitude.

5. Formation and use of a characteristic corporate language. Such language is formed in the course of creating an image, developing a company’s philosophy and strategy, in the process of internal company communication - at work meetings, during informal communication, at trainings, holidays, during lunch and tea breaks. By the way, if such a language exists in a company and is clearly demonstrated, then it is on its basis that one can successfully influence the development and expansion of corporate culture.

In what ways does the formation and strengthening of corporate culture take place? Mainly, there is a gradual awareness by team members of their belonging to the company, acceptance of its development line, working methods, form and content of relations within the company. The next way is to manage the behavior of employees through the formation of a healthy psychological climate, creating situations, holding events in which the norms and values of the company will be accepted and shared by employees quite naturally. The combination of these two methods ensures the progressive development of corporate culture. If this process is controlled, great. If not, then spontaneous formation of cultural elements occurs - in informal communication events, during joint recreation, sporting events, at holidays, performances, happenings. Our life does not stand still - almost all companies are faced with the need to conquer a new market, change their management style, and monitor the activity of their staff.

In this regard, the task of building an adequate corporate culture is transformed into the task of improving and developing corporate culture.

A positive result in solving this problem requires a competent assessment of the organization’s resources, their constant development, and internal training. Such a clearly planned system will bear fruit and become a good support for the intensive development of the company.

1.3. State of corporate culture

The state of the enterprise's corporate culture is the result of the management of existing human resources and, at the same time, an indicator of the compliance or non-compliance of the principles and methods of the personnel management system with the realities of the enterprise's operating environment.

New methods of human resource management, focused on rapid technological change and innovation, are becoming important components of management strategy. And the employees themselves are beginning to be viewed as key resources of the enterprise.

Organizational culture combines the values and norms characteristic of the organization, management style and procedures, concepts of technological and social development. Organizational culture sets the limits within which confident decision-making is possible at each of the hierarchical levels, the possibility of using the resources of the organization as a whole, gives directions for development, and regulates management activities, contributes to the identification of members of the organization. The behavior of individual employees is influenced by organizational culture. Organizational culture is based on the needs of the individual and the needs of the organization.

The most well-known methods for diagnosing corporate culture are the methods of M.N. Pavlova, V.N. Voronin and I.D. Ladanova.

The main provisions of M.N.’s methodology Pavlova is like that. The degree of integration of individuals into groups is assessed on the basis of “individualism - collectivism”. The “power distance” characteristic characterizes the level of democratization (authoritarianization) of the management style. To do this, the concepts of low and high power distance indices are introduced. The third dimension of corporate culture is the tendency to avoid uncertainty. Research in this area shows that, as a rule, in an organization with a high index of uncertainty avoidance, managers in to a greater extent busy with private issues and details, they are task-oriented and constant in their management style, they do not like to make risky decisions and take responsibility. The fourth parameter of corporate culture, according to M.N. Pavlova, “masculinization - feminization” - reflects the motivational orientation of staff to achieve a goal or complete a task. The very name of this parameter is associated with the understanding of the traditional family roles of men and women. Hence, male role in relation to an organization it implies “life for work”, i.e. to achieve a goal, and the female role is to work “for the sake of life,” i.e. task orientation.

Unlike the method of M.N. Pavlova, diagnosis V.N. Voronina describes the state of corporate culture at a quantitative level. Methodology V.N. Voronin allows you to diagnose and describe the state of organizational culture using the developed questionnaire “DIAORG”, analyze the parameters of corporate culture in terms of their effectiveness in relation to the external and internal environment of the organization and identify problems that impede the optimization of the parameters of organizational culture and develop an appropriate system of influence. Personnel assessment and certification as a solution personnel problems modern enterprise // Collection of articles by specialists in personnel management of leading enterprises in Yaroslavl. - Yaroslavl, 2001 pp.

Diagnosis of the state of corporate culture includes the following stages:

1. Interviews with top officials of the organization.

Identification of historical patterns of the existing corporate culture, their impact on the performance of the organization in the present and determination of the main parameters of the desired culture.

2. Survey of department heads.

Determining the state of corporate culture elements; identification of a group of key specialists and staff readiness for changes.

3. Questioning of specialists and department heads.

Assessment of the system of motivation and value orientation of various groups of personnel.

4. Study of current regulatory and methodological documents, established procedures for working with personnel, decision-making, etc.

Analysis of documents regulating the system of relations and exchange of information between various parts of the organization, disciplinary practice and the system of reward and punishment. Cameron K., Quinn R. Diagnosis and change of organizational culture. Translation from English - St. Petersburg: Peter, 2001. - 100 p.

1.4. Types of corporate culture

Within organizations, the concept of “corporate culture” arose, which, like many other terms of organizational and legal disciplines, does not have a single interpretation. Let us give the most complete definition given by V.A. Spivak. Corporate culture is a system of material and spiritual values, manifestations that interact with each other, inherent in a given corporation, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of itself and the environment. Spivak V.A. Corporate culture: theory and practice. - St. Petersburg: Peter, 2001 -13 p.

Abramova S.G. and Kostenchuk I.A. offer the following classification by which they distinguish different types of corporate culture (Fig. 1): Newstrom D.W., Davis K. Organizational behavior. - St. Petersburg: Peter, 2000.

1) according to the degree of mutual adequacy of the dominant hierarchy of values and the prevailing methods of their implementation, stable ones are distinguished ( high degree adequacy) and unstable (low degree of adequacy) cultures. A stable culture is characterized by clearly defined norms of behavior and traditions. Unstable - lack of clear ideas about optimal, acceptable and unacceptable behavior, as well as fluctuations in the socio-psychological status of workers.

2) according to the degree of correspondence between the hierarchy of personal values of each employee and the hierarchical system of intragroup values, integrative (high degree of compliance) and disintegrative (low degree of compliance) cultures are distinguished. An integrative culture is characterized by unity public opinion and intragroup cohesion. Disintegrative - lack of a unified public opinion, disunity and conflict.

3) according to the content of the dominant values in the organization, personality-oriented and functional-oriented cultures are distinguished. A person-oriented culture captures the values of self-realization and self-development of an employee’s personality in the process and through the implementation of his professional and labor activities.

Figure 1 - Classification of types of corporate culture

A functionally oriented culture supports the value of implementing functionally specified algorithms for carrying out professional work activities and patterns of behavior determined by the status of the employee.

4) depending on the nature of the influence of corporate culture on the overall performance of the enterprise, positive and negative corporate culture are distinguished.

When studying a corporate type of culture, as well as when forming and maintaining a certain type of culture, it should be taken into account that each culture has its own structure.

Taking as a basis the model proposed by E. Schein, we will consider corporate culture at three levels, in the metaphor of the “Tree” (Fig. 2). Shane E. Organizational culture and leadership. - St. Petersburg: Peter, 2002 - 36 p.

The first, most obvious superficial level of culture is the “crown”, the so-called artifacts. At this level, a person encounters physical manifestations of culture, such as the office interior, observed “patterns” of employee behavior, the “language” of the organization, its traditions, rites and rituals. In other words, the “external” level of culture gives a person the opportunity to feel, see and hear what conditions are created in the organization for its employees, and how people in this organization work and interact with each other. Everything that takes place in an organization at this level is the visible result of conscious formation, cultivation and development.

Figure 2 - Levels of culture

The next, deeper level of corporate culture is the “trunk”, i.e. proclaimed values. This is the level, the study of which makes it clear why the organization has such conditions for work, rest of employees and customer service, why people in this organization demonstrate such patterns of behavior. In other words, these are values and norms, principles and rules, strategies and goals that determine the internal and partly external life of the organization and the formation of which is the prerogative of top managers. They can be either fixed in instructions and documents, or unfixed. The main thing is that they are really accepted and shared by employees. Maslova V.I. Strategic management personnel in an effective organizational culture, M., 2001

The deepest level of organizational culture is the “roots”, i.e. level of basic ideas. We are talking about what is accepted by a person on a subconscious level - these are certain frames of human perception surrounding reality and existence in it, how this person sees, understands what is happening around him, how he considers it right to act in various situations. Here we are mainly talking about the basic assumptions (values) of managers. Because it is they who, through their real actions, form organizational values, norms and rules.

In addition to the above, corporate culture has a certain content, which includes subjective and objective elements. The first includes beliefs, values, rituals, taboos, images and myths associated with the history of the organization and the lives of its famous members, and accepted norms of communication. They are the basis of management culture, characterized by leadership styles, problem-solving methods and management behavior. Objective elements reflect the material side of the life of the organization. These are, for example, symbols, colors, comfort and interior design, appearance of buildings, equipment, furniture, etc.

The content of corporate culture can be represented in a few words - employees share certain values and attitudes, thanks to which they perceive manifestations of a specific corporate culture through communication channels and, interpreting them, each in their own way, become its bearers (Fig. 3). Gritsai A. The importance of organizational culture for the management and development of a modern company // Collection of articles of the international congress social Psychology XXI century, Yaroslavl 2002

Culture as a whole is elusive. It is usually produced in the process of human activity and, in turn, affects it.

There are two ways in which corporate culture influences organizational life. First, culture and behavior mutually influence each other. Second, culture influences not only what people do, but also how they do it. There are different approaches to identifying a set of variables through which the influence of culture on an organization can be traced. Typically, these variables form the basis of surveys and questionnaires that are used to describe the culture of an organization.

Let's consider the most practical approach to corporate culture, relative to the effectiveness of the organization. From a business owner's perspective, the value of corporate culture is determined by its contribution to achieving the fundamental purpose of the business - maximizing shareholder wealth and company value. Accordingly, the fundamental goal of any business is to create wealth for its owners. Everything else, including organizational culture, is just a means to achieve this goal. Therefore, the fundamental goal of managing and implementing corporate culture is to maximize the value created by implementing and developing corporate culture.

Why is a strong and effective corporate culture so important from a company owner's perspective? This is due to the fact that the business environment is changing so quickly that even ordinary performers have to constantly make decisions, because... There is no time to familiarize yourself with the situation, make decisions and communicate them to the performers. Corporate plans, procedures and standards become outdated too quickly. To serve as effective instructions “for all occasions.” Therefore, the only solid and unchanging support for decision-making in a company at all levels of management is the corporate culture, i.e. a system of the most general and stable values and goals, principles and rules of behavior.

Therefore, the presence of a strong and sustainable, but also flexible corporate culture, adequate to the rapidly changing environment, is one of the most important factors for the survival and success of Russian business in the new century, as well as one of the most important competitive advantages.

Figure 3 - Content of organizational culture relationships

Consequently, the formation and strengthening of corporate culture should become an integral part of strategic and operational business management and should be constantly in the field of view of the company’s top management.

There are two main areas of methodology for forming organizational culture:

1 - search for the values of a successful organizational culture that best corresponds to the following factors: organizational technology, the capabilities and limitations of the organization’s external environment, the level of professionalism of personnel and the characteristics of the national mentality;

2 - consolidation of the identified values of organizational culture at the level of the organization’s personnel.

In this case, if the first direction of forming an organization’s culture relates to the sphere of strategic developments, during which organizational values are identified that are most consistent with the goals of organizational development and the characteristics of the organization’s personnel, then the second block of tasks relates to tactical management, which develops a system of specific measures and procedures to strengthen the values identified in the first stage.

Both stages are interconnected and interdependent: the depth of commitment to them, supported by measures of the second stage, will depend on how correctly organizational values are identified and formulated at the first stage. Conversely, the correctness, consistency and systematicity of specific measures to maintain organizational culture will largely determine its strength (breadth of coverage).

Measures to implement the tasks of the first block include the following: studying the characteristics of the national mentality from the point of view of certain principles of organization management; determining personnel capabilities and limitations; determination of the main technological capabilities and capabilities of the external environment.

The desired cultural values, identified by the manager at the first stage, become the main goal for the second stage of their formation in the organization. The second block of tasks is implemented by identifying key figures or creators of organizational culture, who are called upon to form the necessary organizational cultural values.

The process of forming organizational values is tied to the life cycle of the organization. At the first stage of creating an organization - the organization is at the stage of formation, the product life cycle is being formed. At this stage, all morals, customs, and basic style of activity subsequently adopted in the organization, as well as the success or failure of the organization, are laid down by its founders. They see the organization's mission and what the organization should ideally be like. In their activities, they are guided by previous experience in creating the organization and its cultural values. Summary The process of forming values in an organization at various stages of its life cycle is presented in Table 1.

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

Initially small size, usually characteristic of new organization, allows the founders to impose their views on its members. When proposing a new idea, founders are guided by certain personal biases about its practical implementation. Thus, organizational culture is the result of the interaction, on the one hand, of the personal assumptions and prejudices of its founders, and, on the other, the experiences of the organization's first employees.

Once established, through the growth and degrowth stages, culture is maintained by the organization's existing customs and procedures, which shape the experience of its personnel. Many human resource management procedures strengthen organizational culture. These include: selection process, performance evaluation criteria, reward system, training and career management, promotion. All these procedures are aimed at maintaining those who correspond to a given organizational culture, and punishing, even dismissing, those who do not comply with it.

2. Subject and methods of diagnosing corporate culture

2.1. Subject of corporate culture diagnostics

Before you begin to form or change a corporate culture, it is necessary to study the culture that is already “available”, determine its advantages and disadvantages and answer two questions:

1) What is today's organizational culture?

2) What should the organizational culture be like so that it supports the developed organizational development strategy?

There are several methods that allow you to study an existing culture. These include interviews, indirect methods, questionnaire, studying oral folklore, analysis of documents, study of the rules and traditions that have developed in the organization, as well as study of management practices. Dugina O. Corporate culture and organizational changes // Personnel management. -2000 - No. 12 - C 15.

During the diagnostics of corporate culture, the following is studied:

· basic ideas, values, expectations and norms shared by the majority of company employees;

· traditions, rules and myths existing in the company;

· employee attitudes to typical situations: adaptation of a new employee, existing stereotypes in resolving conflict situations, stereotypes in relation to management, stereotypes in relation to success/failure, stereotypes in relation to the quality of work, quality of customer service, and so on.

As a result of diagnosing the corporate culture of a company, it is possible to obtain a detailed description of the ideas, expectations, values, norms and rules shared by the majority of employees and regulating their behavior in the company. In addition, the type of corporate culture is determined and the vision of the desired culture by the company’s management and ordinary employees is compared.

The information obtained during corporate culture diagnostics can be used to solve the following problems:

· When introducing any innovations (reducing the degree of employee resistance to planned changes);

· To develop corporate culture in the required direction (consolidating “useful” norms and values, correcting dysfunctional ones, introducing new ones);

· To create a favorable socio-psychological climate in the team;

· To improve business management;

· To resolve labor conflicts;

· To manage employee loyalty to the company;

· To create new leadership models.

Diagnosis of corporate culture is carried out in three main areas:

1) Qualitative characteristics of culture:

A) Study of the material work environment, symbolism

· Appearance of employees, design of office premises, working conditions

· Use of corporate symbols

· Language

· Stories, myths

B) Study of employee behavior

· Models of work performance

· Interaction with clients

· Interactions between managers and subordinates

· Interactions (formal and informal) between employees

· Traditions

C) Study of declared values, norms and rules (regulations)

· Company mission and goals

· Principles of behavior and corporate values

· Internal company regulations

D) Study of the management system (indirectly characterizes the culture)

· Organizational structure

· Personnel: composition, knowledge and skills, internal motivation system

· Corporate policies (including personnel)

· Reward system

· System of planning, coordination and control

· Business goals, objectives and strategy for their implementation

As a result of diagnostics in the first direction, it will be possible to determine the type of corporate culture within the framework of the selected typologies.

2) The power of culture

· The presence of a dominant culture, its strength

· Presence of subcultures, their number and relationships (presence of contradictions)

3) Management and culture

· The position of the enterprise and group management in relation to culture (they do not know about the fact of existence; they know, but ignore; they know, but occupy a passive position; they know and actively manage the culture)

· The influence of management on culture

Tools of influence

The final model of organizational culture quite accurately describes other aspects of the organization necessary for this culture -

type of leadership

· performance criteria

core management theories associated with each of the four types of culture

· a comprehensive set of total quality management factors

· type of human resource management (the HP manager must ensure that the organization represents certain elements of each of the four types of cultures, as well as strengthen the dominant or desired culture of the company)

· necessary cultural changes in the life cycle of the organization. Gritsai A. The importance of organizational culture for the management and development of a modern company // Collection of articles of the international congress of social psychology of the 21st century, Yaroslavl 2002

To diagnose the corporate culture of an organization, the questionnaire presented in the appendix can be used.

2.2. Methods for diagnosing corporate culture

Methods for studying corporate culture are very diverse. The choice of one method or another is determined by the objectives of the study of this culture and the resources available for this study, since some methods require significant time and financial costs.

In the process of diagnosing corporate culture, it is necessary to carefully analyze everything that makes up the company’s culture today - the language of artifacts visible to the “naked eye.” Changing organizational culture // Problems of general and applied psychology: Proceedings of the scientific and practical conference “Commonwealth”. -Yaroslavl, 2001

What does the architecture of buildings, the layout of premises, and workplaces tell us?

What does the clothing of employees say, because appearance is not only a manifestation of individuality, but also an opportunity to express one’s attitude towards others, a kind of mental message.

How do employees address each other - by first name and patronymic and only you, or democratically and is there their own special slang?

How are clients, casual visitors greeted, how are they greeted on the phone and are they greeted?

What do they say about the boss, what stories and tales are passed on from the “old to the new” and how are they told - secretly with sarcasm or openly with good humor?

Do they like the “old-timers”, what kind of authorities are they - do they turn to them for help, do they respect their opinion or try to avoid them, fearing to be “interrogated with bias” or to be judged down on: “Well, what have you done here, my dear? »

Do they share information and ideas in the organization, or are they keeping everything under “seven seals” because they are afraid that they will “get ahead of them and take advantage of them”?

Do they believe in the development and competitiveness of the company, or do they say with skepticism to a newcomer “at first we all believed, tried, but once you work with ours, you’ll understand what’s what.”

Thus, with the answers to the questions, the characteristics of culture gradually emerge: flexibility or stability, dynamism or order and control, unity or competition, integration and unification or differentiation and separation.

Next, we supplement the image of the company’s culture with the results of a diagnostic study. Among the variety of types of corporate cultures, several main ones stand out (according to Kim Cameron and Robert Quinn):

· hierarchical type - a culture focused on consistency and order;

clan type - a culture that focuses on the quality of relationships;

· adhocratic type - a culture focused on entrepreneurship and creativity;

· market type - a culture primarily focused on results and completing a task at any cost.

Just as in a person’s character, where the basis is a combination of several types of temperament, several basic types of culture are manifested in the corporate culture of a company.

The study necessarily involves all the company’s managers, as well as reputable employees, experienced employees and newcomers with a “fresh look” at the company. If the company has already established itself on the market, we ask the customers’ opinion - “an outside view”: How do they see the company? What would they like her to be like?

The next important addition to the definition of corporate culture is the identification of the company’s core values, that is, what lies in the area of basic ideas and attitudes: the attitude of employees towards the company, motivation to work, customer focus, management style and relationships.

The most practical process seems to be the process of implementing strategic changes, which, according to Kurt Lewin, consists of three stages: unfreezing, movement, freezing. Gritsai A. The importance of organizational culture for the management and development of a modern company // Collection of articles of the international congress of social psychology of the 21st century, Yaroslavl 2002

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

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

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

In conditions of continuous change, when prompt and inexpensive tracking of the dynamics of changes in corporate culture is required, the OCAI method, in combination with the method of selective interviewing, can be recommended. The features of this method are a simple questionnaire and greater clarity of the results. This is very convenient for discussing the results with the management and staff of the enterprise under study. In addition, the method makes it quite simple to carry out repeated measurements of organizational culture, which makes it possible to track the dynamics of changes and promptly adjust plans for their implementation.

The method has been tested in a large number of organizations and has found high internal reliability and evidence of convergent and discriminant validity. To increase the reliability of the method, it is recommended to supplement the questionnaire with individual interviews. This makes it possible to obtain the totality of subjective content that the subjects put into the parameters of the questionnaires offered to them, and to ensure that this content corresponds to the models underlying the method.

The method is based on a 4-factor model of a systematic description of corporate culture. This model combines four types of organizational cultures: the culture of hierarchy, the culture of competition (market), the culture of adhocracy (creativity) and the culture of family.

It is assumed that the corporate culture of every real organization is a combination of the four cultures mentioned above. This combination is expressed graphically in the form of a so-called organizational profile. The sum of points on all four axes of this profile is always equal to 100.

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UDC 316.77
BBK 60.55–3

The article discusses methods for diagnosing the corporate culture of enterprises. The advantages and disadvantages of quantitative and qualitative sociological methods used to study corporate culture are described. Examples of the results of studying corporate culture in Ekaterinburg companies are given.

Keywords: corporate culture, OCAI method, parameters of national culture G. Hofstede.

In recent years, scientific and practical interest in the study of corporate culture has increased. What is it due to? Why have scientists, human resource managers, and business consultants come to the conclusion that a well-built corporate culture has a direct impact on a company’s performance? First, there have been changes in the structure and nature of organizations. Today's organizational world is significantly different from what it was in the early 1980s. The processes of destructuration and decentralization, the emergence of self-managing teams at various organizational levels have reduced the importance and need for daily control by company management and increased the importance of corporate culture. People in an organization are united by common values and standards of behavior. Second, empirical evidence has emerged of the relationship between a company's culture and its performance. Of course, culture is not the only component of a company's success. But it is one of the key components on the path to achieving goals, which until recently was not taken into account at all.

Study parameters

For scientific purposes, in 2005, the author conducted a study on the problem of corporate culture at two enterprises in Yekaterinburg. Organizations with various forms ownership and parameters - medium and large businesses. One of the enterprises under study is the trading organization Stroy-komplekt LLC, which has been successfully operating in the sales market of loading, tractor, municipal equipment, buses and spare parts for more than 12 years. The company conducted a survey of 59 employees. The study involved department heads (14.9%), middle managers (62.7%), engineers (7%), accounting and secretariat workers (13.6%), foremen and workers (1.8%). Half of the respondents (50.3%) have been working in the organization for 5 years. This makes it possible to assert that employees have a clear understanding of the activities of the enterprise and the features of its functioning.

The second enterprise under study is a ceramic products factory. The company produces facing tiles and sanitary ceramics. The plant is one of the largest enterprises in the Urals. 130 employees were surveyed at the enterprise. The survey was conducted using a quota sample. During the study, 50.8% of women and 49.2% of men were interviewed. 40.8% of the plant’s employees have secondary specialized education and 40% higher education (only 13.1% of respondents have secondary general and 6.2% incomplete higher education); 30.8% of them work in the shops, 30% are senior and middle managers, 27.2% are engineers, 11.5% are representatives of the secretariat and accounting department. An analysis of the age structure of the plant’s employees showed the predominance of several age groups: 26-30 years old - 14.6%, 46-50 years old - 18.5%, 51-55 years old - 16.9%, over 55 years old - 14.6 %. Respondents aged 41-45 years (11.5%), 31-35 years (8.7%), 21-25 years and 36-40 years (7.7%) are less represented. Most of the respondents have been working at the enterprise under study for more than 10 years (41.5%). 30% of respondents have been working at the plant for 5 years, 23.8% have been employees of the plant for 6-10 years. There are also young employees at the enterprise who have worked for less than one year (4.6%).

The subject of the study is the corporate culture of a trading company and a manufacturing enterprise. The results of the study can contribute to the creation of an idea:

About the most common type of corporate culture at each of the enterprises under study;

About the peculiarities of the functioning of a specific enterprise, depending on the type of corporate culture;

On the degree of awareness by top managers of the importance of corporate culture and the characteristics of the corporate culture of their enterprise;

About the common and different features of the corporate culture of two organizations.

The study of the corporate culture of enterprises was carried out using a multi-methodological research strategy.

Quantitative methods involve conducting surveys to assess the state of corporate culture. Most studies assessing corporate culture are based on these methods. When studying this problem, quantitative methods have a number of advantages:

ensure comparability of results when studying a number of firms;
give accurate and clear results;
provide the opportunity to identify not only the superficial, but also the deep layers of corporate culture, and make it possible to assess the internal motives or motivations of the organization’s employees, because employee surveys are used as a basis;
the results obtained are more objective, since the influence of the subjective attitudes and personality of the researcher is significantly lower.

But quantitative methods also have disadvantages. Their essence lies in the fact that this technique allows us to identify only the characteristics of corporate culture perceived by respondents, while deep cultural values can be assessed and differentiated only through long-term qualitative analysis of such manifestations of culture as myths, stories, etc. However, it is obvious that to solve such problems as comparing the corporate cultures of different companies, forming an idea of a typical culture, the use of quantitative methods is the only possible one.

Along with quantitative methods, the study used qualitative methods, in particular, in-depth interviews were conducted with enterprise managers. Firstly, they make it possible to identify a subjective assessment of the organization’s top management, because It is the head of the organization who is the key factor in shaping the corporate culture of the organization. Secondly, the lack consensus V scientific literature on this issue encourages us to identify the key points of the subject under study directly “in practice” and formulate the concept of corporate culture. Thirdly, the specific development of instruments based on quantitative methods is considered meaningless for studying the views of senior management in this study.

Two methods were used as a basis for diagnosing the corporate culture of enterprises: parameters national culture G. Hofstede and the OCAI method (Organizational Culture’s Analyze Instrument), developed by K. Cameron and R. Quinn. These methods have been tested Russian conditions, which is confirmed by a number of studies.

The OCAI method is based on the classification of corporate culture according to the values of the “stability - flexibility” and “internal orientation - external orientation” scales. The authors identify four types of cultures: hierarchical, market, adhocratic and clan. The tools used in the OCAI method involve identifying the characteristics of a company’s corporate culture in six key areas:

the most important characteristics of the organization (traits that reflect the characteristics of the organization)
general leadership style in the organization (traits inherent in the leader of the organization)
strategic goals (the nature of the organization’s development orientation)
success criterion (elements of work activity that are perceived as success in a given organization)
connecting essence (content of elements that unite the team)
employee management style (traits that distinguish an organization in personnel management).

The methodological basis for G. Hofstede's methodology is the idea of the role of national culture in building a certain kind of organizational interactions, overtly and covertly manifested preferences, attitudes and values. The author believes that the properties of cultures are revealed in particular ways of solving general problems. G. Hofstede identifies the following parameters of corporate culture: social inequality, including relations with authorities; relationships between the individual and the group; masculinity and femininity; overcoming uncertainty, controlling aggression and expressing emotions.

Comparative analysis of the corporate culture of two enterprises

An analysis of the comparison of corporate culture for the two organizations under study, based on the Cameron and Quinn methodology, is considered possible by comparing graphic profiles of the organizations' cultures.

Diagram 1. Comparative profile of the corporate cultures of two organizations
according to the Cameron and Quinn method

Table 1. Comparative analysis of the corporate culture of two organizations according to Hofstede’s parameters.

A comparison of graphic profiles makes it possible to assert that the corporate culture of two organizations of different sizes and areas of activity is almost identical. This profile reflects the following trends:

§ Dominance in both organizations of the market type of culture;
§ Little influence of clan culture;
§ Predominant orientation of organizations towards the external environment;
§ The presence of a fairly high influence of a hierarchical culture.

The quantitative indicators of the studied parameters are also confirmed by the opinion of company managers. According to the president of the trading company, “The essence of the organization’s corporate culture is embedded in our emblem, which depicts two arrows. The arrow indicates entry and exit. There is a different context as to what the meaning behind this is. The first is, naturally, the high turnover of goods. Secondly, this is a high culture of customer service. This means the arrow along which the client comes to us, leaves and returns again. The arrow also means a fairly active position in the market. The first arrow - we go to customers, offer goods, and the second - they come to us". Thus, the predominance of the market type of culture is quite natural and justified: for the company, the interests of the client come first. An organization with a market culture is primarily results-oriented. Leaders are fierce competitors, unwavering and demanding. The organization is united by the desire to win and maintain a leading position in the market.

As for identifying the features of clan culture, interview participants explain the data obtained as follows. “Corporate culture is the social package that holds the team together... these are the events that unite the team. One of the most exciting events we hold is the annual Spartakiad. A city team of workers is now being actively formed. Thanks to participation in such events, they become famous not only within the plant, but beyond its borders. They have the opportunity to play better and not be embarrassed at work“- notes the general director of the production enterprise. According to the president of the trading company, “ Today, an employee working in our organization must clearly understand that this is a serious company. And for the powers that the company delegated to him, he bears full responsibility. If he does not withstand them, he is asked to comply with the strictest rules" The fact of delegation of authority is one of the reasons for the predominance of clan characteristics in the company under study.

A comparison of the corporate culture of Yekaterinburg companies based on G. Hofstede’s parameters is presented in Table 1.

Comparative analysis showed the predominance general characteristics corporate culture in two different organizations. Based on the results obtained, the following conclusions can be drawn:

§ In both organizations the “feminine principle” predominates, i.e. focus on creating a friendly atmosphere and maintaining warm relationships among employees.
§ A democratic type of culture is common in organizations, but manufacturing plant Traits of collectivism are also expressed. The democratic type indicates the successful coordination of values at various levels. Regarding the situation at the production enterprise, according to the data obtained, we can say that there is some imbalance in this process, which is caused by the predominance of collectivism.
§ In both organizations, a mixture of individualist and collectivist principles predominates. But in a trading company, individualism is more represented, while in a manufacturing enterprise, the two types of corporate culture are represented equally.
§ According to the “uncertainty avoidance” parameter, different types of culture were identified in the two organizations. This indicates varying degrees of rigidity of discipline in the organization, the different role of the leader and his image in the minds of employees.

The presence of a disparate type of culture in a manufacturing enterprise is explained by the organization’s orientation toward the external environment rather than maintaining an internal working atmosphere. " The main goal of the organization is to make a profit and increase profitability. But we, as an enterprise with old traditions, put on par with these goals the satisfaction of employees at work - material, moral, i.e. We do not treat our staff as a tool for making money."(the author of the interview is the general director of the plant). Further, he notes that the company plans to conduct active work with personnel, the result of which will be a clear understanding of the rules and regulations: “Corporate culture is a mass of rules, a set of events that are aimed at uniting the team. Today we face one of important tasks- formation of corporate legislation for our organization.”

The creation by employees of a certain image of the organizations under study makes it possible to identify what is common and different in them. Thus, it can be noted that employees of a trading company have a clearer idea of their organization, unlike employees of a factory. The predominance of certain “qualities” of a company indicates the predominance of a certain type of corporate culture. This profile makes it possible to show the similarities and differences in the vision of the organization by its employees. It can be noted that in both organizations such traits as pragmatism, organization, and exactingness dominate. These qualities once again confirm the predominance of an adhocratic, hierarchical culture in organizations.

One of the objectives of this study is to determine the relationship between corporate culture and effective staff performance. The study confirmed the fact of the relationship between the two variables. According to the president of the trading company, corporate culture and operational efficiency - “These are links of one chain. The effectiveness of personnel work, first of all, begins with the selection of personnel, with the quality of personnel. Secondly, from defining the tasks that a person undertakes to solve. After a person has passed the selection filter, got into the structure, read the job description, he gets processed, polished the corporate culture, and becomes a link in one chain. If it works haphazardly, it disrupts the operation of the entire chain. We are swimmers. But we will be hopeless swimmers if we swim against the current. We're in the same boat. If someone stops rowing, the current will simply pull us from the leading position, and we will be thrown back.”

In conclusion, it should be noted that the idea of an organization as a cultural phenomenon allows us to understand how, through what symbols and meanings, joint activities of people are carried out in an organizational environment. With the help of cultural methods of managing people, it is possible to show “how organizational reality can be shaped and influenced through language, norms, folklore, traditions, ceremonies, etc. Within the framework of the cultural approach, there is an understanding that effective organizational development“is not only a change in structures, technologies and skills, but also a change in the values that underlie the joint activities of people.” Back in the mid-80s, T. Peters and W. Waterman, authors of the famous bestseller “In Search of effective management” noted: “We have found it to be an obvious fact that the individual human being in production and in management still means something. The formation of organizations that take into account the weaknesses of the individual and his strengths is the daily bread of the new school.” The results of the study presented in the article are further confirmation of the importance of corporate culture for successful development company and the need to study this phenomenon.

Literature

Makarchenko M.A. Study of the organizational culture of St. Petersburg enterprises // Vestnik SPU. Episode 8. Management. 2004. No. 3.
Romanov P.V. Power, management and control in organizations. Saratov: SSU, 2003.
Cameron Kim S. Diagnosis and change of organizational culture. St. Petersburg: Peter, 2001.
Danilova E., Tararukhina M. Russian industrial culture in the parameters of G. Hofstede // Monitoring of public opinion. 2003. No. 3.

Bibliography

Makarchenko M.A. The study of organizational culture of St. Petersburg enterprises // SPU Journal. 8th issue. Management. 2004.No. 3.
Romanov P.V. Power, management and control in companies. Saratov: SSU, 2003.
Cameron Kim S. Diagnostics and changes in organizational culture. St.-Pb.: Piter, 2001.
Danilova E., Tararukhina M. The Russian corporate culture in G. Hofstede's dimensions // Public opinion monitoring. 2003. No. 3.

Corporate culture diagnostics at enterprises of Ekaterinburg

The article considers methods of corporate culture diagnostics. The advantages and disadvantages of quantitative and qualitative sociological methods applied for researching corporate culture are described. Examples of the results of the study of corporate culture in the companies of Ekaterinburg are also given.

Key words:

Methods for studying corporate culture are very diverse. The choice of one method or another is determined by the objectives of the study of this culture and the resources available for this study, since some methods require significant time and financial costs.

In the process of diagnosing corporate culture, it is necessary to carefully analyze everything that makes up the company’s culture today - the language of artifacts visible to the “naked eye.” Changing organizational culture // Problems of general and applied psychology: Proceedings of the scientific and practical conference “Commonwealth”. -Yaroslavl, 2001

What does the architecture of buildings, the layout of premises, and workplaces tell us?

What does the clothing of employees say, because appearance is not only a manifestation of individuality, but also an opportunity to express one’s attitude towards others, a kind of mental message.

How do employees address each other - by first name and patronymic and only you, or democratically and is there their own special slang? How are clients, casual visitors greeted, how are they greeted on the phone and are they greeted? What do they say about the boss, what stories and tales are passed on from the “old to the new” and how are they told - secretly with sarcasm or openly with good humor? Do they like the “old-timers”, what kind of authorities are they - do they turn to them for help, do they respect their opinion or try to avoid them, fearing to be “interrogated with bias” or to be judged down on: “Well, what have you done here, my dear? » Do they share information and ideas in the organization, or are they keeping everything under “seven seals” because they are afraid that they will “get ahead of them and take advantage of them”? Do they believe in the development and competitiveness of the company, or do they say with skepticism to a newcomer “at first we all believed, tried, but once you work with ours, you’ll understand what’s what.” Thus, with the answers to the questions, the characteristics of culture gradually emerge: flexibility or stability, dynamism or order and control, unity or competition, integration and unification or differentiation and separation. Next, we supplement the image of the company’s culture with the results of a diagnostic study. Among the variety of types of corporate cultures, several main ones stand out (according to Kim Cameron and Robert Quinn):

· hierarchical type - a culture focused on consistency and order;

clan type - a culture that focuses on the quality of relationships;

· adhocratic type - a culture focused on entrepreneurship and creativity;

· market type - a culture primarily focused on results and completing a task at any cost. Just as in a person’s character, where the basis is a combination of several types of temperament, several basic types of culture are manifested in the corporate culture of a company.

The study necessarily involves all the company’s managers, as well as reputable employees, experienced employees and newcomers with a “fresh look” at the company. If the company has already established itself on the market, we ask the customers’ opinion - “an outside view”: How do they see the company? What would they like her to be like?

The next important addition to the definition of corporate culture is the identification of the company’s core values, that is, what lies in the area of basic ideas and attitudes: the attitude of employees towards the company, motivation to work, customer focus, management style and relationships.

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

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

The method is based on a 4-factor model of a systematic description of corporate culture. This model combines four types of organizational cultures: the culture of hierarchy, the culture of competition (market), the culture of adhocracy (creativity) and the culture of family.

It is assumed that the corporate culture of every real organization is a combination of the four cultures mentioned above. This combination is expressed graphically in the form of a so-called organizational profile. The sum of points on all four axes of this profile is always equal to 100.

Factor identification uses a standard list of parameters developed within this model. Respondents are asked to complete a questionnaire for two situations. The first situation is the current state of the organization (“as is”). The second situation is the desired (“as we would like”) state of the organization.

An organizational profile allows you to:

Assess the share of each elementary type of culture in the overall corporate culture (by the position of the points on coordinate axes);

Assess the organization’s readiness for change and the desired direction of change (based on the difference in profiles in the “as is” and “as we would like” states);

- compare the organizational cultures of different departments;

Describe not only the state of the organization as a whole, but also individual aspects of its activities, such as: management system, leadership style, forces holding the organization together, goal-setting system, decision-making and conflict resolution system, employee motivation, success criteria;

- assess the congruence of various aspects of corporate culture;

- assess the dynamics of changes in corporate culture.

employee behavior: conversations, behavior during breaks, etc.;

equipment of workplaces: technical means, colors, music, etc.;

means of communication;

other.

Third impression. Excursion:

made an impression on me

left me indifferent.

4.2.3. Questioning the organization's personnel

The next tool for diagnosing corporate culture is a staff survey. The main topics in this case are:

the main orientations of the company,

company strategy,

strengths and weaknesses of the organization,

collaboration,

information/communications,

characteristics of typical employees,

career mechanisms,

socio-psychological climate,

management presentation,

"passport".

Below is an excerpt from a questionnaire dedicated to the study of corporate culture.

1. Read the following statements carefully and indicate how each of them applies to your organization (1 - not at all true, 7 - completely true).

We provide consumers with high quality
military products and services..........................................
Our organization spends a lot of time
employee development ………………………………
Everyone knows what they are doing. All responsibilities
strictly distributed ………………………………..
Our organization is very successful in the market……….
All employees will remain, if necessary.
overtime…………………………………………..

We take customer complaints seriously...
The main thing for us is to reduce costs………………
Our organization trusts its employees……..
Our organization is developing dynamically……….

2. List your company's three greatest strengths.

_____________________________________________________________________________

3. List the three weakest links in your company.

_____________________________________________________________________________

4. How would you rate the degree of intra-organizational collaboration? (1 – extremely low, 7 – high)

Between colleagues ………………………………
Between a boss and a subordinate…………
Between employees from different
divisions………………………………….
Between departments………………………

5. How do you find out about important changes (decisions) in the organization (multiple answers possible)?

1) from a personal conversation with the manager;

2) from a memo from the manager;

3) in the process of personal communication with colleagues;

4) at organizational meetings;

5) through corporate publications;

6) from rumors;

7) from newspapers;

8) from other sources;

9) I don’t know anything at all.

6. How timely do you receive this information?

1) in a timely manner;

2) too late.

7. Please indicate the 5 most distinctive features typical employee of your organization

_____________________________________________________________________________

8. What does your immediate boss usually look like? (1 – completely does not correspond, 7 – completely corresponds)

He notes my diligence……………………….
He gives clear instructions………………………...
He evaluates me objectively………………
He cares about our personal contacts…..

9. What do you expect from your organization in the future? (1 – not at all important, 7 – very important)

10. What do you like most about your firm?

_____________________________________________________________________________

11. What do you dislike most about your firm?

_____________________________________________________________________________

Task 20 (to be completed in a group). Develop a questionnaire to diagnose the value-normative structure of corporate culture.

4.3.1. Development of frame structures

4.3.1.1. Methodology of K. Cameron and R. Quinn

These authors developed a framework of competing values, using the following two dimensions to distinguish types. The first dimension separates performance criteria that emphasize flexibility, discreteness, and dynamism from criteria that emphasize stability, order, and control. The second dimension separates performance criteria that emphasize internal orientation, integration, and unity from criteria associated with external orientation, differentiation, and competition. The continuum of this dimension extends from organizational cohesion and coherence at one end to organizational disunity and independence at the other. Both dimensions form four squares, each of which represents a clearly distinguishable set of indicators of organizational effectiveness. In other words, these four groups of criteria define the core values by which an organization is judged.

Internal Focus and Integration

Flexibility and discretion

Clan Adhocracy

Bureaucracy Market

Stability and control

differentiation and focus External

Rice. 3. Typology of corporate cultures according to K. Cameron and R. Quinn

The names of the squares correspond to the main ones organizational forms, developed by the science of organizations.

					table 2
	Main characteristics of corporate culture types
		by K. Cameron and R. Quinn

	Characteristic		Type of corporate culture
	Characteristic	bureaucracy			adhocracy
		bureaucracy			adhocracy

Orientation		Interior	External focus	Interior	External focus
organizations		focus and int-	and differential	focus and int-	and differential


Degree of flexibility		Stability	Stability and	Flexibility	Flexibility
		and control	control	and discreteness	and discreteness

I. Competing values
leadership skills, effectiveness
creativity and organization
onny theory:
	leader type	Coordinator.	Hard over-	Accomplice.
		Mentor.	caretaker	Educator.	Entrepreneurial
		Organizer	Rival.	Parent	tel. Seer
			Manufacturer
	criteria	Profitability.	Market share.	Cohesion.	Result on
efficiency		Timely	Achieving the target	Moral	advanced ru-
		ness. Gladkoe	whether. Defeat	climate. Development	beige. Creative
		functioning	competitors	humanity	quality Height
				what resources
	management theory	Control of spe-	Competition	Participation strengthened	Innovation
		owns ren-	promotes	is loyal	bears
		time sheet	productivity	passion for business	new resources

II. Competitive
management values
universal quality:
	quality strategies	Find	Measure pre-	Give gender	Surprise and
		errors. Change	respects	powers.	to excite.
		yelp. Control	consumers.	Create bri-	Create but
		express	Increase pro-	bastards. Involve	high standards.
		cesses. System	ductivity	hired work-	Anticipate
		mathematically re-	Realize	nicknames Development	needs.
		solve problems	creative	to humane-	Continue
		Apply in-	partnership.	ski resources.	perfection-
		tools	Increase con-	Provide
			Kurentosposob-	openness about
			ness. Vovle-
			consume it-
			lei and supply

Topic: Diagnosis of corporate culture. Diagnostics of the motivation structure of V.E. Milman. Definition of corporate culture

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Introduction

The dynamically changing political and economic conditions for business development in Russia in the last decade, an actively growing market, require constant improvement and changes in the principles of organization management.

The situation with organizational transformations of Russian enterprises is even more complicated. The result of most studies aimed at analyzing these failures was common - the most frequently cited reason was neglect of the organization's culture.

Organizational culture is the most important factor determining not only the successful implementation of structural or systemic changes, but also the very existence of the organization.

Considerable attention is paid to the issues of studying organizational culture and ways to change it in modern sociology of management. At the same time, serious study of this issue, even abroad, began only in the 70s of the 20th century.

Kim Cameron and Deborrow Ettington have been researching the conceptual foundations of organizational culture.

Quantitative and qualitative methods for studying and assessing organizational culture are proposed by Raymond Zammuto and Jack Krakower.

S. Medok and D. Parkin studied the influence of the gender factor on organizational culture.

The influence of organizational culture on the effectiveness of an organization is considered by V. Sathe, T. Parson, as well as T. Peters and R. Waterman.10

A large number of scientific works are devoted to the development of criteria for measuring the effectiveness of organizational culture and the definition of methods for managing organizational change.

In particular, it is worth noting a number of studies conducted by Robert Queen, which, based on empirical results, provide a comprehensive approach to measuring organizational culture.

Studying the state of scientific development of the problem allows us to conclude that organizational culture, methods of change, and assessment of its impact on the activities of the organization represent a pressing scientific problem.

The subject of the study is the functions, structure, elements of corporate culture, methods of diagnosis, assessment and change of organizational culture, as well as its impact on the activities of personnel and the achievement of the organization’s business goals.

Conscious management of corporate culture allows you to reduce the level of risk when making management decisions and promotes the introduction of changes that allow the organization to achieve business success.

The basis of the diploma research is general scientific conceptual approaches to the study of organizations and organizational culture, theoretical provisions of the concepts of corporate culture and organizational behavior.

Research methods:

1. Cameron-Queen Organizational Culture Assessment (OCAI)

2. Diagnostics of the motivation structure of V.E. Milman

3. Diagnosis of professional orientation by J. Holland

The obtained data were processed using mathematical statistics methods (sign test?, Friedman test, White T-test).

The object of the study was the corporate culture of LLC TD Sibiriada.

1. Theoretical aspects of the influence of corporate culture on motivation and resistance to change

1.1. Definition of corporate culture

In order to determine the role and significance of corporate culture in the life of an organization, it is necessary, first of all, to understand what culture is in general and corporate culture in particular, what its content is.

Thus, most foreign researchers and specialists generally agree that corporate culture includes the values ​​and beliefs shared by all employees of the company, which predetermine the norms of their behavior and the nature of the organization’s life.

Therefore, in a generalized form, the definition of corporate culture may look like this:

Corporate culture is the conscious and unconscious beliefs shared by the organization's employees and its management regarding group norms of behavior, values, beliefs, traditions, ways of operating, prohibitions, expectations, as well as concepts about the past, present and future of the company.

Corporate culture includes:

Uniting and separating norms are what the members of a given group have in common; they are used to easily distinguish “us” from “strangers”.

The creation of a corporate culture, if not done specifically, occurs spontaneously; it consists of the “fragments” of cultures brought by different people from previous teams.

1.2. The influence of corporate culture on the success of a company

The formation of a corporate culture occurs either consciously (leading members of the organization translate and implement its foundations into current activities), or such a culture is formed spontaneously, and this takes time.

Corporate culture includes two main points:

1. Responsibility: social (ecology, charity, sponsorship, patronage, cultural programs), legal (following the norms and laws of state regulation).

2. Ethics: behavior of company employees in accordance with established rules).

Why does having a corporate culture play an important role in a company's activities? Firstly, this is a very dynamic phenomenon that affects almost all events in the organization.

As a rule, the goals and development strategy of the company are correlated with the norms of corporate culture, which in turn determines the interest of management in stimulating and encouraging the development of corporate traditions.

The strength of influence on employees is determined by the following factors: common age, interests, views; duration of joint work; experience of interaction, experience of jointly overcoming difficulties.

The external side of corporate culture is successfully expressed in the creation of history, legends, symbols, rituals (the history of the company, “company” customs, significant events and anniversaries, professional events). Krasovsky Yu.D. Organizational behavior. M.: UNITY, 1999

Symbols and attributes of the company, emphasizing the belonging of people to a single whole, are also an integral part of the corporate culture.

Internal content is the rules, roles, values ​​and general philosophy of the company.

What impact does a well-developed corporate culture have on a company's activities? First of all, this is the formation of a company’s development strategy, as well as awareness of the unity of one’s own goals and the goals of the company through the acceptance of its norms and values.

The structural content of corporate culture includes the following main characteristics.

2. A specific goal setting, which, in addition to performing functional duties, allows employees to successfully form independent goals, weigh motives, make decisions and make reasonable adjustments to their actions.

In this regard, the task of building an adequate corporate culture is transformed into the task of improving and developing corporate culture.

A positive result in solving this problem requires a competent assessment of the organization’s resources, their constant development, and internal training. Such a clearly planned system will bear fruit and become a good support for the intensive development of the company.

1.3. State of corporate culture

New methods of human resource management, focused on rapid technological change and innovation, are becoming important components of management strategy. And the employees themselves are beginning to be viewed as key resources of the enterprise.

The most well-known methods for diagnosing corporate culture are the methods of M.N. Pavlova, V.N. Voronin and I.D. Ladanova.

Diagnosis of the state of corporate culture includes the following stages:

1. Interviews with top officials of the organization.

Identification of historical patterns of the existing corporate culture, their impact on the performance of the organization in the present and determination of the main parameters of the desired culture.

2. Survey of department heads.

Determining the state of corporate culture elements; identification of a group of key specialists and staff readiness for changes.

3. Questioning of specialists and department heads.

Assessment of the system of motivation and value orientation of various groups of personnel.

4. Study of current regulatory and methodological documents, established procedures for working with personnel, decision-making, etc.

1.4. Types of corporate culture

Abramova S.G. and Kostenchuk I.A. offer the following classification by which they distinguish different types of corporate culture (Fig. 1): Newstrom D.W., Davis K. Organizational behavior. - St. Petersburg: Peter, 2000.

Figure 1 - Classification of types of corporate culture

A functionally oriented culture supports the value of implementing functionally specified algorithms for carrying out professional work activities and patterns of behavior determined by the status of the employee.

4) depending on the nature of the influence of corporate culture on the overall performance of the enterprise, positive and negative corporate culture are distinguished.

When studying a corporate type of culture, as well as when forming and maintaining a certain type of culture, it should be taken into account that each culture has its own structure.

Taking as a basis the model proposed by E. Schein, we will consider corporate culture at three levels, in the metaphor of the “Tree” (Fig. 2). Shane E. Organizational culture and leadership. - St. Petersburg: Peter, 2002 - 36 p.

Figure 2 - Levels of culture

Culture as a whole is elusive. It is usually produced in the process of human activity and, in turn, affects it.

Figure 3 - Content of organizational culture relationships

Consequently, the formation and strengthening of corporate culture should become an integral part of strategic and operational business management and should be constantly in the field of view of the company’s top management.

There are two main areas of methodology for forming organizational culture:

2 - consolidation of the identified values ​​of organizational culture at the level of the organization’s personnel.

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

2. Subject and methods of diagnosing corporate culture

2.1. Subject of corporate culture diagnostics

Before you begin to form or change a corporate culture, it is necessary to study the culture that is already “available”, determine its advantages and disadvantages and answer two questions:

1) What is today's organizational culture?

2) What should the organizational culture be like so that it supports the developed organizational development strategy?

During the diagnostics of corporate culture, the following is studied:

· basic ideas, values, expectations and norms shared by the majority of company employees;

Thus, most foreign researchers and specialists generally agree that corporate culture includes the values and beliefs shared by all employees of the company, which predetermine the norms of their behavior and the nature of the organization’s life.

Internal content is the rules, roles, values and general philosophy of the company.

2 - consolidation of the identified values of organizational culture at the level of the organization’s personnel.

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