Of course, this is far from a complete list of definitions of organizational culture, however, reference to it gives some reason to believe that in most cases, organizational culture is viewed from a functional or rationalistic perspective. At the same time, the leading place among many different definitions is occupied by the category of “values” and “behavioral norms”. Next, in descending order, are “attitudes,” “beliefs,” “knowledge,” etc.

Largely sharing the views of Kilman R., Shane E., Cameron K. and other researchers regarding the phenomenon of organizational culture as a system of values ​​and relationships, we believe that organizational culture is a set of basic assumptions, values, preferences and norms that determine labor behavior employees, ensure constructive interaction in the team and contribute to the successful functioning of the organization in the external circuit.

There are many approaches to identifying various attributes that characterize and identify a particular culture at both the macro and micro levels. Thus, F. Harris and R. Moran (1991) propose to consider a specific organizational culture based on ten characteristics:

awareness of oneself and one’s place in the organization(some cultures value the employee’s concealment of his internal moods, others encourage their external manifestation; in some cases, independence and creativity are manifested through cooperation, and in others through individualism);

communication system and language of communication(the use of oral, written, non-verbal communication, “telephone rights” and openness of communication varies from group to group, from organization to organization; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations);

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

what and how people eat, habits and traditions in this area(organization of meals for employees, including the presence or absence of such places at the enterprise; people bring food with them or visit a cafeteria inside or outside the organization; food subsidies; frequency and duration of meals; do employees of different levels eat together or separately, etc.);

awareness of time, attitude towards it and its use(the degree of accuracy and relativity of time among workers; compliance with time schedules and encouragement for this; monochronic or polychronic use of time);

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

values(as a set of guidelines for what it is Fine and what is Badly) And norms(as a set of assumptions and expectations regarding a certain type of behavior) - what people value in their organizational life (their position, titles or the job itself, etc.) and how these values ​​are maintained;

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

employee development process and training(mindless or conscious performance of work; rely on intelligence or strength; procedures for informing workers; recognition or rejection of the primacy of logic in reasoning and action; abstraction and conceptualization in thinking or memorization; approaches to explaining reasons);

work ethic and motivation(attitude to work and responsibility for work; division and replacement of work; cleanliness of the workplace; quality of work; work habits; work evaluation and reward; man-machine relationships; individual or group work; promotion at work).

The above characteristics of an organization's culture, taken together, reflect and give meaning to the concept of organizational culture. Help in understanding this concept can be provided by a model of the relationships between the content of an organization's culture, its manifestation, and the perception and interpretation of this culture by employees.

Members of the organization, sharing faith and expectations, create their physical environment, develop a language of communication, perform actions that are adequately perceived by others, and express feelings and emotions that are understandable to everyone. All this, when perceived by employees, helps them understand and interpret the culture of the organization, i.e. give your meaning to events and actions and make your work environment meaningful. The behavior of individuals and groups within an organization is strongly bound by the norms derived from these shared beliefs, expectations and actions.

The content of organizational culture influences the direction of behavior and is determined not by a simple sum of assumptions, but by how they are interconnected and how they shape certain patterns of behavior. What is distinctive about a culture is the relative order in which the underlying assumptions that form it are arranged, indicating which policies and principles should prevail when conflicts arise between different sets of assumptions. Thus, two companies can equally declare as one of their values ​​the development of cooperation and internal competition in their work. However, in one company, cooperation will have more to do with the decision-making process, and internal competition will have more to do with career planning. In another company, the emphasis may be placed in the reverse order. The cultures of the two organizations will be quite different in content, despite the fact that the set of assumptions is essentially the same.

The above once again clearly shows that there is no need to talk about organizational culture as a monolithic phenomenon. It's just one culture per organization. However, it is necessary to understand that there may be many “local” cultures within one organization. This refers to one culture that prevails throughout the entire organization and the culture of its parts (levels; divisions; professional, regional, national, age, gender and other groups). These various subcultures can coexist under the roof of one common culture.

One or more subcultures in an organization may, by their nature, be in the same dimension as the dominant culture in the organization, or create, as it were, a second dimension in it. In the first case, it will be an enclave in which adherence to the core values ​​of the dominant culture is more pronounced than in other parts of the organization. This usually occurs with a subculture of the central apparatus of an organization or system of governing bodies. In the second case, the key values ​​of the dominant culture in an organization are accepted by members of one of its groups simultaneously with a separate set of other, often non-conflicting values ​​for themselves. This can be observed on the periphery of the organization or in territorial government bodies. In this way, adaptation to the specifics of activity (functional services) or local conditions (territorial offices) can be achieved.

Similar to what happens in society, there may be a third type of subculture in an organization that is quite persistent in rejecting what the organization as a whole wants to achieve. Among these organizational countercultures The following types can be distinguished:

(2) opposition to the power structure within the dominant culture of the organization;

(3) opposition to the patterns of relationships and interactions maintained by the dominant culture.

Countercultures usually emerge in organizations when individuals or groups find themselves in conditions that they feel cannot provide them with the satisfaction they are accustomed to or want. In a sense, organizational countercultures are a call for help in times of stress or crisis, i.e. when the existing support system has collapsed and people are trying to regain some control over their lives in the organization. Some "countercultural" groups can become quite influential during large-scale transformations associated with significant changes in the nature, design and character of the organization. Good examples of such groups were the once all-powerful councils of labor collectives, which are now emerging during the privatization of groups of owners of a controlling stake in enterprises and commercial divisions of budgetary organizations.

So, the analysis of the main theoretical and methodological approaches to the study of organizational culture showed that the definition of this concept in modern scientific literature is very variable. In this work, organizational culture is understood as a set of beliefs, values, norms and rules of behavior, relationships, external attributes accepted and shared by employees of the organization, setting guidelines for behavior through which the organization moves towards success.
Culture unites all activities and all relationships inside and outside the organization, it creates the image of the organization, helps to concentrate efforts on the main strategic directions, creates a “socio-economic field” that ensures high productivity, loyalty and commitment of employees/members, and ultimately contributes to success of the organization. People make an organization, its products and services unique. One of the key points is to use the hidden reserves of a person, find the unique qualities of each employee and use them for the benefit of the organization.

4. Taking measurements.

5. Analysis of the obtained characteristics of organizational culture, determination of its type (if provided for by the methodology).

6. Basis for forecasting and making management decisions. Development of a set of measures (specific recommendations). Forecasting possible problems in the field of personnel management and in general in the work of the enterprise.

The holistic strategy involves the researcher being deeply immersed in the culture and acting within it as a deeply involved observer, consultant, or even member of the team. These are the so-called field methods of studying a situation through real immersion in it. The main goal of the researcher is to become “an insider” and then use the entire arsenal of means of observation and obtaining information. Tools for such analysis: timing, diary keeping, method of empirical observations, stop exercises, experience of confession, etc. Modern consultants also use such forms of work as working groups consisting of consultants and company employees, seminars and discussions with key company officials.

The metaphorical (linguistic) strategy consists of studying samples of existing normative and methodological documents; documents regulating the system of relations and exchange of information between various parts of the organization; reporting, as well as the peculiarities of the language of these documents, tales and legends, stories and myths, anecdotes and jokes, communication stereotypes, slang, anthems and company mottos. For example, as one of the methods for discovering and describing values, E. Schein offers content analysis of intra-organizational documentation.

The quantitative strategy involves the use of surveys, questionnaires, interviews, focus groups and other similar methods borrowed mainly from sociology, as well as model analysis methods. The advantages of questionnaires are that they allow you to cover all layers of the organization in a short time and obtain an objective picture of people’s values ​​and attitudes. In order for these methods to be truly effective, it is necessary to construct questions in such a way that they reflect the basic value systems of employees (i.e., the culture itself), and not a secondary attitude to the essence of the phenomena (for example, the social climate in the team).

Thus, K. Cameron and R. Quinn studied the performance indicators of large companies along two dimensions. Within the first dimension, some companies consider themselves effective if they are stable, predictable and mechanistically consistent, others - if they are prone to change, adaptive and constantly moving forward. The second dimension views performance criteria as either internal orientation, integration and unity, or external orientation, differentiation and competition. These two dimensions form four quadrants, each of which corresponds to a different type of organizational culture. This typology is of practical value, as it covers the key characteristics of cultures, incl. in the field of personnel management, allows you to obtain their qualitative and quantitative assessments and diagnose changes in the culture of enterprises. A tool for assessing the current culture and its preferred state is a questionnaire developed by the authors of the typology. The methodology for constructing organizational culture profiles (OCAI) is quite well known and popular among Western and domestic consultants.

Numerous studies conducted at Russian enterprises show that most companies are characterized by the desire of staff to develop in the direction of a clan culture, especially in matters of leadership style, which is, in fact, the connecting thread between the organization and its employees. Therefore, for a modern Russian leader, the development of clan skills and competencies seems very promising and necessary in order to be an active promoter of organizational culture among employees.

So, organizational diagnostics gives an idea of ​​the strengths and weaknesses of the organization, its resources, potential capabilities, and shows which elements of the management system are ignored, missed or underestimated. In addition, diagnosing an organization is an extremely useful work for developing management thinking and improving the management skills of the company's managers themselves. This is a most valuable resource that needs constant “feeding” and continuous development.

During organizational diagnostics, you can get a unique opportunity to influence the future of the company. When conducting diagnostics, any opinions, judgments, and assessments are taken into account. All collected information obtained during diagnostic activities, while maintaining complete anonymity and confidentiality, is provided to the organization's managers for subsequent use in the interests of the business.

Thus, diagnosing corporate culture is of interest during the analysis of the problems of the thesis research.

Classification of organizational culture is necessary to determine and analyze its main types in order to identify the specific features of the culture of each specific organization, as well as to develop adequate methods for its improvement.

A type of organizational culture is understood as a certain group of cultures united by a common, most significant feature that distinguishes this type from others.

The presence of many ways to classify culture indicates that currently researchers have proposed a wide range of approaches to the typology of organizational culture, therefore systematization is very important, which is designed to increase the efficiency of using various typologies. The work systematizes typologies of organizational cultures in order to compare the analytical and applied capabilities of existing approaches and determine the scope of their application.

Thus, typologies of organizational cultures can be classified according to the number of criteria used (the most common are two-dimensional typologies, which are depicted in the form of a matrix or coordinate system), as well as by the number of distinguished types (most often, four types are distinguished). However, this approach does not allow us to draw meaningful conclusions or compare instrumental capabilities. The variety of typologies can be significantly narrowed if systematization is carried out on the basis of the methodological principles embedded in them. I divided all typologies into four groups, depending on the basis on which generalized criterion the typology is based (see Table). Ethnometric (cross-cultural) differences were chosen as such criteria; values, attitudes, personal qualities and behavioral characteristics; system of distribution of power, authority and responsibility; organizational and functional parameters and features of interaction with the external environment.

table 2

Due to the specific nature of the thesis research, the typology of cultures according to the methods of K. Cameron and R. Quinn seems relevant.

Cameron and Quinn developed four profiles of organizational culture:

Clan,

Adhocratic,

Hierarchical

And market culture.

Rice. 2. Four profiles of organizational culture (Cameron and Quinn)

Clan culture

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

Hierarchical culture

A very formalized and structured place to work. What people do is governed by procedures. Leaders pride themselves on being rational facilitators and organizers.

Maintaining the smooth running of an organization's operations is critical. An organization is held together by formal rules and official policies. The long-term concern of an organization is to ensure stability and smooth running of operations in a cost-effective manner. Success is defined in terms of deliveries, smooth, on-schedule and low costs. Employee management is concerned with job security and long-term predictability.

Adhocratic culture

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

Market culture

A results-oriented organization whose primary concern is getting the job done. People are goal-oriented and competitive. Leaders are tough leaders and tough competitors. They are unwavering and demanding. What binds the organization together is an emphasis on winning. Reputation and success are a common concern. The focus of a long-term strategy is on specific actions, solving assigned tasks and achieving measurable goals. Success is defined in terms of market penetration and increasing market share. Competitive pricing in the market is important. The style of the organization is a rigid line towards competition.

So, the work focuses on the diversity of types of organizational culture. However, the culture is classified into the following types:

Clan,

Adhocratic,

Hierarchical

And market culture.

This classification is relevant due to the fact that this typology meets modern market conditions for the existence of organizations.

with organizational culture

2.1. Prerequisites for organizational changes

In modern management, issues of change management in an organization occupy an important place. Theoretical research in this direction began in the second half of the 20th century, when, due to the acceleration of scientific and technological progress, the business environment of companies became more mobile, and managers felt a lack of knowledge and skills that would allow them to carry out organizational changes in a timely and successful manner.

The further development of change management theory was determined by the following factors:

Individualization and dynamism of consumer behavior,

Accelerating the pace of scientific, technological and social progress,

Reducing the life cycle of goods,

Globalization of business,

Increased competition

Development of information networks,

Changing the role of human resources, etc.

Problems of managing organizational change include many different aspects; their research is carried out within the framework of many areas of scientific knowledge. These include organization theory, systems theory, organizational behavior, innovation and strategic management. Organization theory studies issues of change related to organizational relationships between entire entities and their structural components. Systems theory examines transformations in organizations from a systems approach. Organizational behavior focuses on social-psychological factors and methods of change in modern companies. From the point of view of innovation management, change management is studied as a factor in the successful implementation of innovations. In strategic management, change management is considered as a process that ensures the implementation of the chosen strategy.

Significant contributions to the development of the theory of change management were made by foreign scientists I. Ansoff, F. Hughes, W. French, S. Bell, M. Hammer, J. Champi, K. Levin, E. Shane, F. J. Guillard, D. N. Kelly, J. P. Cotter, D. S. Cohen and others.

I. Ansoff contrasted the entrepreneurial type of behavior with the incremental one.

At the same time, such a type of behavior of an organization was characterized as incremental when its development involves minimal changes relative to traditional behavior, and as an entrepreneurial type - a purposeful desire for changes that ensure victory in competition and maximum profit. The final results of strategic management were first declared to be a new quality and level of growth of system potential to achieve the organization's goals in the future, and after this - a new structure that ensures the organization's rapid adaptation to promising changes in the external environment. I. Ansoff identified four approaches to managing resistance in the process of transformation: coercive, adaptive, crisis and managed.

F. Hughes, W. French, S. Bell proposed the concept of organizational development, according to which organizational development is a process aimed at improving organizational behavior through changes in organizational culture and in organizational processes with the help of technology, research and the theory of behavioral sciences.

M. Hammer and J. Champi formulated the concept of business reengineering. In their opinion, economic reengineering is a fundamental rethinking and radical redesign of an enterprise and its most important processes. The result is a dramatic (by an order of magnitude) improvement in the most important quantifiable indicators of costs, quality, service and deadlines.

K. Levin presented the transformations being carried out in the company in the form of three successive stages: unfreezing, movement, freezing. He also proposed a force field model based on the concept of stability. Factors that “push” for change and forces aimed at maintaining stability lead to the establishment and maintenance of balance. According to K. Levin, a manager seeking to “push” the process of organizational change should make the main efforts to reduce the influence of limiting forces, which helps reduce tension, while increasing motivating forces only increases resistance.

F. J. Guillard and D. N. Kelly proposed to perceive the organization as a living organism - a “biological corporation”, and identified four aspects of its functioning: consciousness, organism, connections of the organism with the environment, spirit. They developed recommendations for the simultaneous implementation of organizational changes in all of these aspects.

J.P. Kotter developed a step-by-step methodology for implementing organizational changes and proposed the appropriate tools.

Russian scientists are also working on the problems of change management: N. P. Maslennikova, L. A. Malysheva, A. N. Morozov, N. Yu. Kruglova, L. G. Zaitsev, M. I. Sokolova and others. However, despite active research in this area, many issues of change management remain open; for some, there is no clear opinion in the scientific community.

An important concept in change management theory is organizational sustainability. In this regard, an important point is organizational culture, which acts as a kind of conservative.

In order to present a model of a typical organizational change project, it is necessary to conduct a theoretical analysis of the concept of “project”.

And so, if you turn to the Big Encyclopedic Dictionary, you can find three definitions of the concept “project”:

Project (from Latin projectus, literally - thrown forward),

1) a set of documents (calculations, drawings, etc.) for the creation of any structure or product.

2) Preliminary text of a document.

3) Concept, plan.

The presented definition options illustrate the diversity of views on the project as a concept. However, all definitions of the term can be grouped into two directions: narrow and broad interpretation of the concept.

A project, understood in the narrow sense of the word, is simply design documentation, i.e. a set of technical, economic, organizational documentation necessary for the implementation of the project plan, project idea. In this sense, a project is the result of the development of project documentation, i.e. a complete set of design documents, including drawings, calculations, justifications, work plans for the implementation of the project.

A project, understood in the broad sense of the word, includes the entire set of documents, measures, and actions to implement the project plan into reality, right up to its full completion and achievement of the final result.

The presented definition options illustrate the diversity of views on the project as a concept. It can be argued that each specialist, uttering the word project, has his own individual idea of ​​the content of this concept. Without a criterion for choosing one definition or another, the author is forced to formulate his own.

Therefore, it is necessary to develop your own concept of “project”, which will be used in the thesis when studying the internal environment of the project.

So, a project is a purposeful set of interrelated measures to create or change an object (set of objects) aimed at achieving predetermined goals within a given period of time, with a set budget and a certain quality.

A project is a time-limited, purposeful change to a separate system with established requirements for the quality of results, a possible framework for the expenditure of funds and a specific organization. Thus, we apply a systematic approach to the implementation of project activities. In this case, the project appears as a separate subsystem, using the principles of a systematic approach to project management, that is, as a certain socio-economic system. Socio-economic systems have a number of features that distinguish them from technical systems.

An organizational change project as a type of socio-economic system has all the features inherent in systems, but has a number of specific properties that are not inherent in other systems of this kind.

An organizational change project is classified as an open system because:

· it is open to the exchange of information, and such exchange makes it viable;

· input parameters can be specified in implicit form and there are possible options for how they are perceived by the project as a system;

· at the end of the project, the desired results can be obtained with varying degrees of probability;

· the processes occurring within the project as a system are not once given; their direction and intensity can change in the interests of achieving project goals.

So, the project is not a disparate collection of various components (goals, resources, activities, etc.). Depending on the chosen method of organization, a project can be characterized by various properties, including essential ones. For example, an ineffective sequence of activities may lead to an increase in the project completion time, i.e. to change one of its most important characteristics.

Essential features of projects, including projects of organizational change:

1. The purpose of the organizational change project;

2. Time frame for completing the organizational change project;

3. Limited resources;

4. Specificity of the organization and coordination of the organizational change project.

1. The purpose of the organizational change project.

The goal as an essential feature of the concept of “project” characterizes it in terms of the results that should be obtained at the end of the organizational change project. The goal of an organizational change project is the desired result of an activity achieved within a specified time interval.

The purpose of an organizational change project largely determines the mechanism for its implementation, as well as the activities carried out within its framework. These mechanisms must be optimally configured to achieve the required result, taking into account available resources and the impacts of the macro- and microenvironment. Otherwise, the organizational change project will not be effective due to additional losses of time and money. Thus, the author believes that the goal of an organizational change project is one of its essential characteristics and an important classification criterion.

2. Time frame for completing an organizational change project

An organizational change project is inherently a final process that has clearly defined initial parameters (resources, initial state of the object) and final goals. It cannot be characterized by such parameters as the duration of the production cycle, turnover period, etc., characteristic of potentially endless cyclical processes. According to the author, the time characteristic of an organizational change project is the deadline for its implementation.

By the deadline for completing an organizational change project, the author understands the time interval provided for by the conditions and parameters of the organizational change project, necessary to achieve all the goals, taking into account the degree of risk inherent in the organizational change project.

The above definition characterizes the standard period of an organizational change project, considered by the author as the period determined by the project documentation. In contrast to the normative one, the actual duration of the organizational change project is distinguished - the period of time actually spent on its implementation.

The duration of an organizational change project is one of its most significant characteristics and an important classification criterion. This is confirmed, in particular, by the fact that one of the most important indicators assessed by the Ministry of Economic Development of the Russian Federation during the competitive selection of investment projects is their payback period.

3. Limited resources

The resources of an organizational change project are a set of financial and material resources, organizational, personnel, technological, technical and other capabilities necessary for the implementation of this organizational change project. The resources of an organizational change project are identified as its essential feature.

The resource base of an organizational change project (as opposed to goals) is subject to the influence of uncertainty. In this sense, it is advisable to talk only about a certain set of possible states of the resource base as a whole and its individual elements, each of which has its own probability of implementation. This determines the need to develop multi-variant projects that provide for the admissibility of corrective actions.

From the above it follows that an organizational change project is not a static phenomenon, once and for all determined and conditioned by the resource base. At the same time, although changes in the resource base provoke corrective influences, the essence of the organizational change project remains unchanged. An exception may be those cases when the depth of changes in the resource base makes it fundamentally impossible to further implement an organizational change project without significant adjustments to its key parameters.

4. Specificity of the organization and coordination of the organizational change project

Coordination of an organizational change project involves the coordination and subordination of resources, goals and actions carried out within the framework of an organizational change project. Organizing and coordinating an organizational change project aims to ensure that the assigned tasks are completed and the available limited resources are used within the stipulated time frame in the most rational and effective way.

An organizational change project is not a disparate collection of various components (goals, resources, activities, etc.). Depending on the chosen method of organization, an organizational change project can be characterized by various properties, including significant ones. For example, an ineffective sequence of activities may lead to an increase in the duration of an organizational change project, i.e. to change one of its most important characteristics.

To classify projects, the following classification criteria are used:

1. The scale of the organizational change project;

2. Duration of the organizational change project;

3. Composition and structure of the organizational change project and its subject area;

4. The field of activity in which the project is being implemented;

6. The nature of the subject area of ​​the organizational change project;

7. The complexity of the organizational change project.

An organizational change project involves participants in the organizational change project who are responsible for the quality of its implementation.

Participants in an organizational change project are individuals or organizations either actively participating in the organizational change project or whose interests may be affected by the outcome of the execution or completion of the organizational change project. Participants can also influence the goals and outcomes of an organizational change project. The organizational change project management team must identify the participants in the organizational change project, determine their requirements and expectations, and, to the extent possible, manage their influence regarding the requirements to ensure the successful completion of the organizational change project. In Fig. 3. shows the relationship between the organizational change project participants and the organizational change project team.

Figure 3. Relationships between organizational change project participants and the organizational change project

Organizational change project participants have different levels of responsibility and authority when participating in an organizational change project, and responsibility and authority may change at different stages of the organizational change project life cycle. Their responsibilities and authority range from occasional participation in reviews and focus groups to fully meeting the needs of an organizational change project, including financial and political support. Participants in an organizational change project who ignore their responsibilities can cause irreparable consequences to the goals of the organizational change project. Likewise, organizational change project managers who ignore organizational change project stakeholders should expect dire consequences for organizational change project outcomes.

Sometimes identifying a participant in an organizational change project is quite difficult. For example, an assembly line worker whose professional growth in the enterprise depends on the outcome of an organizational change project to develop a new product is also a participant in the organizational change project. Ignorance of the key participants in an organizational change project can lead to great difficulties in executing an organizational change project.

Participants can have a positive or negative impact on the project. Positively influencing participants are typically those who benefit from the successful completion of an organizational change project, whereas negatively influencing participants perceive the successful completion of an organizational change project as undesirable. For example, the business community of a society that will benefit from an industrial development organizational change project may be a positive influence because they see the economic benefits of a successful organizational change project to the society. Conversely, environmental groups may be negative actors if they believe that an organizational change project is harmful to the environment. It would be in the best interests of the positive influencers to assist in the implementation of the organizational change project, for example in obtaining the necessary permits. The actions of negative influencers may be to impede the implementation of the organizational change project by demanding more thorough environmental inspections. An organizational change project team often does not pay attention to negative influences, thereby risking project failure.

Key participants in any organizational change project include:

· Organizational Change Project Manager - the person responsible for managing an organizational change project.

· Customer/user - the person or organization that will use the product of the organizational change project. There may be many levels of customers. For example, customers of a new pharmaceutical drug may include the doctors who prescribe the drug, the patients who take it, and the insurers who pay for it. In some application areas, customer and user are the same, while in others, customer refers to the entity receiving the organizational change project products, and users refers to those who will directly use the organizational change project product.

· Executing organization - an enterprise whose employees are directly involved in the implementation of an organizational change project.

· Organizational change project team members - the group that carries out the work on the project.

· Organizational change project management team - members of the organizational change project team directly involved in managing its operations.

· Sponsor - a person or group of people who provides financial resources—cash or in kind—for an organizational change project.

· Sources of influence - persons or groups who are not directly involved in the receipt or use of the product of an organizational change project, but who, due to their position in the client or performing organization, can positively or negatively influence the progress of the organizational change project.

· Organizational Change Project Management Office (PMO). If the performing organization has this office, it may be a participant in the organizational change project if it is directly or indirectly responsible for the results of the organizational change project.

In addition to the key organizational change project participants listed above, there are many different names and categories of organizational change project participants, including internal and external, owners and investors, vendors and contractors, team members and their families, government agencies and the media, individual citizens, temporary or permanent lobbying organizations and society at large.

When studying an organizational change project as a system, it is necessary to consider the dynamics of the development of project activities depending on the life cycle of the organizational change project.

Organizational Change Project Life Cycle(the period of time between the moment of emergence, the inception of an organizational change project and the moment of its liquidation, completion) is the initial concept for studying the problems of financing project work and making appropriate decisions.

The life cycle of an organizational change project defines the phases that link the beginning of an organizational change project to its completion. The transition from one phase to another within the life cycle of an organizational change project usually involves the delivery of deliverables, and this is often what indicates the transition from phase to phase. The results of one phase are usually reviewed for completeness and accuracy and are approved before work on the next phase begins.

There is no one best way to define the ideal life cycle of an organizational change project.

Many project life cycles have a number of common characteristics:

· The phases usually proceed sequentially and are limited to the transfer of technical information or the delivery of a technical element.

· Costs and personnel involved are low at the beginning, increase as the organizational change project progresses, and fall quickly at the end of the organizational change project.

These changes are shown in Fig. 4.

Figure 4. Typical example of changes in the level of costs and the number of personnel involved during the life cycle of an organizational change project

· The level of uncertainty, and therefore the risk of not achieving goals, is greatest at the beginning of an organizational change project. Confidence in completing an organizational change project typically increases as the organizational change project progresses.

· The ability of organizational change project participants to influence the final characteristics of the organizational change project product and the final cost of the organizational change project is greatest at the beginning of the organizational change project and decreases as the organizational change project progresses. This is shown in Fig. 5. The main reason for this is that the cost of making changes to an organizational change project and correcting errors generally increases as the organizational change project progresses.

Figure 5. Influence of organizational change project participants during the organizational change project

Few project life cycles are identical to each other, although in many cases project life cycles include phases with similar names.

Figure 6. Typical sequence of phases in the life cycle of an organizational change project

So, concluding this section of the thesis, let’s summarize.

An organizational change project is a purposeful set of interrelated measures to create or change an object (set of objects) aimed at achieving predetermined goals within a given period of time, with a set budget and a certain quality.

An organizational change project is an open system that covers internal and external subsystems that influence the progress of the organizational change project. As a result, an organizational change project necessarily affects the cultural environment of the organization.

Today, organizations in order to survive in the market and remain competitive must continuously change and make changes in their activities.

When considering the issue of organizational culture's resistance to innovation, culture is perceived as a barrier or obstacle that must be overcome.

When defending itself, organizational culture is a self-regulating system that mobilizes all its forces.

The system is in relative equilibrium until there is a significant impact from the external environment. The impact causes negative feedback, which keeps the system in balance and prevents movement towards the intended goal. calls such a state quasi-stable, caused by the action of many oppositely directed forces. Thus, the system only seems immobile and passive; in fact, the resisting system is a lump of energy. In other words, all types of resistance represent a mobilization of energy, not a lack of it. And then the question arises of how to redirect the existing energy of resistance in the right direction, in the direction of organizational development, or what conditions of the external and internal environment are necessary for the emergence of positive feedback. Understanding resistance as the mobilization of energy makes it possible to view resistance as a positive phenomenon.

Rice. 7. Conceptual illustration of the multiple dimensions of organizational culture when impacted by change

Cultural reasons for resistance to change are associated with changes in value orientations and social norms operating in the organization. Such reasons include the following:

1. The influence of previous values.

Since each member of the organization is focused on his own personal matrix of values, any outside intervention can lead to explicit or implicit rejection of new values, and the strength of the inertia of commitment is very great. So, if in organizations where employees were focused in their actions only on the opinion of the manager, and in the new conditions they have to rely on their opinion or the opinion of their colleagues, then this significantly changes their value orientations. However, organizational members cannot immediately change their orientations and become helpless in the face of technical uncertainty, resulting in resistance to change.

2. Return to traditions.

In any social community you can hear the opinion that in the old days life was much better. This is a common phenomenon, based on habits and stereotypes that make it easier for people to navigate their social environment. However, habits and customs that are very useful to people may turn out to be unnecessary and harmful when mastering new situations. Thus, the strength of habits and customs in organizational culture has a significant impact on the acceptance and implementation of social change.

Even for such a minor reason, resistance to change may arise, fueled by pleasant memories of free tea parties.

3. Effect of regulatory control.

As you know, the norms of an organization’s life are accepted by employees and internalized in such a way that they become the most convenient and familiar. Compliance with norms is monitored through informal controls, and it is psychologically difficult for organizational members not to comply with existing performance norms. In accordance with the rules of informal control, any new norms in a given area of ​​activity are considered deviations, against which sanctions of social control are directed. At this moment resistance to innovation arises.

Thus, when implementing change, culture plays a significant role in the implementation of project activities. However, the role of culture varies depending on the stage of the project cycle.

Thus, at the first stage of the life cycle of an organizational change project, culture “cements” the organization and unites it. The main carrier and conductor of culture here is the founder and head of the organization. At the intermediate stage, culture determines the policy in the field of personnel management, features of relationships with the external environment, and ensures “flexibility of the organization’s behavior.” At the final stage, culture often turns out to be the “stone around the neck” of the organization. The situation is aggravated by the fact that it is too familiar and familiar to change or transform it.

Leaders must identify the functional and dysfunctional elements of the existing culture and carry out a “cultural revolution” (if “cultural evolution” is not already working), implementing a cultural model that would allow the organization to survive in the new conditions. Understanding culture is important for all employees, but most of all for managers if they truly want to be one.

So, the question of the degree of influence of organizational culture on the success of a company and its innovative processes is relevant. However, it is clear that the relationship between culture and organizational performance, and between culture and design changes in the organization, depends largely on the content of the values ​​that are affirmed by a particular culture in the organization.

3.1. General characteristics of the company

Limited Liability Company "MATRIX" was created by establishing on January 20, 2005. The Company carries out its activities on the basis of the Charter and legislation of the Russian Federation. The Charter reflects all types of activities that the organization can engage in, reflects its goals, legal status, responsibility, rights of shareholders, etc.

The company was created with the aim of satisfying public needs for its products, works, services and sales based on the profit received from the social and economic interests of its participants and employees.

LLC "MATRIX" - franchising of the company "1C", the main activity of the organization is the development, implementation and maintenance of software; activities to create and use databases and information resources; consulting services for financial and insurance companies based on complex 1C:Enterprise programs.

The MATRIX LLC company is recognized as complying with the quality management system standard ISO 9001:2000. This certificate is valid for the following list of services: “Provision of comprehensive automation services for accounting and office work based on 1C software products: assistance in choosing software, development of software products, sales, delivery, installation, configuration, implementation, after-sales service.”

The company is a recognized leader among industry software developers based on « 1C: Enterprise" for financial and insurance companies. Solutions are certified by 1C, which guarantees high quality of supplied software products, and a high professional approach to system implementation is confirmed by certificates from specialists.

Thus, the following can be stated:

· By the nature of its activities, the company is a research and production company, acts as a manufacturer and provider of services of a high intellectual level;

· In terms of technical support, the company is at a modern information technology level;

· The company's existing developments in the field of programming fully meet modern software requirements and correspond to the level of tasks facing the company.

Let's consider the structure (Figure 4) of the organization's management according to the staffing table for the period 2006 - 2009.

Within the framework of the structure, a management process takes place, among the participants of which management functions and tasks are distributed. From this position, the organizational structure is a form of separation and cooperation of management activities, within which the management process takes place, aimed at achieving the goals of the organization.

· CEO– is the head of the organization, on a contract basis. Coordinates the work of all departments of the company. According to the contract and the Charter of the organization, the director carries out the current management of the organization’s activities; issues orders and gives instructions mandatory for all employees of the organization; independently determines the structure of the administration, management apparatus, its numerical, qualified and staff members; hires (appoints) and dismisses employees of the organization; opens current and other accounts. Makes decisions on the implementation of commercial development and promotion of services provided by the organization.

Rice. 8. Management structure diagram of MATRIX LLC

· Deputy General Director takes part in the development of legal documents; participates in the preparation of substantiated responses when claims are rejected; participates in the development and implementation of measures to strengthen economic accounting, contractual, financial and labor discipline, and ensure the safety of the organization’s property.

· Lawyer– carries out methodological management of legal work for organizations; provides legal assistance to structural units; analyzes and summarizes the results of consideration of claims, court and arbitration cases, and also studies the practice of concluding and executing contracts in order to develop appropriate proposals to eliminate identified shortcomings and improve the organization’s activities; takes part in the work on concluding contracts, preparing opinions on their legal validity, considering issues of receivables and payables; controls the timeliness of submission of certificates, calculations, explanations and other materials for preparing responses to claims.

· Advisor– takes part in the preparation of opinions on legal issues arising in the activities of the organization, draft regulations submitted for review, as well as in the development of proposals for improving the activities of the organization; carries out work to familiarize officials of the organization with regulations related to their activities and changes in current legislation; provides information and advice to employees of the organization about current legislation, and also makes conclusions on organizational, legal and other legal issues, assists in the preparation of documents and acts of a property and legal nature.

· Financial Director– organizes the management of the movement of financial resources of the organization and the regulation of financial relations in order to most effectively use all types of resources in the process of selling services and obtaining maximum profits; determines sources of financing for the organization’s economic activities (budget financing, short-term and long-term lending, issue and purchase of securities, leasing financing, borrowing and use of own funds); coordinates work on analyzing the financial and economic state of the organization (analysis of financial statements, horizontal and vertical analysis, trend analysis, calculation of financial ratios); ensures the development of the organization's accounting policies; determines the organization's dividend policy; organizes work on the development of sections of the business plan (section of the main indicators of the financial and economic condition of the organization; section for assessing financial risks and methods of insuring them; section for forecasting profits and losses, forecasting the movement (flow) of cash); ensures the development of the organization's tax policy; determination of mechanisms for using tax benefits, etc.); organizes the preparation of reports for the head of the organization (general meeting of founders (shareholders)) on financial issues; bears responsibility for financial matters on an equal basis with the head of the organization and has the right of second signature.

· HR Manager– exercises control over the timely execution of personnel orders; keeps records of the personnel of the organization and its divisions in accordance with unified forms of primary documentation; formalizes the hiring, transfer and dismissal of employees in accordance with labor legislation, regulations and orders of the head of the organization, as well as other established personnel documentation; organizes the search and selection of personnel for vacant positions; Conducts interviews with candidates for open positions.

· Office Manager– carries out work on organizational and technical support for administrative and administrative activities of the administrative apparatus; accepts correspondence received for consideration by the manager, transmits it in accordance with the decision made to structural units or a specific performer for use in the work process or preparation of responses; conducts office work, performs various operations using computer technology designed to collect, process and present information when preparing and making decisions; accepts documents and personal statements for the manager’s signature; prepares documents and materials necessary for the work of the manager; monitors the timely review and submission by structural units and specific performers of documents submitted to the manager for signature, ensures their high-quality editing; organizes telephone conversations, records the information received in the absence and brings its contents to the attention of, transmits and receives information via intercoms, as well as telephone messages, promptly communicates information received through communication channels to administrative department employees; on behalf of drafts letters, requests, other documents, prepares responses to the authors of letters; carries out work on preparing meetings and meetings (collecting necessary materials, notifying participants about the time and place of the meeting, agenda, their registration), maintaining and drawing up minutes of meetings and meetings; exercises control over the execution by employees of the organization of issued orders and instructions, as well as compliance with the deadlines for fulfilling the instructions and instructions of the manager, taken under control; organizes the reception of visitors, facilitates the prompt consideration of requests and suggestions from employees; forms files in accordance with the approved nomenclature, ensures their safety and submits them to the archives within the established time frame.

· Finance Department– organizes accounting of the economic and financial activities of the organization and controls the economical use of material, labor and financial resources, and the safety of the organization’s property. Heads the work on: preparing and adopting a working chart of accounts, forms of primary accounting documents used to formalize business transactions, for which standard forms of internal accounting documents are not provided; ensuring the procedure for conducting inventories; control over the conduct of business transactions, compliance with the technology of processing accounting information and document flow procedures.

· Industry Solutions Department– provides financial and insurance companies, as well as other organizations with distinct industry specific accounting, a full range of services necessary for the implementation and support of an automated system: examination, development of technical specifications, configuration and adaptation, as well as support of the automated system using ready-made industry solutions. D additional The areas of activity of the industry solutions department are: implementation of a management reporting system in accordance with standards IFRS; system implementation budgeting; at project management on implementation of 1C:Enterprise, author's supervision according to the project; R development of technical specifications for programming in the 1C:Enterprise software system; To accounting consultations in the insurance and financial industries; provides technical and consulting support.

· Standard solutions department– performs a range of works on the implementation and maintenance of standard configurations of the 1C:Enterprise system: delivery, implementation and support.

· The educational center – conducts introductory and consulting seminars on current issues of accounting and tax accounting with the participation of leading experts from the Departments of the Ministry of Finance of the Russian Federation and auditors, as well as training seminars on the use of programs and Internet conferences. Conducts training and preparation of employees of the organization to undergo certification in the 1C company.

· Software sales department– fulfills the sales plan; analyzes and systematizes the client base; controls the status of clients' accounts receivable and payable; resolves conflict situations “client-manager”; participates in organizing and holding exhibitions and presentations of new software products; resolves complaint issues regarding services with clients, draws up the necessary documentation; sets and controls selling prices, develops pricing policies. Organizes work to study the main factors influencing the dynamics of consumer demand for services. Based on the results of marketing research, develops a general trade marketing strategy for the organization; develops a marketing budget, manages financial resources allocated to the trade marketing department. Conducts categorization and identifies priority groups of potential consumers to develop activities that contribute to expanding the sales market for goods.

Thus, in MATRIX LLC the chief manager is the General Director. He organizes the work and effective interaction of the company’s divisions, and controls the final indicators. This is due to the fact that at the beginning of its activities in 2005. The company's staff did not exceed 35 people, and there was no need for delegation of powers and distribution of management functions, but with the development of the company and the expansion of commercial activities, the staff almost tripled, and in 2009. According to the staffing table, there were 120 people.

It follows from this that in order to resolve current issues and make informed operational and management decisions for all divisions of the company, the general director now needs three times as much time; as a result, not all issues are resolved, but only subjectively important ones; resolution of current issues is mostly postponed.

Let's consider economic indicators that will allow us to draw conclusions about the operating efficiency of the MATRIX LLC company.

Most often, to assess the effectiveness of an organization, an indicator of the efficiency of labor costs is used, in particular an indicator of labor productivity. It serves to determine the effectiveness (productivity) of the work activities of the organization’s team:

where is the volume of services sold during a certain calendar period (million rubles);

T – labor costs (average number of employees).

Table 3

Calculation of labor productivity indicators from 2006 to 2009.

From the data obtained (Table 3), during the analyzed period the annual volume of sales of services grows: in 2008. compared to 2007 this figure increased by 104.1 million rubles. or by 23%; in 2009 compared to 2008 – by 121.7 million rubles. or by 21.86%; in 2009 There is a tendency towards an increase in the volume of sales of services.

Average number of employees in 2008 compared to 2007 increased by 15 people or 18.07%; in 2009 compared to 2008 – by 13 people or by 13.27%; in 2009 by 9 months, and an increase in the average number of employees is also observed.

Thus, the labor productivity indicator at MATRIX LLC in 2008 was compared to 2007 increased by 0.23 million rubles. (4.17%); in 2009 in relation to 2008 increased by 0.43 million rubles. (7.59%); in 2009 There is a trend towards increasing labor productivity.

The growth of the indicator indicates that the productivity of staff is increasing; it is growing in proportion to the growth in the volume of services provided during the analyzed period, which is associated with the growing demand of financial and insurance companies for the automation of management, accounting and management activities.

One of the main items of personnel costs of any organization is the wage fund, and the most important component is wages (its size, form, etc.). It is also a relevant (current) tool for stimulating employee motivation to work.

MATRIX LLC has established a time-based form of remuneration using monthly tariff salaries in accordance with the approved staffing table. Every year, with a revision of the staffing table, the general director increases salaries by an average of 20%, without conducting economic calculations of the feasibility of their increase, and without calculating the economic efficiency of these measures. Bonuses and other financial incentive factors are not used in the organization, because Based on an interview with the company's management, the general director believes that a high guaranteed part in the earnings structure motivates employees more than his dependence on the calculation and regular analysis of their labor merits.

Thus, there are practically no tools left to increase work motivation with the help of economic incentives in the team. The organization does not take into account the individual merits of employees, which significantly reduces their personal motivation to work more productively.

Let's consider the cost of the organization's labor costs (3). In different organizations, the cost per unit of labor is not the same, since the volume of labor costs is different:

Table 4

Calculation of cost per unit of labor

During the study period (Table 4), both the average number of employees and the cost of the organization’s labor costs are growing. Labor unit cost in 2008 in relation to 2007 decreased by RUB 35,594.00. this is due to the planned expansion of the organization’s staff by increasing the number of specialist staffing positions, and the actual filling of new positions took place gradually; in 2009 compared to 2008 this increase amounted to RUB 86,075.00; in 2009 The indicator is also showing an upward trend and is approaching the 2009 data. This growth is associated with the expansion of the organization’s activities, attracting new clients, which requires additional employees, thus, the increase in the volume of services is proportional to the increase in the company’s expenses on employee salaries.

By analogy with the indicator of capital intensity of products, we can calculate an indicator representing the “specific cost intensity of services”, where the costs of the organization for maintaining the workforce are taken as costs:

Thus, according to data (Table 3) MATRIX LLC in 2006 - 2009. The stocking capacity indicator is stable and averages 0.07 rubles. for 1 rub. income. And in 2009 it was also necessary to spend 0.07 rubles. for labor to get 1 rub. income.

Table 5

Calculation of specific cost intensity of MATRIX LLC 2006 – 2009.

This indicator is defined as the quotient of dividing the volume of concluded contracts in value terms by the volume of labor costs:

Table 6

Calculation of the increase in the volume of services of MATRIX LLC 2006 - 2009.

From (Table 6) we can conclude that with an increase in the annual volume of sales of services at MATRIX LLC and an increase in labor costs, the increase in the volume of services per 1 rub. labor costs increased in 2008 compared to 2006 by 2.15 rubles, and in 2009 compared to 2008 decreased - by 2.30 rubles in 2009. We also see a trend towards an increase in the volume of services.

In the analyzed period, the increase in the volume of services tends to be stable, but its fluctuations indicate a fairly rational use by the organization of the labor potential of its employees.

In general, summing up the information received, we can talk about an increase in personnel costs associated with an increase in its number. At the same time, during the period under study, the rate of annual sales of services is growing, which is associated with the introduction of new developments of the company to the market.

The expansion of the workforce is due to an increase in the volume of sales of services, and therefore additional employees are needed to be able to complete projects on time. Therefore, it is possible that over time, with the continued growth in the volume of orders and the established work team, personnel costs will gradually decrease and labor productivity will increase.

In view of the ongoing changes within the organization, we are interested in the corporate culture of MATRIX LLC, its qualitative characteristics and trends of change. Therefore, in the next paragraph of the thesis we will analyze the development of the company’s organizational culture.

In order to analyze the development of a company's organizational culture, it is necessary to diagnose its culture. Since organizational diagnostics is a kind of audit of the company’s existing management system, it is a study that is carried out with the aim of obtaining new valuable information about the state of the organization, identifying its problems and the relationships between them.

To diagnose the corporate culture of the MATRIX LLC company, the currently popular OCAI organizational culture research methodology, developed by K. Cameron and R. Quinn, was chosen.

Methodology for conducting OCAI corporate culture research

Type. The highest scoring quadrants indicate the types of cultures that an organization tends to emphasize. These trends identify the prevailing underlying assumptions, style and values. When considering a firm's long-term future, an organization profile will be useful in identifying what kinds of leadership attributes are likely to be most valuable, what behaviors are most likely to be perceived as appropriate and rewarded, and what kind of management style will be favored.

Differences. Analysis of the areas of greatest “difference in organizational profiles” for the preferred future and current culture makes it possible to outline a kind of map of the paths of change. Particular attention should be paid to charts that show differences of more than ten points.

Force. The strength of an organization's culture is determined by the number of assessment points given to a particular culture type. The higher the score, the stronger this type and the more dominant this culture is in the organization. Research shows that strong cultures are associated with uniformity of effort, clarity of organizational focus, and relatively better performance in environments that require organizational cohesion and a shared vision.

Consistency. Cultural coherence refers to the equilibrium between different aspects of an organization's culture. That is, different parts of the organization emphasize the same types of culture. For example, strategy, leadership style, reward systems, employee management approaches, and the dominant characteristics of a coherent culture tend closely to emphasize the same set of cultural values.
Cultural alignment, even if it does not guarantee success, is more common in high-performing organizations than misalignment. After all, the presence of cultural misalignment often pushes an organization to recognize the need for change.

But, as Cameron and Quinn correctly note, when analyzing cultural inconsistency, it is important not to forget which unit is being considered. For example, if individuals from different parts of an organization rate the unit to which they themselves belong, the culture profiles may not be similar.

Particular attention should also be paid to discrepancies of more than ten rating points. Their presence may indicate inattention, the lack of a clear understanding of culture among respondents, or the fact that the complexity of the external environment objectively requires ambiguity of cultural characteristics in different elements of the organization.

So, this methodology was chosen to analyze the study of corporate culture at MATRIX LLC for the following reasons:

Practical orientation - it covers those key cultural changes that have already been identified as responsible for the success of the organization.

Timeliness - the process of diagnosing and building change strategies can be carried out in a reasonable time;

Breadth of involvement - you can involve any member of the organization, since the questionnaire is very simple and understandable. But especially important is the involvement of those responsible for setting direction, supporting values, and leading fundamental change.

Quantitative and Qualitative Assessment - The process relies on quantitative assessment as well as qualitative assessment.

Availability to management – ​​diagnostics can be carried out by our own team.

So, at MATRIX LLC, an analysis of corporate culture was carried out by surveying employees. The research was continuous. The method of information processing is electronic. Time period for conducting the survey: 3 months: August – October 2009.

In electronic form, the questionnaire looks like this:

The program records answers to questions from each employee.

This is what the individual response from employee V.I. Lzhebok looks like.

As a result of a survey of MATRIX LLC employees, a final picture of the company’s corporate culture was obtained:

So, based on the data obtained in the next paragraph of the thesis, we will provide ways to improve the organizational culture of MATRIX LLC.
The need to investigate the situation that had developed in the company was due to the following: - the company's management considered human resources as key to the development of the organization and achieving long-term success; -at that time, the company was not able to provide its employees with an income that could compete with what foreign or larger companies offered; - management planned to retain employees by relying on “close/friendly” relationships, which, as it seemed then, had developed in the team, on the family type of corporate culture, and on promoting the idea “work is a second home.” The study should have allowed us to assess the actual corporate culture and show how well-founded management's plans for working with personnel were. So, at the moment, the clan type of corporate culture is dominant for the organization.

From the employees' point of view, the values ​​of an adhocratic culture in the company should dominate in the future. The worldviews of different employees do not coincide: - The management team has conflicting ideas about what the organization is at the moment. It is much more unanimous in defining what kind of organization it should be... In the future, differences in assessment of the actual state of affairs may lead to inconsistency in decision-making, choice of means and ways to solve problems. - Most employees do not have a clear opinion either about what the company is like on the market, or about what the company is like from the inside (what it values ​​in employees, what prospects are possible for employees). At the same time, the assessment of the situation by managers and ordinary employees is sometimes directly opposite. They see the company differently now and assess its prospects differently; they have contradictory assessments of various aspects of the organization’s activities.
This is a significant limitation both for the implementation of the company's market-oriented development strategy, and for the development of employees and the effective use of their potential. There is a “suitcase mood” in the company. - Working in the company is considered by many young professionals as a launching pad for further career advancement. People do not associate their long-term plans with the company; they are only interested in the company’s prospects in the short term.
This situation is not consistent with the idea of ​​“work is a second home.” In reality, for many employees, work is more of a “temporary refuge.” Results of diagnostics of corporate culture After becoming acquainted with the results of the study, the General Director raised the question of an urgent review of the system of work with personnel that has developed in the company. First of all, information work with employees at all levels was strengthened. A number of strategic meetings were held with senior and middle managers, and thematic meetings of ordinary employees with the top management of the company were held. A scheme for attracting, training and promoting young specialists was developed. A company that plays the role of a “HR forge” in the market has its own advantages, the main thing is to learn how to use them.
A system of financial motivation for highly qualified employees was developed.

During the observation process, the following trends were identified:

Top managers strive to have higher clan ratings. They give a higher rating of the clan component of the culture than managers located at lower levels of its hierarchy.

The market component receives the lowest rating.

Over time, companies tend to increasingly emphasize the clan and hierarchical types of culture. Changing a culture towards market and/or adhocracy types requires enormous effort and extraordinary leadership.

At the end of the work, let us summarize.

In the thesis research, organizational (corporate) culture is understood as a set of basic assumptions, values, preferences and norms that determine the work behavior of employees, ensure constructive interaction in the team and contribute to the successful functioning of the organization in the external circuit. The authorship of this definition belongs to Kilman R., Shane E., Cameron K. and other researchers of this phenomenon.

The main goal of diagnosing organizational culture is to create tools and a basis for making management decisions in the field of current business tasks, in the field of strategic tasks, as well as for predicting the company’s potential in situations of change. Diagnosis of corporate culture comprehensively evaluates the organization of business processes and the effectiveness of employee interaction in them. Diagnosing culture is also necessary before planning changes in the culture itself.

The step-by-step plan for diagnosing organizational culture includes the following steps:

1. Definition of the subject of diagnostics: setting a management task and determining the goals of the study.

2. Determining the diagnostic object: choosing the aspects of organizational culture to be studied.

3. Selecting a measurement strategy. Development of methodological and practical tools.

4. Taking measurements.

5. Analysis of the obtained characteristics of organizational culture, determination of its type (if provided for by the methodology).

6. Basis for forecasting and making management decisions. Development of a set of measures (specific recommendations). Forecasting possible problems in the field of personnel management and in the work of the enterprise in general.

Traditionally, there are three main strategies for studying organizational culture, each of which includes its own methods of research and analysis:

The holistic strategy involves the researcher being deeply immersed in the culture and acting within it as a deeply involved observer, consultant, or even member of the team.

The metaphorical (linguistic) strategy consists of studying samples of existing normative and methodological documents; documents regulating the system of relations and exchange of information between various parts of the organization; reporting, as well as the peculiarities of the language of these documents, tales and legends, stories and myths, anecdotes and jokes, communication stereotypes, slang, anthems and company mottos.

The quantitative strategy involves the use of surveys, questionnaires, interviews, focus groups and other similar methods borrowed mainly from sociology, as well as model analysis methods.

As part of the quantitative culture diagnostic strategy, one of the most popular diagnostic methods is the method of K. Cameron and R. Quinn. The authors suggest that this method use "a scenario analysis procedure in which respondents' responses reflect the extent to which the written scenarios are significant to the culture of their own organization...Respondents may not be aware of critical cultural attributes until they are confronted with the cue , included in the questionnaire script.”

The subject of the research is the corporate culture of MATRIX LLC.

Limited Liability Company "MATRIX" was created by establishing on January 20, 2005. LLC "MATRIX" - franchising of the company "1C", the main activity of the organization is the development, implementation and maintenance of software; activities to create and use databases and information resources; consulting services for financial and insurance companies based on complex 1C:Enterprise programs.

The need to study the organizational culture in the company was due to the following: - the company's management considered human resources as key to the development of the organization and achieving long-term success; -at that time, the company was not able to provide its employees with an income that could compete with what foreign or larger companies offered; - management planned to retain employees by relying on “close/friendly” relationships, which, as it seemed then, had developed in the team, on the family type of corporate culture, and on promoting the idea “work is a second home.” So, at the moment, the clan type of corporate culture is dominant for the organization.

In the company, employees carry out design work on the implementation of software products. As a result, a favorable moral climate is important and developed in work. The organization encourages teamwork, people's participation in the business and harmony.

From the employees' point of view, the values ​​of an adhocratic culture in the company should dominate in the future.

1. Ansoff I. Strategic management. Per. from English - M.: Economics, 2009

2. Anisimov D.P. Organizational culture. Belgorod, 2008, 168 p.

3. Akhmadova Yu.A. Organizational culture. Moscow: Liberea-Bibinform, 2008, 135 p.

4. Antopolskaya T.A. Organizational culture. Kursk: Kursk State Publishing House. Univ., 2007, 227 p.

5. Akhmadova Yu.A. Organizational culture. Krasnodar, 2007, 299 p.

6. Burmistrov A., Trifiltseva N., Orlov V. To force or to convince? How St. Petersburg enterprises overcome resistance to organizational changes // Top-Manager, 2002, No. 20

7. Burns T.F., Stalker G.M. Management culture. - M.: INFRA-M, 2009.

8. Beer S. Management Science (translated from English). - M.: Energy, 2001. - 112 p.

9. Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process: Textbook. - M.: Moscow State University Publishing House, 2009 - 416 p.

10. Drucker P. F. Management problems in the XXI century / Transl. from English: Uch. village - M.: Williams Publishing House, 2000. - 272 p.

11. Danilov P. The place and role of organizational culture // #"#_ftnref1" name="_ftn1" title=""> Mesarovich M., Mako D., Tahakara N. Theory of hierarchical multi-level systems: Trans. from English - M.: Mir, 2003. P. 78

Dracheva E.L. Management: Proc. aid for students institutions prof. education / E.L. Dracheva, L.I. Yulikov. – 3rd ed., erased. – M.: Publishing house. Center "Academy", 2003. P. 65

Nikanorov S.P. Characteristics and scope of conceptual design of organizational management systems (CP SOU). On Sat. scientific works “Conceptual design of organizational management systems (KP SOU) and its application in capital construction.” TsNIIEUS. - M., 2009, p. 8.

Savchenko L.S. Managing organizational culture in entrepreneurial structures: dis. Doctor of Economic Sciences. St. Petersburg, 2008

It is difficult to overestimate the importance of the influence of organizational (or, as it is now more often called, corporate) culture on the company’s performance. “What is good and what is bad” is understood differently in each team, but the experience of organizations that have achieved significant success demonstrates the special importance of “intangible assets.”

The company’s operating style is influenced by many external and internal factors, such as customer activity, changes in legislation and technology, changes in strategy, shortening of the business cycle, heterogeneity of the workforce and diversity of people’s lifestyles, but the most important one remainscompetition. Corporate culture is one of the key factors determining a company's success, so changes to it must be carefully analyzed and planned. The resources allocated for the development of culture are not costs, but thoughtful investments.

International consulting companyHay Grouphas been working in Ukraine for seven years. During this time, she implemented many interesting large-scale projects. The challenges facing our client companies typically require complex transformations. To build, for example, a more effective, internally fair and motivating reward system or a personnel assessment and development system, it is not enough to change the tools or methodological approach. Such transformations are directly related to changes in ways of working and mentality, rules of behavior and relationships among employees. Therefore, most often we begin a project with a diagnosis of organizational culture - that “litmus test”, thanks to which many problems are identified and bottlenecks appear. Data obtained as a result of analyzing the organization's effectiveness and identifying the target culture helps managers integrate all human resource management processes. As a result, the company begins to support those employee behaviors that lead to the desired results.

Let's define the main concept:organizational culture includes a set of values, rules, norms, beliefs, traditions, stereotypes and behavioral patterns (models) that are shared by employees of a given organization. In other words, culture defines how we work, think and act within a company. Any community of people who are united by common goals develops its own way of working, regardless of whether we pay attention to it or whether we try to somehow influence it.

The creation of a modern integrated personnel management system (HRMS) is currently considered one of the main conditions for the implementation of the company’s strategy (scheme). At the same time, it is the corporate culture that largely determines what the structure of the organization will be, its main business processes, systems of selection, motivation, development, remuneration, etc.

Diagram of an integrated personnel management system

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar documents

The influence of corporate culture on the success of the company and the characteristics of resistance to change. Diagnostics, methodology for determining the level of development of corporate culture and its influence on the process of organizational changes of LLC TD Sibiriada.

thesis, added 09/10/2010


Concept, essence, constituent elements and factors of corporate culture. The process of improving the corporate culture of an enterprise using the example of LLC STC "Diatex". The need and tasks of collective forms of creativity. Optimizing corporate culture.

thesis, added 08/29/2012


The main ways to form, develop and maintain corporate culture. Basic attributes of corporate culture. Analysis and diagnostics of corporate culture at the Federal State Unitary Enterprise NMZ "Iskra". Development of an action plan to create a corporate culture.

thesis, added 01/01/2014


General concepts and essence of corporate culture. The influence of corporate culture on external and internal organizational life. Features of the formation of corporate culture. Corporate mythology, values, mottos, slogans, symbols, rituals.

abstract, added 11/09/2010


Fundamentals of the formation of corporate culture and its regulation in a modern organization using the example of the Oft Group company. The role of corporate culture in the management process. Recommendations for optimizing its use as a management tool.

certification work, added 02/09/2014


The trend of increasing importance of corporate culture and its role in the management of organizations. Analysis of models, types, structure and elements of corporate culture. Using corporate culture to improve corporate performance.

thesis, added 10/20/2011


The concept of corporate culture. Its main types and types. The influence of corporate culture on the activities of a sanatorium-resort complex. Characteristics of the activities of the Don sanatorium, Pyatigorsk. Recommendations for improving its corporate culture.

thesis, added 05/28/2010

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

• Introduction 3
• 1. Theoretical aspects of the 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. Therefore, in recent years, it is increasingly possible to 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 organizational culture factor 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 researched 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 the large number of developed classifications and certain types of organizational culture. In particular, work on 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 an urgent 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 the framework of specific business activities, 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 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 is, where it ranks in relation to its competitors, its obligations to customers, its staff, shareholders, etc. d. 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 company 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 to use professional information in a company, this 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 corporate 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, and 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, regulates management activities, and promotes 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 are more preoccupied 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 on 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. Consequently, the male role in relation to the organization 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 way to solve personnel problems of a 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 (high degree of adequacy) and unstable (low degree of adequacy) cultures are distinguished. 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 of 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 personnel management 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 frameworks for a person’s perception of the 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 former include 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 carriers (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 of social psychology of the 21st 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. A summary of 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.

The initial small size that typically characterizes a 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 comply with 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, questionnaires, the study of oral folklore, document analysis, the study of the rules and traditions that have developed in the organization, as well as the 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 a particular method 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: Materials 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 a 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 partiality” 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, 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 quickly 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.

Similar documents

The essence, definition of corporate culture and its impact on the success of the company. Promoting employee self-awareness and responsibility. Diagnosis and construction of corporate culture according to the model of Daniel Denison and the model of Kurt Lewin.

course work, added 10/29/2013


General concepts and essence of corporate culture. The influence of corporate culture on external and internal organizational life. Features of the formation of corporate culture. Corporate mythology, values, mottos, slogans, symbols, rituals.

abstract, added 11/09/2010


Definition and essence of the organization’s corporate culture. Corporate culture and its content in the modern Russian economy. Methods and analysis of maintaining corporate culture: through celebrations, through training.

course work, added 12/06/2007


Features of the formation of corporate culture. The need to develop and strengthen the system of organizational values. Practical recommendations on the development of corporate culture, techniques for working with newcomers, methods of acclimatization in a team.

abstract, added 04/25/2010


The main ways to form, develop and maintain corporate culture. Basic attributes of corporate culture. Analysis and diagnostics of corporate culture at the Federal State Unitary Enterprise NMZ "Iskra". Development of an action plan to create a corporate culture.

thesis, added 01/01/2014


Elements of the structure of corporate culture, its role and place in the formation of the organization’s image. Methodology for forming corporate culture, its main types. Using corporate culture as a management tool at Bashkiria Airlines OJSC.

thesis, added 08/01/2012


Corporate culture as a component of corporate governance. Definition of corporate culture, structure and main elements, models and types. Specifics, formation and implementation of the corporate culture of the enterprise, measurement of its effectiveness.

course work, added 11/22/2008


Basic concepts of corporate culture, theoretical approaches to its study. Factors influencing employee adaptation. The role of corporate culture in an organization, its influence on the process of socialization of company employees. Factors of labor adaptation.

course work, added 12/05/2014


The process of forming corporate culture, its main elements. The relationship of corporate culture with other elements of organizational management using the example of Home Credit Bank JSC. Analysis of problems and directions for the development of the bank’s corporate culture.

thesis, added 10/27/2015


Goals, objectives and levels of corporate culture, its types and elements, means, methods and stages of formation. The influence of corporate culture on the efficiency of an organization using the example of the X5 Retail Group company. Suggestions for its improvement.