Cultural development. Development of a set of measures to improve the management of organizational culture in JSC "Orenburg Airlines"
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Introduction
1. Essence of organizational culture
1.1 The concept of "Organizational culture"
1.2 Structure of organizational culture
1.3 Functions and types of organizational culture
2.Organizational culture in the organization
2.1 Formation of corporate culture
2.2 How does an employee of a firm learn about organizational culture?
2.3 Managing organizational culture
3. Improving organizational culture
3.1 Reasons for organizational culture change
3.2 Ways to improve organizational culture
Conclusion
Bibliography
INTRODUCTION
Each organization is faced with the need to form its own image - to determine its goals and values, the strategy for the quality of products and services provided, civilized rules of conduct and moral principles of employees, maintaining a high reputation of the company in the business world. All this, called organizational culture, is a task without which it is impossible to achieve effective work of the company.
This course work is devoted to the topic - the impact of organizational culture on the behavior of employees of the company. A strong organizational culture allows employees to identify themselves with the organization, motivates them to achieve organizational goals, through awareness of certain (sometimes unspoken) norms and rules, simplifies decision-making processes, adaptation in a team of new employees, ensures the continuity of generations.
The culture of an organization can be a key factor in its success or, conversely, become a brake on its development.
The relevance of this topic lies in the fact that managers have enough resources and means to influence the formation and development of organizational culture, but they do not always have enough knowledge of how to analyze and change it in the desired direction.
The organization functions and develops as a complex organism. Being constantly influenced by the external environment and adapting to changes, a modern organization must have the ability to form and accumulate a potential that can provide not only a timely and adequate response to environmental influences, but also make it possible to actively change the surrounding reality, effectively manage the functioning and development of numerous elements and subsystems of the organization. This "life" potential of the organization's activity is provided by organizational culture: what people became members of the organization for; how the relations between them are built, what principles and methods of work performance are used in the activities of the organization. This causes not only the difference between organizations, but also determines the success of its functioning and survival in the competitive struggle. In any organization, there is a dialogue between people, carriers of organizational culture, on the one hand, and culture that influences human behavior, on the other.
There are various approaches to the study of organizational culture, determining its structure and place in the system of socio-psychological and organizational phenomena. Theoretical and practical aspects of organizational culture are devoted to the works of famous foreign and domestic scientists. A. Kennedy, C. Cameron, R. Quinn, D. Cole, A. Levine, E. Shane, S.K. Roshchina, T.O. Solomanidina, V.A. Spivak, P.N. Shikhireva and others.
Most researchers agree that organizational culture is the result of the interaction of many factors, such as industry characteristics, goals, management specifics, and historically established stereotypes of behavior.
The purpose of my work is to study the influence of organizational culture on the behavior of company employees.
My work tasks include:
1. Reveal the meaning of organizational culture.
2. Identify how organizational culture affects the organization and behavior of employees.
3. Show methods of management and improvement of organizational culture.
In the first chapter, I reveal the concept of organizational culture and present some theories of famous scientists who have developed a typology of cultures.
The second chapter is devoted to the formation of management and methods of transferring organizational culture.
In the third chapter, I consider the causes of organizational culture change, as well as the ways and tools that can be used to improve the culture of the organization.
1. THE ESSENCE OF ORGANIZATIONAL CULTURE
1.1 The concept of "Organizational culture"
All organizations, regardless of the form of ownership and goals of activity, are created and live in a certain environment called culture. It largely determines the meaning of their existence, acts both from the outside and inside the organization.
The first mention of culture dates back to antiquity, where it was identified by education. In the Renaissance, culture (soul, mind, etc.) was understood as an active creative principle in a person, which served as the basis for his harmonious sublime development.
In the modern sense, this term began to be used by the German lawyer historiographer S. Pufendorf (1632-1694)
Organizational culture- this is a system of values, beliefs, beliefs, norms, traditions shared by the labor collective, which determine the corresponding stereotype of people's behavior in the field of labor activity. Organizational culture expresses the level of social integration and professional maturity of the workforce in the process of achieving the goals of the organization. As noted by V.A. Spivak, organizational culture is “the environment, the atmosphere in which we live, everything that surrounds us, what and whom we deal with at work.”
The first people to speak about the fact of organizational culture were 1938. C. Barnard, however, it was specially taken up only in the 1980s. In the US, influenced by research in organization theory, strategic management and individual behavior.
Today, the culture of the organization, as already noted, is considered the main factor in its competitiveness, especially if it is consistent with the strategy.
In modern literature, like many other terms of organizational and managerial disciplines, organizational culture does not have the only correct interpretation. Each of the authors seeks to give his own definition of this concept. There are very narrow and very broad interpretations of what an organization's culture is.
Most authors agree that the culture of an organization is a complex composition of important assumptions (often not amenable to formulation), accepted and shared without evidence by members of a group or organization Organizational culture is beliefs, norms of behavior, attitudes and values that are those unwritten rules that determine how the people in the organization should work and behave.
Organizational culture is often interpreted as the philosophy and ideology of management accepted by the majority of the organization, value orientations, beliefs, expectations, dispositions and norms that underlie relationships and interactions both within the organization and outside it. Organizational culture is manifested in the relationships between people in an organization.
Despite the obvious variety of definitions and interpretations of organizational culture, they have common points. Thus, in most definitions, the authors refer to patterns of basic assumptions that members of the organization adhere to in their behavior and actions. These assumptions are often associated with the vision of the individual's environment (group, organization, society, world) and the variables that regulate it (nature, space, time, work, relationships, etc.). It is often difficult to formulate this vision in relation to an organization.
Values (or value orientations) that an individual can adhere to are the second general category included by the authors in the definition of organizational culture. Values guide the individual in what behavior should be considered acceptable or unacceptable. For example, in some organizations, it is believed that “the client is always right,” so it is unacceptable in them to blame the client for the failure of the members of the organization. In others, it may be the other way around. However, in both cases, the accepted value helps the individual understand how he should act in a particular situation.
The third common attribute of the term organizational culture is "symbolism", through which value orientations are "transmitted" to the members of the organization. Many firms have special documents intended for all, in which they describe in detail their value orientations. However, the content and meaning of the latter are most fully revealed by the worker through "walking" stories, legends and myths. They are told, retelled, interpreted. As a result, they sometimes have more influence on individuals than the values that are written in the company's advertising booklet.
Using the common that is inherent in many definitions, it is proposed to understand organizational culture as follows.
Organizational culture is a set of the most important assumptions accepted by the members of the organization and expressed in the organization's declared values that give people guidelines for their behavior and actions. These value elements are transmitted to individuals through the "symbolic" means of the spiritual and material intraorganizational environment.
« Organizational culture” is perceived by many as a system of common opinion, and this characteristic distinguishes one organization from another. There are many approaches to identifying various attributes that characterize and identify a particular culture, both at the macro and micro levels. So, F. Harris and R. Moran propose to consider a specific organizational culture based on 10 characteristics:
Awareness of oneself and one's place in the organization (some cultures value the concealment of their internal moods by the employee, others encourage their external manifestation; in some cases, independence and creativity is manifested through cooperation, and in others through individualism);
Communication system and language of communication (the use of oral, written, non-verbal communication, “telephone law” 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-image at work (a variety of uniforms and overalls, business styles, neatness, cosmetics, hairstyle, etc. confirm the presence of many microcultures);
What and how people eat, habits and traditions in this area (catering for employees, including the presence or absence of such places in the enterprise; people bring food with them or visit the cafeteria inside or outside the organization; food subsidies; the frequency and duration of meals; whether they eat employees of different levels together or separately, etc.);
Awareness of time, attitude towards it and its use (the degree of accuracy and relativity of time among employees; compliance with the time schedule and encouragement for it; 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.; degree of formalization of relationships, support received, ways to resolve conflicts);
Values (as a set of guidelines in what is good and what is bad) 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 work itself, etc. .) and how these values are preserved;
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, clients and competitors, towards evil and violence, aggression, etc., the influence of religion and morality;
Worker development process and learning (thoughtless 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 the reasons);
Work ethics and motivation (attitude towards work and responsibility at work; division and substitution of work; cleanliness of the workplace; quality of work; work habits; work evaluation and remuneration; man-machine relationships; individual or group work; promotion at work) .
By evaluating any organization on these ten characteristics, you can get a complete picture of the organizational culture, against which the general perception of employees about the organization is formed.
1.2 Structure of organizational culture
Organizational culture has a specific structure, being a set of assumptions, values, beliefs and symbols, the exploration of which helps people in the organization to cope with their problems. So, E. Shine proposed to consider organizational culture at three levels.
According to Schein, the knowledge of organizational culture begins with the first, "superficial" or "symbolic" level, which includes such visible external factors as the technology and architecture used, the use of space and time, observed patterns of behavior, methods of verbal and non-verbal communication, slogans, etc. .p., or everything that can be felt and perceived through the known five senses of a person. At this level, things and phenomena are easy to detect, but it is rather difficult to interpret them in terms of organizational culture without knowing its other levels.
Those who try to understand organizational culture more deeply touch its second, “subsurface” level. At this level, the values, beliefs and beliefs shared by the members of the organization are studied, in accordance with the extent to which these values are reflected in symbols and language, in what way they carry the semantic explanation of the first level. The perception of values and beliefs is conscious and depends on the desire of people. Schein called the second level of corporate culture "organizational ideology". He emphasizes here the role of the life credo of the leader of the company - the creator or transformer of its culture. Researchers often limit themselves to this level, since the next level is almost insurmountable.
The third, “deep”, level includes new (“fundamental”) assumptions that are difficult to understand even for the members of the organization without special focus on this issue. Among these implicit assumptions taken for granted that guide the behavior of people in an organization, Shine singled out the attitude towards being in general, the perception of time and space, the general attitude towards man and work.
According to which of these levels are studied, there is a division of organizational culture into objective and subjective.
Subjective organizational culture includes values shared by all employees, beliefs, expectations, ethical standards, perceptions of the organizational environment. This includes a number of elements of the spiritual part of the "symbolism" of culture: the heroes of the organization, myths, stories about the organization and its leaders, organizational rituals, rituals and taboos, the perception of the language of communication and slogans.
Subjective organizational culture serves as the basis for the formation of a managerial culture, that is, leadership styles and problem solving by managers, their behavior in general. This creates differences between seemingly similar organizational cultures.
Objective organizational culture usually associated with the physical environment: the company building and its design, location, equipment and furniture, technology used, colors and amount of space, amenities, cafeteria, parking lots and cars themselves, uniforms, information boards, brochures, etc. All of these, to varying degrees, reflect the values that the organization adheres to.
Although both aspects of organizational culture are important, however, the subjective aspect creates more opportunities for finding both similarities and differences between people and between organizations.
It is important to be able to distinguish between the concepts of declared and real culture. The first exists only on paper in the form of annual reports, the official mission of the company, the slogans put forward by it, and represents the desired state of things. The real culture can be both close in spirit to the declared one, and sharply contrasting with it. In the latter case, this can end in a sharp conflict and, ultimately, in the complete collapse of the company.
1.3 Functions and types of organizational culture
In relation to the organization, culture performs a number of important functions:
The security function is to create a barrier from unwanted external influences. It is implemented through various prohibitions, "taboos", restrictive norms.
The integrating function forms a sense of belonging to the organization, pride in it, the desire of outsiders to join it, which is extremely important for solving personnel problems.
The regulatory function maintains the necessary rules and norms for the behavior of members of the organization, their relationships, contacts with the outside world, which is a guarantee of stability, reduces the possibility of unwanted conflicts.
The adaptive function facilitates the mutual adaptation of people to each other and to the organization. It is implemented through general norms of behavior, rituals, rituals, through which the education of employees is also carried out.
The orienting function of culture directs the activities of the organization and its participants in the necessary direction, and the motivational function creates the necessary incentives for this. It is known, for example, that great goals awaken activity in people, the desire to achieve them, self-realization.
Finally, culture is characterized by the function of forming the image of the organization, that is, its image in the eyes of others. This image is the result of people's involuntary synthesis of individual elements of the organization's culture into some kind of elusive whole, which, nevertheless, has a huge impact on both emotional and rational attitudes towards it.
As for the types of organizational culture, there are several approaches to this in the literature.
Summing up the most important differences, G. Hofstede singled out four parameters that characterize managers and specialists and the organization as a whole:
Individualism/collectivism;
Power distance
Striving to avoid uncertainty;
· Masculinity / femininity.
These parameters make it possible to characterize any organization and identify the leading type of organizational culture. Based on various combinations of these parameters, the author conducted a cultural "mapping" of organizations in many countries of the world.
By parameters power distance And individualism / collectivism it was found that Canada, USA, UK, Netherlands, Norway, Sweden, Denmark, Australia have a type of culture low power distance/individualism. In countries such as Pakistan, Turkey, Taiwan, Colombia, Venezuela, Portugal, Mexico, Greece, Yugoslavia, India, Japan, the type of culture prevails high distance / collectivism.
Knowledge of the leading type of culture of the country and organization allows us to assess the compatibility of cultures of different countries of the world, predict the development of their interaction, and regulate controversial issues. Since G. Hofstede's point of view has been analyzed in detail in the literature in the literature, we confine ourselves to what has been said.
Typology T.E. Dale and A.A. Kennedy. It is less known, there are four main types of corporate culture. Selected as parameters risk level And feedback rate. Based on the combination of these parameters, the following types of organizational culture were identified.
1) A culture of high risk and quick feedback. This type dominates the entertainment industry, police, military, construction, management consulting, advertising. THOSE. Dale and A.A. Kennedy calls this type of culture a world of individualists who constantly take risks and get feedback quickly, regardless of whether their actions are correct or not.
2) A culture of low risk and quick feedback. Employees take little risk and are encouraged to engage in intensive activities with relatively little risk. All actions receive fast feedback. The client rules the ball and determines everything. Customer service, the desire to please him, is the essence of this culture. The team is important, not the individual. This type of culture dominates sales organizations, stores, computer companies, mass-market consumer products, and insurance companies.
3) A culture of high risk and slow feedback. High risk, extremely high investment, slow feedback, long decision-making processes, resilience and a long-term perspective are the characteristics of enterprises with this type of organizational culture. Decision-making cycles take years. The motto here is "do the right thing", not "action at all costs". This type of culture is common in oil and aviation companies, architecture firms, and public utilities.
4) A culture of low risk and slow feedback. Small risk, slow feedback, the attention of employees and management is concentrated on technical excellence, risk calculation, details. The lack of feedback causes employees to focus on how they do things rather than what they do. Attention is paid to registration and filing of documents, records, records and technical improvements. The slogan of such a company may be the expression "strive for technical excellence in work." This type of culture is typical for organizations engaged in insurance and banking, financial services and government organizations.
Typology R. Ackoff. R. Ackoff analyzed the culture of organizations from the point of view of power relations. He identified two options: degree of employees to goal setting in the organization And the degree of involvement in the choice of means to achieve these goals. Based on the comparison of these parameters, four types of organizational structure were identified with characteristic power relations. [A.2 and A.3]
1. corporate culture. It is characterized by a low degree of involvement of employees in setting goals and a low degree of involvement of employees in the choice of means to achieve goals. A typical case is a traditionally managed corporation with a centralized structure and one-man management, autocracy relations.
2. advisory type of culture. A high degree of involvement of personnel in setting the goals of the organization, a low degree of involvement of employees in the choice of means to achieve the goals. This type of culture is common in institutions of social and other services, medical and educational institutions.
3. "partisan" type of culture. A low degree of involvement of employees in setting goals, a high degree of involving them in the choice of means. This type of culture is authentic to cooperatives and creative unions.
4. entrepreneurial culture. A high degree of involvement of employees in setting goals, a high degree of involvement of personnel in the choice of means to achieve goals. Democracy Relations. This type of culture is common in groups and organizations driven by results and goals.
The practical significance of identifying different types of organizational cultures has two sides:
1) knowledge of the type of organizational culture, its features makes it possible to predict the behavior of the organization, the reaction of employees to management decisions, external events;
2) knowledge of the features, strengths and weaknesses of the current organizational culture, stereotypes of employee behavior, accepted values allows us to develop managerial influences with the aim of possible change, improvement of organizational culture.
Individual characteristics of employees and differences between departments within the organization are considered to be the order of the day. Promotion and other methods of remuneration are applied to those employees who have made a significant contribution to the development and prosperity of the organization, even if they have a non-standard way of thinking, as well as behavior and habits that are not entirely acceptable for the organization.
Research shows that it is not necessary to talk about organizational culture as a monolithic phenomenon. The recognition of organizational culture as a representation that is equally perceived by all members of the organization does not mean at all that there are no subcultures within the organization. Most large companies today have a dominant culture and many subcultures within it.
The dominant culture expresses the core values shared by the majority. The dominant culture includes global components of the perception of organizational culture that distinguish one organization from another.
Subcultures have become widespread in large organizations in which employees have to adapt to the specifics of their activities (functional services) or local conditions (territorial offices). For example, the sales department of any plant, along with the dominant culture of the entire plant, has its own subculture inherent in the unit that sells products. Branches of large companies located in the regions also have their own subculture.
In general, any unit in an organization that is separated from the performance of its main production functions has its own "face". Thus, the general concepts of the dominant culture retain their meaning, but are modified depending on the specific situation.
If an organization does not have a “dominant culture, but only disparate subcultures, then its value is low.
Just as in society as a whole, there may be a counterculture in an organization that stubbornly rejects what the organization wants to achieve. Among such countercultures, the following types can be distinguished:
a) direct opposition to the values of the dominant organizational culture;
b) opposition to the power structure within the dominant culture of the organization;
c) opposition to patterns of relationships and interactions supported by the dominant organizational culture.
Countercultures in an organization usually appear when individuals or groups are in conditions that they feel cannot provide them with the usual or desired satisfaction. 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 at least some control over their lives in the organization. Some countercultural groups can become quite influential in the course of large-scale transformations associated with significant changes in the nature, design and nature of the organization. As illustrative examples, we can name the councils of labor collectives, all-powerful in their time, which are now appearing in the course of the privatization of the group of owners of a controlling stake in an enterprise and the commercial divisions of budgetary organizations.
According to the degree of influence, several types of cultures are distinguished.
An indisputable culture is characterized by a small number of core values and norms, but the requirements for orientation to them are rigorous. But the values and norms themselves, if necessary, are consciously adjusted. Such a culture, which does not allow spontaneous influence both from outside and from within, is closed (the closedness of a culture is an unwillingness to see shortcomings, to take dirty linen out of the hut, the desire to maintain an ostentatious unity). A closed culture suppresses the staff and becomes a decisive moment of motivation.
A weak culture contains practically no corporate values and norms; each element of the organization has its own, and often contradictory. The norms and values of a weak culture are easily amenable to internal and external influence and change under its influence. Such a culture separates the participants in the organization, opposes them to each other, complicates the management process and ultimately leads to its weakening.
A strong culture is open to influence both from within and from without. Openness implies openness and dialogue between all participating organizations and outsiders. It actively assimilates all the best, no matter where it comes from, and as a result only becomes stronger. The strength of culture is determined by three points: the depth of its penetration into organizational relations; breadth of distribution and degree of coverage of members of the organization; clarity of stated priorities.
2. ORGANIZATIONAL CULTURE IN ORGANIZATION
2.1 Formation of organizational culture
Organizational culture is formed during the formation of an enterprise, institution. At the time of creation and for the first time in the life of the organization, a culture is formed that initially corresponded to the ideas of its creators. Further, the culture develops, is filled with a deeper meaning and is accepted by new employees. A decisive contribution to the development of organizational culture is made by its higher management.
That is why it is necessary to turn to the most important source of formation of organizational culture - the founders of the company. Traditionally, it is they who have a decisive influence in the formation of the original culture. Realizing and embodying their dream, the founders of the company are trying to create an ideal image of the future organization. By coming up with an attractive idea that has a big impact on other people, they create a cohesive organization with a strong culture.
The external environment has a significant impact on the organization, which naturally affects its culture. However, as practice shows, two organizations operating in the same environment can have very different cultures. This is because, through their joint experience, the members of the organization solve two very important problems in different ways (according to E. Schein): The first is external adaptation: what should be done by the organization in order to survive in conditions of fierce external competition. The second is it is internal integration : how intraorganizational processes and relationships contribute to its external adaptation. The problems of external adaptation and survival include the following: 1. Mission and strategy (determining the mission of the organization and its main tasks; choosing a strategy for fulfilling this mission).2. Goals (setting specific goals and internal acceptance of them by employees).3. Means (resources used to achieve goals; consolidation of efforts to achieve the chosen goal; adaptation of the organizational structure, optimization of incentive and reporting systems).4. Control (establishment of individual and group criteria for effective performance; creation of information infrastructure).5. Correction of behavior (creation of a system of rewards and punishments linked to the fulfillment or non-fulfillment of tasks). In any organization, employees must participate in the following processes: 1) distinguish from the external environment what is important and unimportant for the organization; 2) develop ways and means of measuring the results achieved; 3) find explanations for success and failure in achieving goals. The process of external adaptation is inextricably linked with internal integration, i.e. Establishing and maintaining effective work relationships among members of the organization. It is the process of finding the most effective ways to work together in an organization. Among the problems of internal integration are the following: 1. Common language and conceptual categories (selection of communication methods; 2. Determining the meaning of the language and concepts used. 3. Organizational boundaries and criteria for entry and exit from it (setting criteria for membership in the organization and its groups). 4. Power and status (setting rules acquisition, maintenance and loss of power, determination and distribution of statuses in the organization). openness at work) 6. Rewards and punishments (determining the basic criteria for desirable and undesirable behavior and their corresponding consequences) 7. Ideology and religion (determining the meaning and role of these phenomena in organizational life).
The formation of a certain culture in an organization is associated with the specifics of the industry in which it operates, with the speed of technological and other changes, with the characteristics of the market, consumers, etc. it is known that companies in the "high technology" industries have a culture containing "innovative" values and a belief in "change". However, this trait can manifest itself differently in companies in the same industry depending on the national culture within which the organization operates.
Let us highlight three factors that play a decisive role in and maintaining organizational culture:
1) personnel selection;
2) activities of top management;
3) methods that help employees adapt to the organizational environment (socialization).
Let's consider them in more detail.
Personnel selection has a specific goal - to identify and hire people with the knowledge, skills and abilities to successfully perform the job. However, as a rule, more than one candidate meets the necessary requirements. In the final selection, preference is given to those candidates who are more compatible with the organizational culture of the firm. An attempt to identify compatibility is manifested in the desire to hire people with a value system that is identical to organizational ones.
Simultaneously, during the selection process, candidates receive full information about the organization. Based on this information, if the candidate finds out that his value orientations are in conflict with the values of the organization, then he himself refuses to further participate in the competition for this position. Selection in this regard solves a twofold problem: on the one hand, it helps candidates to determine whether they meet the requirements of the organization and, on the other hand, the organization gets the opportunity to weed out those candidates who can subsequently have a destructive effect on its core values.
Socialization. No matter how effectively the recruitment and selection processes are organized, new employees may not be familiar with the organizational culture and are unlikely to immediately conform to it. That is why efforts are being made to help new employees adapt to the organizational culture. This adaptation process is called socialization.
The process of entry of new employees into the organization is a critical stage of socialization. The success of the organization and the further career of the employee will depend on it.
So, socialization goes through several stages.
The preliminary stage when the employee learns about the job itself and the organization before joining the job. For example, one of the main tasks of business schools is the adaptation of future managers to the conditions of doing business in modern firms. In the future, the general requirements are specified in the selection process upon admission to a particular firm.
At the stage of "collision" the new employee is already directly confronted with reality in the process of working for the company and compares it with his expectations.
At the stage of "metamorphosis" there is an adaptation to deviations, the coordination of expectations with reality.
The process of socialization directly affects the performance of the employee, involvement in the organization and the desire to work in it.
Leadership activities have a strong impact on organizational culture. Middle managers will set the ground rules and norms of behavior based on the statements of the leaders and their reactions to various situations. The list of these rules and regulations is further omitted to lower levels. Employees of the organization learn from them what forms of behavior are most preferable. For example, is the willingness to take risks encouraged? How much freedom is given to employees in dealing with issues related to their direct work? What are the requirements for appearance? On what criteria is the reward system based?
Depending on the successes in the past, leaders set themselves more and more far-reaching goals. Ambitious aspirations in the process of their implementation lead to personal growth. They are used to evaluating and being judged by results.
the leader's task is to "infect" others with his optimism.
In addition, successful leaders adhere to the following well-known worldly wisdom, which a large number of people have been going to for many years:
accept people as they are;
you always have to look ahead. One learns from mistakes, but one should not relive "old" mistakes with every failure;
you need to trust others, since the price of distrust and constant suspicion is too high;
work, not promises. Results are valued, not talk. Respect is on merit.
In achieving a positive perception of the world, the interviewed leaders used the following methods.
Focus on achieving success rather than avoiding failure. This is equivalent to the difference between positive and negative motivation. With positive motivation, a person works for the sake of achieving success; he has a goal, he looks forward to moments of triumph when he reaches it.
The situation is different with negative motivation: failure with all its consequences is in front of a person’s eyes, the fear of making a mistake increases, energy is directed to avoid punishment. In solving the task before him, these are completely undesirable and unnerving complications.
Condescending attitude to mistakes and defeats. Failures are fully analyzed and taken quite seriously and realistically. They learn from their example, and do not consider them as the end of the world.
Work through involvement, not coercion. Even apart from the fact that this method is much more pleasant for everyone, it is also much more useful in every way than the others. Managers try to positively motivate all their employees. In the long term, involvement, and when necessary, encouragement, is more effective than coercion, especially if you consider that coercion is associated with punishment (otherwise it would not be punishment).
organizational culture
2.2 How does an employee of a firm learn about organizational culture?
Organizational culture is transmitted to employees in various forms. The most convincing of them are stories and legends, rituals, symbols of the company's power, language and symbolic management.
Stories and legends. In one company, an intriguing story was passed from mouth to mouth about a 22-year-old supervisor who challenged the most powerful member of the board, T.
The company had a rule according to which employees who had access to the entrance to the protected area needed to have an identification badge and documents proving their identity. One day, T. and his entourage were heading to a protected area. The Supervisor who guarded the area that day was a young woman who was later legendary. Finding out that Watson and his entourage only had the orange badges worn by all employees of the company, and not the green ones that give the right to enter the protected area, she did not miss them, although she knew perfectly well what reputation and position T. enjoys in the company. The head and a group of his assistants had to return for badges giving the right to enter the protected area.
On the way back, all the employees who were present at the conversation of the young supervisor Ti asked themselves the question: "Will the supervisor's action find the support of a powerful board member?" The answer to this question was given in a message made by T to all employees of the company: "... no matter what work you do and what position you hold in the organization, you must follow the established rules and procedures ..."
Stories like this exist in almost every organization. They tell about the founders of the organization, about the facts of the revision of established rules and regulations, movements and promotions, etc. Such stories provide links between the past, present, and future, and provide guidelines that are applicable to the practical conduct of business.
Legends primarily reflect the history and heritage of the company. Like slogans, they convey inherited value orientations.
R. Rüttinger makes the following division of all legends according to the main themes underlying them.
Boss is human too. This theme is revealed in the legends in which a member of the top leadership finds himself in an everyday situation along with a simple worker. The dramatic nature of the situation is determined by the difference in the status of the heroes of the legend. If the boss overcomes the hierarchical distance by his behavior (for example, the first one starts a conversation), then he is further considered a normal person. Of course, the meaning of the boss's speech is also important. If the boss is impregnable (for example, does not respond to a greeting), then the employees still have doubts about his human qualities.
A simple employee becomes a member of senior management. In legends of this type, the criteria on which promotion depends are directly listed. As a rule, it is emphasized how much advancement depends on performance and abilities, and how much on formal education and patronage. Depending on the real state of affairs, these legends are passed on with admiration or with anger.
Dismissal. A layoff is always a dramatic event. The most exciting legends can be told about him, focusing on the reasons and circumstances of the dismissal, which makes it possible to recognize the style of the enterprise.
The boss's reaction to mistakes. There are two usual endings: either the boss forgives or he doesn't. However, there is also an intermediate option: for the mistake made, the employee is punished, but, since his actions ultimately led to success, he is simultaneously encouraged.
Consequences of the disaster. This refers to any extraordinary circumstances, both caused by external forces (fire, war, etc.), and the mistakes of employees (failure of the sales plan, etc.). As a rule, such legends are very beautiful and heroic (for example, after the Second World War, everything had to be created anew).
Some events contain legend material and some do not. The stories passed between friends in a hidden form reflect the tension that arises when different value orientations and fundamental attitudes collide. The underlying event of the legend can be viewed from opposing points of view, which may or may not be desirable for the enterprise. Sometimes the legend relieves the tension that arises.
Legends like "The Boss is Human" and "An Ordinary Employee Becomes a Member of Senior Management" reflect the disparity in status. In a society that promotes equality, the hierarchical structure of the enterprise leads to an unpleasant collision with inequality. Through such legends the conflict can be resolved; the boss is also a person, and his status was preceded by personal bestowal. If the legend ends with the defeat of the employee, then the feeling of inequality intensifies.
Legends such as "Firing" and "Chief's reaction to mistakes" reflect the individual insecurity caused by the ability of management members to change the life of both the individual and the organization as a whole. On the one hand, a sense of security is a prerequisite for the good work of many people. On the other hand, the organization must retain the right to compromise the safety of the individual if it is to survive as a whole. A happy ending means that the company takes into account the need of employees for safety and tries to satisfy it; an unhappy ending shows that the management of the enterprise is primarily concerned with its own interests.
In legends like "Consequences of the catastrophe" it turns out how prepared the enterprise is for the unexpected. Absolute readiness is an illusion and impossible. Positive versions strengthen the belief that the enterprise is strong enough to cope with any difficulties and find a way out of the current situation. Negative versions reinforce the feeling of powerlessness and helplessness and disbelief in the ability of the leadership to act effectively in extreme situations.
In general, stories and legends not only inform about real life situations, but can also serve as a kind of valve to reduce tension, as well as inspire employees under conditions when it is necessary to eliminate the conflict of values without changing fundamental conditions (for example, unequal relations in the power system). powers).
Rituals. A ritual is a repetitive sequence of activities that expresses the core values of any organization by answering the following questions: "Which set goals are most significant?" "Which people are most valuable to the organization, and which ones are only gaining weight so far?"
One of the most important rituals of the cosmetic company "Magu Kau" is the holding of annual awards meetings. All those invited to the celebration are dressed in charming evening dresses, giving the event a special chic. The main reason for holding such events is the awarding of the company's consultants with all kinds of valuable gifts. It can be gold and diamond brooches, fur coats and even luxury cars, depending on the company's sales volume.
This show acts as a motivator, demonstrating the outstanding results that have been achieved in the field of trade.
In the daily life of an enterprise, rituals can play a dual role: on the one hand, they strengthen the structure of the enterprise, and on the other hand, if the true meaning of the actions taken is obscured, they can weaken it. In positive cases, rituals are stage performances of works of decisive importance; they symbolize the beliefs that play an essential role in the life of the enterprise. Rituals allow you to see the general image of the enterprise and its value orientation.
Rituals that express recognition (anniversaries, celebrations of achievements, enrollment in the list of the best, public incentives, collective recreation, etc.) should demonstrate what the interests of the enterprise are, what achievements are especially awarded and celebrated. In a word, rituals serve as a means of visual demonstration of value orientations.
The rituals performed upon joining the collective are called initiating. They must clearly demonstrate to the new employee what is really valued in the company. If a graduate who graduated from an elite university is given a broom on the first day of work and is invited to sweep the premises, then he is given to understand that the firm values not formal education, but personal participation in business. In many service businesses, every new hire, regardless of education, starts in the customer service department. This highlights the need to focus on consumer needs.
In negative cases, the connection between rituals and value orientations is lost. Then the rituals turn into an unnecessary and prim formality, with the help of which they try to "kill" time, evade decision-making, avoid conflicts and confrontations.
A typical example of such a ritual is the negotiation of tariff agreements, especially if they were preceded by workers' speeches. To come to an agreement in a few hours means to drop your authority. The new tariff agreement is usually signed late at night, so that the representatives of the union and employers appear in front of the TV cameras completely exhausted. Also at enterprises, rituals often turn into an end in itself, in no way connected with the philosophy of the enterprise, they become an unnecessary ballast in the process of implementing the main activity guidelines.
Regular abuse of rituals begins when they are used to hide the real state of affairs (for example, meetings with a wide range of invitees, initially necessary for a joint search for solutions). The discussion turns out to be an expression of approval, no one is interested in objections, since the decision has long been made. An attempt is made to impress those present that they took part in the decision.
In conclusion, we can say that within the culture of the enterprise, rituals occupy an important place. However, it is necessary to constantly check whether they really convey value orientations that are relevant to everyday reality.
Symbols of the power of the company. Some firms provide corporate vehicles to their employees, often pay for transportation costs, and give vacation subsidies to employees and their families. The state of affairs in the company, the quantity and quality of corporate vehicles provided for the personal use of employees, the presence of an aircraft at the disposal of the company are just a few examples that symbolize corporate power.
Other symbols include the size and location of the offices, the prestigious furnishings, the style of dress, and the presentability of the staff. Such material symbols also personify the power of the company, the position of each of its members in it and the types of behavior that are expected from the employee, as well as what and how exactly the top management evaluates.
Language. Many organizations and their constituent departments use their own unique language to successfully implement organizational culture. By learning this language, the newly arrived employees demonstrate their recognition of the culture and thus support and preserve it. Organizations also tend to develop unique terms to describe equipment, offices, employees, suppliers, customers, and products, i.e. everything that is directly related to the scope of the organization. Newcomers are introduced to the jargon that exists in the organization. Usually, after 6 months of work, they can freely operate with the terms accepted in the organization.
A common terminology, or language, connects people within a single organizational culture. Language as a means of communication almost always plays a decisive role. Under the condition of careful perception, the language allows one to draw conclusions about the culture of a given enterprise, and in terms of its information content, it is far ahead of other means of transmitting information. According to psycholinguists R. Bandler and D. Grinder, it is worth answering a certain set of questions about language in an enterprise in order to get a fairly complete picture of the internal culture. They offer the following set of questions: "How is the conversation conducted?"; “What concepts are regularly used?”; "What repetitive phrases are used?"; “What is not being said out loud?”; “In what situations are generalizations carried out?”; “When reality is misinterpreted, what do they want to achieve and avoid by doing so?”
In principle, this list can be continued indefinitely, the main thing is to analyze the answers to these questions, and then the culture of this organization will become clear and understandable in many ways.
In general, it is impossible to imagine an analysis of the culture of an enterprise without an analysis of the language of this enterprise. In addition, it must be taken into account that the general culture of the organization and the language have mutual influence on each other, so that the language can and should become not only a means of analysis, but also a tool for the formation of the desired culture.
Symbolic management. Symbolic management is understood as actions, behavior, dramatizations that, without further ado, become clear to others, unambiguously explain the essence of the matter, declare new priorities and place emphasis. For example, when taking up a position, the head of the department, even before his meeting with employees, distributes a list with priority areas for the company's activities for the coming year. Such an act clearly demonstrates the essence of the planned changes.
In the world practice of business, there is an experience of compiling by firms their own codes of honor, or codes of business conduct. Common to most of them is the principle of respect for the honor of their own company. To protect the honor of the company, to protect and defend its interests, to bear responsibility for actions discrediting the company - requirements that are equally addressed to all its members.
Let us dwell separately on the creation company image The concept of "image" means an image, an impression. The image of the company is created by the people working in it, and its success and prosperity depend on their qualifications, responsibility, ability to work with partners and clients. The quality of work, the level of general culture, the high principles of entrepreneurial and management culture, the reliability and efficiency of activities are decisive conditions in creating a professional image.
However, in life, quite often the founders of the company do not attach importance to those external attributes that first of all catch the eye of a new person who begins his acquaintance with the company. The company's image consists of the unity of form and content, professional, business, moral and aesthetic characteristics. It is their harmonious combination that makes stable the trust and respect for the company on the part of customers and partners, creates confidence in the reliability, efficiency and creditworthiness of the company, guarantees its long-term success and prosperity.
A good reputation is difficult to acquire, takes years to achieve, and can be lost instantly and often over trifles: not answering a phone call or letter in time, not sending a fax that is expected, showing bad manners in any other form.
Business culture helps keep customers loyal. According to experts, retaining old customers is 5 times cheaper than winning the favor of new ones. That is why the entire firm from top to bottom must be customer-oriented. For these purposes, before investing in fixed capital, a lot of money, time and effort should be spent on the formation of the culture of the company, the training of its employees.
It doesn't make sense to invest huge amounts of money in a sales force or a lavish advertising campaign if it's easily squandered by sales bureaucrats, a rude secretary, or a hot-tempered boss. Each employee should feel involved in the sale, since the salary is formed on the basis of the income received from the sale of products or services, and therefore it is necessary to value and educate honesty, attentiveness and reliability in the staff.
The business world is small. Every businessman has many friends and acquaintances, and it is possible to gain or lose them as potential customers. Honesty, courtesy and the ability to quickly find your bearings play a big role here. If you are wrong and are able to apologize by admitting your mistake, even if it costs a lot now, then in the future it can serve you well by showing the client that you can be dealt with.
So, you have created a company. In theory, your products should be in demand. And yet she doesn't go. What's the matter? There could be many reasons for this...
One of them - company name. Many domestic entrepreneurs do not attach much importance to it. A wide variety of long, colorless, clumsy, difficult to pronounce and ridiculous names are in use. Abroad, the founders of firms announce a competition and pay a lot of money for a good name.
There are a number of principles, following which you can successfully choose a company name:
It is desirable that the name of the company is associated with the nature of its activities. For example, the travel agency "Meridian", the company "Rosshina" (sale and repair of tires), CJSC "Address" (real estate transactions);
The name should be short, euphonious and aesthetic;
Care should be taken when using abbreviations (they are not always euphonious);
With all the variety of names, characters of Greek mythology, history, names of plants and animal species, often in one city there are several "Svetlana", "Brigantine", "Frigates";
The approach to the use of foreign words should be very balanced. These words should be used if there are no equivalents in Russian either for joint ventures or foreign companies;
Try not to rename the company without a serious reason. People get used to the name, it is kept in memory, and this facilitates business contacts;
A well-chosen name contributes to the creation of an original and beautiful company logo, trademark, etc.
The same principles apply to product names.
TO company office design should be taken very seriously. If it is not possible to invite a designer, then this should be done by persons who know the basic principles of design, have studied special literature, adjust their own knowledge and taste to the financial capabilities of the company and, most importantly, the profile in which the company specializes.
The main condition for both the interior of the office and the appearance of those working in it is cleanliness and tidiness (including common areas);
Each employee must have their own workplace;
The lack of good taste is by no means compensated by the high cost. You can spend a lot of money on luxurious accessories and not achieve the desired effect;
· Office furniture should be comfortable, not overload the room, be of the same style, but not shock visitors with their luxury.
However, it should be borne in mind that the main component that creates a professional image of the company are people who can organize their communication with clients and partners in such a way that it becomes joyful and attractive.
In addition, it should be remembered that no matter how good the first impression of the company, it can change for the worse as you become more familiar with the style and business performance of its work. Everyone knows that first impressions can be deceiving, and this is a common occurrence. The image must be constantly reinforced by the essence of the matter and the skill of working with people. The disappointment of a client or partner is especially strong when the external brilliance turns out to be just a props that masks business failure, hypocrisy and deceit. The strength of connections and relationships is created and tested by time.
The ability to value one's own dignity, the prestige of the company and its interests, benevolence and respect for people. All this is included in the concept of "organizational culture of the company."
What is the impact of organizational culture on the organization and its members?
The answer to this question is of great importance for managers, as it affects the degree of job satisfaction. It is useful to analyze whether employees know the organizational culture of their company, how clear the goals are to them, what the organization expects from them, etc.
Job satisfaction is defined as an effective response to the environment. It is related to what the system of remuneration is, what are the methods of resolving conflicts, what, in the opinion of the employee, the organization expects from him and how satisfied he is with this.
Despite the fact that the concepts of "organizational culture" and "job satisfaction" are interrelated, it should be borne in mind that "organizational culture" is a descriptive term, while "job satisfaction" is an evaluative term, i.e. more measurable.
The value of organizational culture for an organization is that it enhances organizational cohesion and generates consistency in the behavior of employees. From the point of view of employees, organizational culture serves as a kind of compass for choosing the right type of behavior necessary for successful work in the organization.
2.3 Managing organizational culture
Organizational culture is seen as a powerful strategic tool to orient all departments of the organization and individuals towards common goals, mobilize the initiative of employees, ensure loyalty, and facilitate communication.
Organizational culture can be assessed, controlled, managed. The criteria for analyzing organizational culture are the following indicators:
· "thickness" of organizational culture - a relative value showing the proportion of the defining organizational culture of the enterprise in the total number of culture recognized by the members of the organization;
· "shared views" - an indicator that characterizes the number of basic provisions, norms, value orientations, traditions, etc., absolutely accepted by all members of the organization;
The “breadth” of organizational culture is a value that characterizes the quantitative ratio of members of the organization for whom this organizational culture is dominant to the total number of members of the organization;
conflict of organizational cultures - a situation in which not one organizational culture is decisive, but two (three);
· "strength" of organizational culture - the degree of manifestation of organizational culture and its influence on the behavior of staff.
Obviously, managing organizational culture is not easy. Value orientations should not only be declared, but also become an integral part of the inner life of top management and be transmitted to the lower levels of the organization in all its details.
When managing culture, keep in mind that it can serve as a kind of “glue” that holds parts of an organization together. However, it must be remembered that if the parts are bad, then even the best "glue" in the world will not make the whole strong enough. The unification of values and the daily work of managers to "implement" them in life can lead the organization to success.
Crop management is a rather lengthy process and bears little resemblance to quick fixes. The basic assumptions that lie deep in the minds, beliefs and behavior of the members of an organization cannot be changed in a short time. This process involves the constant specialization of new members of the organization, the endless clarification of what they believe in and what they value in the organization, relentless attention to both the general abstract view of things and the specific details of the life of the organization, and, finally, the correct planning of all this work.
· Pay particular attention to the intangible, outwardly unperceivable aspects of the organizational environment. Deeply ingrained assumptions and value orientations in people may require long and difficult changes in the system and structure of management. Culture is the way that helps to understand the organizational "through the looking glass".
· Be skeptical of proposals calling for rapid transplantation or culture transformation.
· Try to understand the significance of important organizational symbols.
· Listen to the stories told in the organization, analyze who their heroes are and what these stories reflect in the culture of the organization.
· Introduce organizational rites periodically to transmit basic ideals and enhance culture.
· Implement abstract ideals directly and directly in your daily activities. The manager is required to understand what ideals he must adhere to and what actions should take these ideals down through the levels of the organization.
Compatibility of the organization's strategy and its culture Every organization is faced with the question of the conformity of its strategies to the existing culture in the organization.
3. IMPROVING ORGANIZATIONAL CULTURE
3.1 Reasons for organizational culture change
Culture gives meaning to many of our actions. Therefore, it is possible to change something in people's lives only if this significant phenomenon is taken into account. Culture is formed over years and decades, so it is inertial and conservative. And many innovations do not take root only because they contradict the cultural norms and values mastered by people.
For example, many years ago, the management of a building materials wholesaler was of the opinion that personal contact with customers was very important. Experience has shown that a handwritten letter sent immediately after a salesperson's visit increases sales. For many years, the firm's agents followed this tactic. Today, the management of the organization believes that such letters are much less important for a trading strategy - in today's market, increasing the volume of personal contacts is crucial. Therefore, the organization acquired a system that automates the writing and sending of promotional letters. But the system was installed without a detailed explanation of its operation and without incentives to master it. To the management's surprise, salespeople continued to hand-write letters, ignoring the fact that an automated system would save them time to make new contacts and increase sales.
In this case, the old organizational (corporate) culture came into conflict with the new sales strategy. It never occurred to any of the senior managers that changing certain organizational culture positions would lead to the successful development of a new sales strategy.
Indicators of the necessary changes in the organizational culture are an increase in turnover and absenteeism, a decrease in productivity, the emergence of conflicts between employees and administration, organizations with government agencies, etc.
Changing conditions of competition, government regulation, rapid economic changes and new technologies require changes in the culture of the organization, which inhibits the increase in its effectiveness.
If the original goals of an organization are no longer relevant, the organization is still in business. It is likely to transform and reshape itself to meet new needs.
This work includes the formation of a new mission, the goals of the organization and its ideology, a model of effective leadership, the use of experience from previous activities, ingrained traditions and procedures, and an assessment of the effectiveness of the organization.
For example, when the demand for watches from TimexCorp. decreased, the company decided to start producing consumer electronic products, i.e. to the already produced watches and computers, medical products were added - thermometers, devices for measuring pressure, etc. And indeed, time has shown that this reorientation was justified.
The following factors influence the possibility of culture change:
organizational crisis. It challenges existing practices and opens up opportunities for the adoption of new values. Examples of a crisis can be a deterioration in the position of an organization, its financial takeover by some other organization, the loss of major customers, a sharp breakthrough of competitors in the organization's market.
Change of leadership. Since top management is a major factor in shaping the culture of an organization, the replacement of its top leaders contributes to the introduction of new values. But new leadership alone is no guarantee that workers will embrace the new values. New leaders must have a clear alternative vision of what the organization could be and be in a position of authority.
Stages of the life cycle of an organization. It is easier to change the culture of an organization during the transition periods from its inception to growth and from maturity to decline. When an organization enters the growth stage, major organizational culture changes will be needed. The culture of the organization has not yet taken root, and employees will accept changes if:
The previous success of the organization does not meet modern conditions;
Employees are not satisfied with the general state of affairs in the organization;
The image of the founder (founder) of the organization and his reputation are in doubt.
Another opportunity for culture change occurs when an organization enters the decline stage. At this stage, it is usually necessary to reduce staff, reduce costs and take other similar measures that dramatize the mood of workers and indicate that the organization is in crisis.
The age of the organization. Regardless of the stage of an organization's life cycle, the younger it is, the less established its values will be. Culture change is more likely in a young organization.
Organization size. It is easier to change the culture in a small organization, because in it the communication between managers and employees is closer, which increases the opportunities for spreading new values.
culture level. The more widespread the culture in the organization and the greater the cohesion of the team that shares common values, the more difficult it is to change the culture. A weak culture is more susceptible to change than a strong one.
The presence of subcultures. The more subcultures there are, the stronger the resistance to change in the dominant culture.
Culture change requires a specific strategy cultural management In the organisation. She suggests:
Culture analysis, which includes an audit of the culture to assess its current state, comparison with the intended (desired) culture and an intermediate assessment of its elements that need to be changed;
Development of special offers and measures.
Even where the conditions for change are favorable, leaders should not expect to quickly adapt to the organization's new cultural values. The process of changing culture in an organization can take a long time.
3.2 Ways to improve organizational culture
The proposed methodology consists of six steps of admission, the observance of which will help to plan and implement actions to improve organizational culture. The purpose of these six steps is to accelerate the involvement of people in the cause of culture change, minimize their resistance, explain to all stakeholders what exactly the accents of the new culture will be, identify what will remain unchanged in the organization, and design a system of targeted actions, the implementation of which from the very beginning will touch upon the driving forces of cultural change.
Step 1. Diagnosis of the current condition and reaching a consensus:
First, it is necessary to identify leading experts in the field of perspective ideas about organizational culture as a whole. They will have to individually assess the organizational culture. Secondly, these people should be brought together to develop a common view of the current culture of the organization. It is important to get the opinion of those individuals who can imagine the organization different from others.
If the number of people involved in the assessment is large, it is better to divide them into subgroups and have each subgroup build a common culture diagram. It is especially important to discuss the reasons that lead an individual to rank an organization's culture.
Once each subgroup reaches consensus on defining the profile of the current organizational culture, their representatives should be assembled and a common agreed profile built.
Step 2. Diagnosis and reaching consensus on the future culture of the organization.
The second step consists of repeating the procedure of the first step, but focusing on the preferred or desired crop. The discussion of the current culture should be held separately from the discussion of the preferred culture in such a way that both discussions do not affect one another. Discussions are best held on issues of greatest value to the process as a whole.
Step 3. Understanding the results.
In the third stage of organizational culture improvement, current and preferred culture profiles are drawn and the differences are clearly identified. The absence of significant differences does not mean that there is no need for major changes. Small shifts can be just as important as major transformations. Moreover, small changes in a particular type of culture can be just as difficult to implement as large ones. The magnitude of the discrepancy between the types of current and preferred culture, defined graphically, gives a clear indication of which issues should be focused on.
The most important component of this step is to find specialists who can ensure success in cultural transformation.
Step 4. Stories - illustrations.
In the most visual way, they illuminate and show the organizational culture of various kinds of history. That is, the core values, aspirational orientation, and behaviors that characterize a new organizational culture are usually communicated more clearly to listeners through stories about the behavior of employees who possess these qualities. The lessons of acceptable behavior in a new culture, which employees learn from repeated stories, quickly and unambiguously imprint in their minds the desired values, attributes of behavior, moral principles.
Thus, at this step, team members should choose two or three cases or events that clearly form the values that they would like to transfer to the future organizational culture.
Step 5. Strategic actions.
The fifth step focuses on choosing the specific actions needed to accelerate change. As consensus is reached, the team needs to establish what needs to be set in motion, what to slow down, what to allow to continue in order to begin the process of culture change. In other words, this step requires a clear definition of the actions and behaviors that will be adopted as an integral part of improving the culture.
Step 6. Implementation plan.
The final step is to develop an implementation plan, complete with timelines tables showing reporting points. It will be the beginning of the process of improving organizational culture. Several key pathways need to be identified in which steps can be taken immediately; Set goals for the main themes that will emerge from doing all of what was discussed in Steps 4 and 5. There can be no more than five actions that should be directed to energy and that will receive the main share of attention. It is critical to clearly define the behaviors and competencies that each member of the organization needs to develop or improve to reflect the new culture.
The transformation of culture will not happen if absolutely all members of the organization are not involved in the process, if they do not create a predisposition to change and active support.
Some specific activities to change organizational culture are suggested:
Organization of competitions of professional skills among the company's employees, establishment of a special ritual to encourage the best in the profession, it is possible to determine the "man of the year" of the company. The main thing here is a system of public encouragement, preferably with the invitation of family members;
Establishment of benefits and incentives for employees who have worked in the company for a certain number of years;
Expansion of the range of services provided by the services of the organization (legal, information, technical, transport, etc.) to its employees;
Establishment of the birthday of the company;
Support for employees in the formation of their insurance and pension funds;
Creation of a system for collecting and implementing proposals and requests from employees of the enterprise (procedure, deadlines, relevant orders).
It is clear that this is a conditional enumeration, since other activities are possible. The main thing is that all of them should be aimed at building respect for the company, with which the life of each employee is connected, a sincere desire to work in it for a long time and fruitfully.
CONCLUSION
The expression "culture" in relation to organizations over time has come to mean the dominant system of expectations and values of the members of the organization. Perhaps organizational culture should be seen as two sides of the same coin, with shared values and norms of behavior on one side and expectations on the other. On the surface lies a clear culture, the manifestation of which is the nature of management. Beneath the surface is an unconditional culture that holds the opinions of management and staff on what really matters. An unconditional culture probably reflects reality more clearly.
· The culture of the organization performs a number of important functions: it creates a certain image of the organization that distinguishes it from any other; forms a sense of belonging to the organization, pride in it;
maintains the necessary rules and norms of behavior for members of the organization; etc. directs the activities of the organization and its participants in the necessary direction, and the motivational one creates the necessary incentives for this.
· Organizational culture is transmitted to employees in various forms. The most convincing of them are stories and legends, rituals, symbols of the company's power, language and symbolic management.
· The impact of organizational culture on the behavior of employees of the company, measured by the degree of job satisfaction. The degree of satisfaction characterizes the success of the company.
· Organizational culture is not a monolith, but consists of the dominant culture, subcultures, groups and countercultures that enhance or weaken the culture of the organization as a whole. The strength of culture is determined by three points: the depth of its penetration into organizational relations; breadth of distribution and degree of coverage of members of the organization; clarity of stated priorities.
· There are different levels of organizational culture: superficial, subsurface, deep.
· The development of organizational culture involves its formation, maintenance and change.
The importance of organizational culture for the successful functioning of the company is generally recognized throughout the civilized world. All successful companies, without exception, have created and maintain strong organizational cultures that are most consistent with the goals and values of the company and clearly distinguish one firm from another.
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annotation
The graduation project presents an analysis of organizational culture on the example of the Karbyshevo-1 railway station of the Omsk branch of the West Siberian Railway.
The theoretical aspects of the topic are considered, the characteristics of various approaches to the process of forming the organizational culture of an enterprise are given. An analysis of the organizational culture of the Karbyshevo-1 railway station was carried out. To solve the identified problems, project activities have been developed to improve the organizational culture, which include a draft Corporate Code of the enterprise, a training program for managers in the direction of developing managerial competencies, and a standard form for identifying the need for employee training.
Pages - ..., figures - 15, tables - 17, bibliography - ......, applications - ... ..
| Introduction | 6 |
| 1 Organizational culture as a subject of theoretical analysis | 9 |
| 1.1 The concept and functions of organizational culture | 9 |
| 1.2 Typology of organizational cultures | 14 |
| 1.3 Methods for improving organizational culture | 22 |
| 2 The study of organizational culture features on the example of the railway station Karbyshevo-1 | 32 |
| 2.1 General characteristics of the railway station Karbyshevo-1 | 32 |
| 2.2 Analysis of the production and economic activities of the Karbyshevo-1 station | 37 |
| 2.3 Personnel management system at the railway station Karbyshevo-1 | 48 |
| 2.4 Analysis of the personnel composition of the railway station Karbyshevo-1 | 52 |
| 2.5 Qualitative and quantitative assessment of the state of organizational culture at the railway station Karbyshevo-1 | 58 |
| 3. Project of measures to improve the organizational culture at Karbyshevo-1 station | 80 |
| 3.1. General characteristics of the project | 86 |
| 3.2 Project proposals for improving the organizational culture of the Karbyshevo-1 station | 113 |
| 3.3 Economic evaluation and social efficiency of proposals for improving the organizational culture of the Karbyshevo-1 station | 103 |
| List of sources used | 111 |
| Applications | 113 |
Introduction
Considering organizations as communities having a common understanding of their goals, meaning and place, values and behavior, gave rise to the concept of organizational culture. The organization forms its own image, which is based on the specific quality of products and services provided, the rules of conduct and moral principles of employees, reputation in the business world, etc. This is a system of ideas and approaches generally accepted in the organization to the formulation of the case, to the forms of relations and to the achievement of results of activities that distinguish this organization from all others.
Nowadays, a developed organizational culture is not only a source of pride for the company and a means of attracting high-class professionals, but also allows you to create such a socio-economic space within the company that ensures the highest productivity, success of the company and the commitment of employees to it.
Culture is systemic, covers all aspects of the life of the organization (therefore, it is the most stable, cementing factor). It is the context within and under the influence of which all organizational processes take place. The influence of culture is determined by the breadth and depth of its coverage of the organization, the degree of recognition of its foundations by people.
Successful organizations have their own culture that leads them to achieve positive results. Organizational culture allows you to distinguish one organization from another, creates an atmosphere of identification for members of the organization; generates commitment to the goals of the organization; strengthens social stability; serves as a control mechanism that guides and shapes the attitudes and behavior of workers.
Organizational culture, on the one hand, is quite stable and traditional, but on the other hand, it is in constant development. Its inability to change, as well as attempts to do it abruptly, by force, threaten the stability of the organization.
Thus, the relevance of this topic is determined by the need to improve the manageability of the socio-economic environment of the organization, and as a result, increase the efficiency of its activities based on the formation and improvement of organizational culture, using the following methods: system analysis, expert evaluation and statistical methods.
To achieve this goal, it is necessary to solve the following tasks.
1) consider the theoretical aspects of the functioning of organizational culture in the enterprise;
2) determine methods for diagnosing the state of organizational culture and ways of its formation;
3) to analyze the current organizational culture at the enterprise on the example of the activities of the railway station Karbyshevo 1 of the Omsk branch of the West Siberian Railway of the branch of Russian Railways;
5) to calculate the socio-economic efficiency of project activities.
The object of the study is the railway station Karbyshevo 1 of the Omsk branch of the West Siberian Railway of the branch of Russian Railways.
The subject of the research is the organizational culture of the enterprise.
When performing the thesis, the following research methods were used: statistical normative, a survey method using a questionnaire according to the typology of K. Cameron and R. Quin and a multi-aspect questionnaire by Yu.G. Semenov.
The thesis consists of an introduction, three chapters, a conclusion, a list of references and an appendix.
1 Organizational culture as a subject of theoretical
1.1 The concept and functions of organizational culture
Culture in the universal human sense is a historically defined level of development of society and man, expressed in the forms of life organization, as well as in the created material and spiritual values.
Just as no two people are exactly the same, no two companies are the same. Each forms its own image, making it unique, recognizable, identifiable by certain parameters. If you can observe a certain similarity of the organization due to the fact that they have the same resources, production technologies, means of transport and equipment, then in relation to the "soul" of the company, which is its culture, there is no such similarity.
Each organization is a complex organism, the basis of the life potential of which is the organizational culture. Culture cannot be decomposed into components, measured or described by certain formulas. Difficulties in determining the content of the phenomenon of organizational culture are associated with this.
Let's look at some of the definitions. V.V. Tomilov gives the following interpretation: “Organizational culture is a set of thinking that determines the internal life of an organization; it is a way of thinking, acting and being. The culture of a corporation can be seen as the expression of core values in an organizational structure; control system; personnel policy, exerting its influence on them.
Specialists of the St. Petersburg Institute of Management and Economics believe that organizational culture is a certain picture of more or less homogeneous and consistent with each other ideas, meanings and generalizations that are not always visible, act in the labor process and are shared by various categories of specialists, orienting and giving the meaning of their activities, actions, existence of a person in a certain system.
N.S. Zlobin in his works indicates that organizational culture is a creative, constructive activity of an organization, both past, embodied in values, traditions, norms, and present, based on the objectification of these values, norms and traditions.
B.F. Usmanov, based on the scheme of factors influencing the culture of a corporation (Bruselius-Scavard), gives his definition of organizational culture, by which he understands the traditions and behavior that embody the basic values of the organization, its personnel.
EM Korotkov in his textbook "Organizational Behavior" gives a whole series of definitions of the organizational culture of foreign scientists. The author defines the culture of an enterprise as a habitual way of thinking and acting that has become a tradition, which is shared to a greater or lesser extent by all employees of the enterprise and which must be assimilated and at least partially adopted by newcomers in order for new members of the team to become "their own".
Recognized authority in matters of personnel management, SV Shekshnia, writes in his textbook that organizational culture is the values, attitudes, and behavioral norms that are characteristic of a given organization. Organizational culture shows the organization's typical approach to problem solving.
Z.P. Rumyantseva believes that the organizational culture developed by the organization, shared values, social norms, attitudes of behavior that regulate the actions of the individual.
N.V. Tesakova define culture as the rules of conduct recognized in a particular organization (values; social, communicative and moral dogmas; rituals; corporate identity) and management rules (organizational structure, communications, personnel policy).
MINISTRY OF EDUCATION AND SCIENCE OF RUSSIA
FGBOU HPE "UDMURT STATE UNIVERSITY"
Branch of FGBOU VPO "UdGU" in Nizhnyaya Tura
Course work
In the discipline "Theory of Management"
on the topic: "Formation and improvement of organizational culture"
Completed by a student
gr. ZS(NT)081100-44 (K) E.G. Gorinova
checked
Doctor of Law, Professor V.Yu. Voitovich
Lower Tura 2014
Introduction
Theoretical aspects of managing organizational culture in an institution
2 Levels and types of organizational culture
3 Managing the formation, maintenance and strengthening of organizational culture
Analysis of the organizational culture of the Municipal State Educational Institution of Additional Education for Children "House of Children's Creativity" of the city of Kushva
2 Analysis of the organizational culture of MKOU DOD "DDT" of the city of Kushva
3 Study of the attitude of employees to the existing organizational culture of the institution
2 Feasibility study and evaluation of the effectiveness of measures
Conclusion
Applications
Introduction
The market economy places special demands on business organizations. These organizations should not only competently organize their activities, achieve high performance indicators, but also solve the problems of working with personnel, which can become a powerful resource for achieving the goals of the organization or be a passive observer and even an internal enemy of the organization.
In this regard, the factor of organizational culture is of great importance in personnel management. In Russian conditions, its specificity is quite often determined by the discrepancy between the qualifications and general educational level of the staff and the level of their culture. The problem is how to combine all these levels. The problem of formation and further improvement of the organizational culture in the organization is still poorly understood in Russian society and is solved mainly situationally when there is a conflict in personnel management. In view of the foregoing, the topic of the course work becomes relevant.
The purpose of the course work is to analyze the organizational culture of the MKOU DOD "House of Children's Creativity" of the city of Kushva and develop recommendations for its improvement.
The purpose of the course work determined its tasks:
consider the essence, features and elements of the organizational culture of enterprises;
analyze the types and levels of organizational culture;
to characterize the features of managing the formation, maintenance and development of organizational culture;
to analyze the organizational culture of MKOU DOD "DDT" of the city of Kushva;
The object of study of the course work is MKOU DOD "DDT".
The subject of the study are the features of the organizational culture of the organization.
In the course of writing the work, such research methods were used as content - analysis of scientific literature, comparison, comparison, statistical method, survey and conversation method, comparison, questioning, generalization and others.
The course work includes an introduction, three chapters, a conclusion, a bibliographic list and applications.
1. Theoretical aspects of managing organizational culture in an institution
1 Essence, features and elements of organizational culture
Organizational culture is a new field of knowledge that is part of the management sciences series. It also emerged from a relatively new field of knowledge of organizational behavior, which studies general approaches, principles, laws and patterns in the organization.
An organization is “a complex organism whose life potential is based on organizational culture:
what people became members of the organization for;
how the relationship between them is built;
what stable norms and principles of life and activities of the organization they share;
what, in their opinion, is good and what is bad, and many other things that relate to values and norms.
All this not only distinguishes one organization from another, but also significantly determines the success of the functioning and survival of the organization in the long term.
To describe the culture of an organization, “researchers use various terms that are close in meaning: “managerial culture”, “industrial culture”, “culture of labor relations”, “organizational culture”, “business culture”, “entrepreneurial culture”, “internal culture of the company”, "corporate culture", "organizational climate". In English literature, the terms "corporate culture", "corporate climate", "organizational culture", "corporate identity", "business culture" are used.
F. Harris and R. Moran propose to consider organizational culture based on certain characteristics (Appendix 1).
The characteristics of organizational culture noted in the appendix, taken together, “reflect and give meaning to the concept of organizational culture”.
The synthetic form of culture “are rituals, customs, traditions and rituals, i.e. what are called patterns of behavior. Rituals are standard and repetitive team activities held at set times and on special occasions to influence the behavior and understanding of employees of the organizational environment. The strength of the rite is in its emotional and psychological impact on people.
Rituals are a system of rituals. Such rites act as organized and planned actions that have an important "cultural" significance.
Rituals of recognition, such as anniversaries, celebrations of success in foreign service, public incentives, participation in incentive trips - all these events should demonstrate what the interests of the enterprise are, what is rewarded and what is solemnly celebrated.
Traditions are “elements of social and cultural heritage that are passed down from generation to generation and preserved in a particular community for a long time. Traditions function in all social systems and are a necessary condition for their life.
Having considered the essence and elements of corporate culture, let us turn to the analysis of its levels and types.
1.2 Levels and types of organizational culture
organizational culture employee management
Organizational culture is “a set of socially progressive norms, rules and standards adopted and supported in the field of organizational relations. Organizational relations are the interaction, opposition or neutral attitude of the elements of the organization inside or outside it.
E. Shine proposed to consider organizational culture on three main levels. According to Shine, “cognition of organizational culture begins with the first, “superficial” or “symbolic”, level, including such external factors as the technology and architecture used, the use of space and time, the methods of verbal and non-verbal communication, slogans, etc., or everything that can be felt and perceived through the known five senses of a person.
Further, the second, “subsurface”, level of organizational culture is touched upon. “At this level, the values, beliefs and beliefs shared by members of the organization are studied, in accordance with the extent to which these values are reflected in symbols and language, in what way they carry a semantic explanation of the first level, are conscious in nature and depend on the desire of people. The second level of corporate culture was called "organizational ideology" by Schein.
The third, “deep”, level includes new (“fundamental”) assumptions that are difficult to realize even for the members of the organization without special focus on this issue. Among these hidden assumptions that guide the behavior of people in an organization, Shine singled out the attitude towards being in general, the perception of time and space, the general attitude towards man and work.
According to which of these levels are studied, there is a division of organizational culture: into objective and subjective.
Subjective organizational culture includes the values, beliefs, expectations, ethical norms, and perceptions of the organizational environment shared by all employees. It serves as the basis for the formation of a managerial culture, that is, leadership styles and problem solving by managers, their behavior in general. This creates differences between seemingly similar organizational cultures.
“Objective organizational culture is usually associated with the physical environment: the company building and its design, location, equipment and furniture, technology used, facilities, cafeteria, parking lots, uniforms, information boards, etc. All this reflects, to one degree or another, the values that the organization adheres to.”
Organizational culture cannot be understood as a monolithic block. In reality, in every organization there are separate groups, both formal and informal, which are carriers of their local subcultures. Thus, the administration, departments, services, as a rule, have their own subcultures, which can coexist both peacefully and hostilely “under the roof” of the general culture of the company.” "Carriers of subcultures" are individuals expressing similar interests.
Having studied the levels and types of corporate culture, let's turn to the analysis of methods for maintaining and strengthening corporate culture.
1.3 Managing the formation, maintenance and strengthening of organizational culture
The purpose of culture in organizations is related to the solution of two main problems: survival in a given socio-economic environment and ensuring internal integration to achieve goals.
The culture of the organization “is formed over the years and is constantly being improved. To improve culture, it is necessary to study how individual elements interact, what is the relationship between them, how they influence each other. “The decisive influence on the process of formation of organizational culture of representatives of top management increases their responsibility for the consequences that their management style and characteristics of their behavior may have on organizational culture.”
The culture of the organization, as already noted, includes three levels: symbols; values and beliefs; basic assumptions. The question arises about the possibility of manipulating culture through the implementation of changes at each of these levels. Here we can distinguish a number of methods: the behavior of the manager, statements, appeals, declarations of management, the reaction of management to the behavior of employees in critical situations, staff training, incentive system, selection criteria for the organization, maintaining organizational culture in the process of implementing basic management functions, organizational traditions and orders, the widespread introduction of corporate symbols, organizational symbols and rituals.
“There is a position that no matter what stage of development an organization is in, its top management can manage culture in two ways. The first is like a vision from above, which should arouse enthusiasm among the majority of the members of the organization. The leader-leader inspires and implements the core values of the organization.
The application of the second method starts from the other end of the organization, from its lower levels. Here, much attention is paid to the details of real life in the organization. Managers must monitor throughout the organization what is happening in it, trying to manage the culture of the organization step by step.
Culture management “is a rather lengthy process, it bears little resemblance to a quick repair of faults. This process involves the constant socialization of new members of the organization, the endless clarification of what they believe in and what they value in the organization, relentless attention to both the general abstract view of things and the specific details of the life of the organization, and, finally, the correct planning of all this work. .
Having considered the theoretical aspects of organizational culture, let us turn to the analysis of the organizational culture of the Municipal State Educational Institution of Additional Education for Children "House of Children's Creativity" of the city of Kushva.
2. Analysis of the organizational culture of the Municipal State Educational Institution of Additional Education for Children "House of Children's Creativity" of the city of Kushva
1 General characteristics of the institution
All educational institutions (EI) in Kushva are part of a single educational system. The House of Children's Creativity is one of the few institutions of additional education.
MKO UDO "House of Children's Creativity" is a budgetary, non-profit institution of additional education, the functions of its founder are performed within the delegated authority by the education department of the Kushvinsky urban district.
The House of Children's Art was opened in 1935. The institution has its own branch (Gornyakov st., 20 A).
The House of Children's Creativity, as an institution of additional education, is an institution that implements the principle of variability within the framework of a single municipal educational space of the Kushvinsky urban district, and one of the centers for adapting a child to the conditions of modern life in a microsociety and society as a whole, and carrying out its activities on the basis of a differentiated, an individualized approach to the child in accordance with his strengths and capabilities, and a formed social order.
In accordance with the educational program of the institution, the basis of the educational activities of the House of Children's Creativity is the implementation of additional educational programs and services to fully meet the educational needs of citizens, society, and the state.
The educational process of the House of Children's Creativity is aimed at intellectual and personal development, education, training, the formation of a culture of universal values, professional self-determination, strengthening the health of students and their physical development.
The purpose of the institution is to identify and develop the abilities of each child, the formation of a spiritually rich, free, physically healthy, creatively thinking person, focused on high moral values, capable of active participation in society.
To achieve this goal, it is necessary to solve the following tasks:
development of individuality, personal culture, communication skills of the child;
providing the necessary conditions for personal development, self-realization, professional self-determination and creative work of children aged mainly from 6 to 18 years;
creation of conditions guaranteeing the protection and strengthening of the health of students;
education of citizenship, diligence, respect for human rights and freedoms, love for the environment, Motherland, family;
the formation of social activity of students, the development of a system of self-government in children's groups;
adaptation of children and adolescents to life in society;
organization of meaningful leisure.
Consider the organizational structure of DDT (Fig. 1).
Organizational structure of the institution
The organizational structure of DDT has a linear - functional form. The choice of this structure is justified by the number of personnel and the specifics of the institution's activities.
Mission of MKOU DOD "DDT": Development of personal motivation for knowledge and creativity, implementation of additional educational services and programs for a wide coverage of children of the municipality "Kushvinsky urban district".
The activities of children in the House of Children's Creativity are carried out in same-age and mixed-age associations of interest.
The main form of educational activity in the House of Children's Art is classes in creative associations of interest for children and adolescents aged 6 to 18 years on the basis of free choice. Associations are created in accordance with the interests of children and adolescents, taking into account the socio-economic development of the city, the applications of educational institutions.
The duration of education of children in the House of Children's Creativity is determined by the timing of the implementation of additional educational programs. The expulsion of pupils from the House of Children's Creativity is carried out if necessary - by decision of the Council of the DDT. The work of the DDT is organized in a two-way mode: during the academic year and during the holidays by attracting additional financial resources.
The rights and obligations of the pupils of the House of Children's Creativity are presented in Appendix 2, the rights and obligations of the parents of the pupils of the House of Children's Creativity - in Appendix 3.
The House of Children's Art is managed in accordance with the Law of the Russian Federation "On Education", the Federal Law "On the Fundamentals of the System for the Prevention of Neglect and Juvenile Delinquency", other legislative acts on the principles of democracy, openness, priorities of human values, protection of human life and health, free development personality.
The activities of the House of Children's Creativity are managed on the basis of the License for educational activities, the Charter, the Educational program for the 2013-2014 academic year, the Development Program of the UDO.
The administrative and managerial work of the House of Children's Creativity is provided by the following staff in accordance with the staffing table: director, deputy director for information and methodological work, deputy director for educational work. Data on the management personnel of the institution are presented in Table. 2.
table 2
Information about the management personnel of the institution
Indicators Data on the management personnel of the institution Director Deputy Director for Information and Methodological WorkDeputy Director for Educational Work Work experience in MKOU DOD "DDT" 20 years 6.5 years 16 years Work experience in this position 1.5 years 5 years 2 years category by position additional teacher
Table data. 2 indicate that the management staff of the institution has a long work experience in the field of additional education and sufficient work experience in leadership positions.
MKO UDO "House of Children's Creativity" is staffed by 100% of teaching staff, which makes it possible to implement the educational program.
There are 44 teaching staff in the educational institution (7 of them are part-time workers). The staff includes: director, deputy director for educational work, deputy director for information and methodological work, 12 teachers-organizers, 28 teachers of additional education, 1 methodologist, 1 accompanist.
The total number of employees and the number of employees by age groups for 2013 - 2014 will be presented in Table. 3.
Table 3
The total number of employees of the institution
Age groups of employees, years Number 2012 2013 2014 people % people % people up to 25611.3612.54926 - 452547.124502045.5 over 452241.61837.52045.5 Total: 531004810044100
According to Table. 3, the following conclusions can be drawn: the total number of employees for 2012 - 2014 decreased by 9 people, which is associated with the transition of individual employees from the education sector to other areas of activity. Most of the employees of the House of Creativity in 2014 are employees 26 - 45 years old and over 45 years old; the smallest part - workers under 25 years old.
Data on the level of education of employees for 2014 will be presented in Table.
Table 4
Data on the level of education of employees
Education up to 25 years old, 26 - 45 years old, people over 45 years old, people people % people % people % higher 12.21431.81431.8 secondary vocational 24.5511.3511.3 secondary 12.212.212.2
According to Table. 4 we see that in 2014 the largest part of the total number of employees were teachers with higher education (29 people - 66%), the smaller part - teachers with secondary education (3 people - 6.8%).
Data on the qualification category of teaching staff of the House of Creativity for 2014 will be presented in Table. 5. According to the table. 5 we see that in 2014, 86.4% of the employees of the institution had the first qualification category, 6.8% - the highest category, 2.3% - the second category. And another 4.5% of workers do not have a qualification category.
Table 5
Data on the qualification category of teaching staff
Data on the total work experience of the personnel of MKOU DOD "DDT" for 2014 are presented in Table. 6.
Table 6
Work experience data
Length of service, yearsTotal, people% of the total number of teaching staff up to 5411.3 from 5 to 1036.8 from 10 to 201022.7 over 202659
According to Table. 6 we see that in 2014 the majority of employees (59%) have more than 20 years of work experience. Another 22.7% of employees have work experience of 10 to 20 years.
As a positive point, it is necessary to note the development of social partnership in the field of consulting and methodological work, which contributes to raising the status of the institution in society:
on the basis of the House of Children's Art, city seminars - workshops are held, a club for a young teacher and a city club for teachers of additional education "Range" operate;
seminars and round tables for organizers and deputy directors of MOU;
coordinating councils for the city projects "Youth Initiative" and "We are for positive!", the organizing committee of the festival "Young Intellectuals of the Middle Urals".
During the academic year, the teachers of the House of Children's Creativity implemented fifty-five educational programs of additional education for children. In the 2013-2014 academic year, about three thousand students aged 5 to 17 study at the House of Children's Creativity in seven areas (Table 7).
Table 7
Distribution of students by directions
Name of specializationsNumber of teachers implementing the programs DOI: 10.1134/S00051100150200020201020Physical and recreational1010887Culturological66567Ecological-biological66206Tourism-local history55103Social-pedagogical7755Natural-science2112Total:5 6552 847
According to Table 7, we see that the institution provides training in seven different areas. The largest in terms of the number of students (1020 people) is artistic and aesthetic.
The smallest (12 people) - naturally - scientific.
Thus, the educational level, qualifications of pedagogical and executive employees of an educational institution correspond to the type and type of educational institution, meet the goals and objectives of the educational programs being implemented, as well as the organization of high-quality additional education.
Having characterized the institution, let's move on to the analysis of its organizational culture.
2.2 Analysis of the organizational culture of MKOU DOD "DDT" of the city of Kushva
Let us turn to the characteristics of the organizational culture of MKOU DOD "DDT".
The organizational culture of an institution can be divided into several blocks for ease of characterization.
) The culture of the appearance of workers. There are unwritten rules for choosing clothes and accessories for the workplace. They are unspoken. not recorded in official documents. In case of violation of these rules, the employee will not receive a reprimand and will not be fired from work. But all employees know how to dress in MKOU DOD "DDT" is possible and necessary, and how it is not accepted. We present these rules in the form of table 8.
Thus, we see that quite numerous requirements are imposed on the appearance of the employees of the MKOU DOD "DDT". They are reported to the employee when hiring.
Table 8
Rules for the appearance of employees
RecommendedNot recommended for women1. Use of clothes in neutral colors (gray, black, navy blue, brown)1. Use of clothes in bright, "flashy" colors (red, green, yellow, orange, etc.) 2. Wearing a trouser or skirt suit or dress2. The use of shorts, jeans, tops and T-shirts, evening dresses with a neckline3. Minimum jewelry (earrings, 1 - 2 rings, bracelet and chain)3. The use of a large number of jewelry 4. The use of cosmetics in natural shades 4. Use of brightly colored cosmetics 5. Keeping hair clean and tidy (neat haircut or hairstyle)5. Wearing provocative haircuts and hairstyles6. Keeping nails clean, neutral color manicure6. Use of bright colors of manicureMen1. Use of clothes in neutral colors (gray, black, navy blue, brown)1. Use of clothes in bright, "flashy" colors (red, green, yellow, orange, etc.) 2. Use of trousers and a light shirt2. Use of shorts, jeans, T-shirts, sneakers3. Keeping hair clean and tidy (neat haircut) 3. Wearing provocative haircuts 4. Minimum jewelry (1 ring, bracelet and chain) 4. The use of a large number of decorations 5. Keeping nails clean, daily shaving5. Lack of nail care, unshaven These requirements are met by almost all employees. But there are, of course, exceptions. So, among women, for example, young workers sometimes abuse jewelry (they wear 5-6 rings on their hands, 2-3 earrings in their ears, several chains and bracelets) and cosmetics. But, having violated the rules of appearance, they do not feel the support of colleagues at work. On the contrary, they feel disapproval (even silent). And these violations become isolated.
Establishing requirements for the appearance of employees is aimed at creating a positive image of the organization and minimizing distractions from work.
) The culture of communication with customers. After the client (usually the parent of the pupil) MKOU DOD "DDT" saw the employee, he begins to communicate with him. Therefore, in the analyzed institution, much attention is paid to the culture of communication with customers.
If the requirements for appearance exist behind the scenes, then the rules of communication are prescribed and approved by the order of the director. In addition, they are printed out and placed in the information corner of MKOU DOD "DDT" so that employees can always have them in sight. We present these rules in the form of table 9.
Table 9
Rules for communicating with clients
RequiredForbidden1. Refer to the client on "You"1. Refer to the client on "you" 2. Focus on the customer 2. Be distracted by extraneous matters while communicating with a client 3. Demonstrate a positive attitude towards the customer 3. Show an indifferent, disinterested attitude towards the client 4. Provide the client with all the necessary information 4. Hide information from the client that he needs. Provide complete answers to customer questions 5. Provide incomplete answers to customer questions, avoid answering6. Use polite words in speech (“thank you”, “please”, “excuse me”, etc.) 6. Use obscene language in speech 7. Pay attention to the client (offer to sit down, etc.) 7. Disregard the customer 8. Resolve disputes promptly. Leave the resolution of controversial issues for the future9. Avoid conflict situations. Contribute to the emergence of conflict situations
According to Table 9, we see that in MKOU DOD "DDT" it is customary to be kind to any client, to cooperate fully with him, to create all conditions for his comfort in the institution.
For violation of the rules of communication with clients, employees of the MKOU DOD "DDT" can be reprimanded, and for the systematic violation of these rules, they can even be fired.
) Culture of communication with colleagues. Also in MKOU DOD "DDT" there is a culture of communication with colleagues, which is reflected in the rules of conduct. These rules are unspoken, but the employees of the institution try to follow them in their behavior.
Let's present the rules of communication with colleagues for employees of MKOU DOD "DDT" in the form of table 10.
Table 10
Culture of communication with colleagues
RequiredForbidden1. Refer to each other on "You" with the client1. Address each other as “you” in front of a client2. Do not interrupt a colleague during a conversation 2. Interrupting a colleague during a conversation 3. Refrain from tea drinking in the workplace 3. Arrange frequent tea parties during the working day 4. Use your work phone for personal purposes for no more than 5 minutes4. Use your work phone for personal purposes for more than 5 minutes5. Assist colleagues in the process of work 5. Refuse to help colleagues in the process of work6. Greet colleagues at the beginning of the working day6. Avoid greeting colleagues at the beginning of the work day. Congratulate colleagues on their birthdays and other significant events in their lives7. Avoid congratulating colleagues on their birthdays and other significant events in their lives8. Visit colleagues when they are sick. Avoid visiting colleagues when they are sick
These rules of conduct did not develop immediately. At the moment, almost all employees of MKOU DOD "DDT" try to follow them in their behavior.
) The general culture of behavior. Employees of MKOU DOD "DDT" in the course of their activities have to communicate not only with each other and with customers, but also with third parties. These rules of conduct can be called universal, because. they can be used by employees of any enterprise and institution, and not only by employees of MKOU DOD "DDT". These rules include the following: use polite words when communicating; express gratitude for help and advice; be kind to others; not to allow the manifestation of rudeness and rudeness in communication with others; being indoors without outerwear, shoes and headgear; do not abuse the attention of the interlocutor; ability to listen to the interlocutor.
) Food culture of workers. The food culture of employees is not the last place in the organizational culture of the institution. Psychologists have long established that eating together brings people together and establishes communication links between them. There is a food culture in MKOU DOD "DDT". It is influenced by the characteristics of the work of personnel in this institution. Teachers work according to their own schedule in accordance with their hourly workload (for example, from 10:00 to 14:00 or from 14:00 to 18:00). In this regard, all employees of MKOU DOD "DDT" cannot be in the institution at the same time. Therefore, there is no possibility of simultaneous eating.
In MKOU DOD "DDT" there is a dining room where employees have the opportunity to have breakfast or lunch. Meal time is not set: employees visit the meal room at a convenient time for them when they are not busy with their work (for example, at lunchtime or in between classes of a creative association).
Thus, it can be noted that MKOU DOD "DDT" has its own food culture.
) Traditions and customs. In MKOU DOD "DDT", as well as in the teams of other institutions and organizations, there are their own customs and traditions. Let's describe them.
The tradition of congratulating workers on their birthdays. The team gives each employee a gift for the collected personal funds. It is customary to give gifts for the home - for example, dishes, decor items, etc.
The gift is selected taking into account the characteristics of each employee. When choosing a gift, they also take into account that it is durable and that the employee uses it for a long time. So, in an institution it is not customary to give perfume sets, cognac, sweets and other gifts that are used for one or more times of use. The gift is given to the employee on his birthday. And if the birthday falls on a weekend or holiday, then on the first working day. The birthday boy, in turn, arranges a tea party for colleagues, which is held in the dining room.
The tradition of inviting colleagues to the anniversary. Most often, employees celebrate an anniversary in a canteen or cafe. At the same time, in a cafe, regardless of the number of relatives and friends, it is customary to invite a team of workers - all or partly, but without spouses. A gift to an employee of MKOU DOD "DDT" for an anniversary differs significantly in value from a gift for a simple birthday. It can be a vacuum cleaner, microwave oven, gas stove, etc.
The tradition of collective celebration of calendar holidays. At this time, all employees go to one of the recreation centers, where a corporate party is held. Each employee has the right to invite no more than two people to the base. It can be a husband or wife, adult children or friends. A buffet table is arranged at the base, employees prepare congratulations to each other in advance, festive numbers, contests, and are photographed as a keepsake.
Thus, summarizing all the above, we can conclude that there is an organizational (corporate) culture in MKOU DOD "DDT".
Let's define the type of organizational culture of MKOU DOD "DDT".
To determine the characteristics of organizational culture, a questionnaire was compiled, the questions of which were answered by 40 employees of MKOU DOD "DDT" (Table 11).
Questionnaire No. 1 was aimed at defining individualistic and collectivist culture. According to Table 11, we see that, according to 20% of the respondents, employees of the MKOU DOD "DDT" do not want interference in their personal lives; According to 80% of respondents, employees expect the organization to participate in solving their personal affairs.
Table 11
Survey results
Answer options Number of people who answered% The desire of employees of the organization to interfere in their personal lives Employees do not want interference in their personal lives 820 Employees expect the organization to participate in solving their personal affairs 3280 The influence of the organization on the well-being of the employee The organization has a weak influence on the well-being of the employee 410 the frequency of expression of disagreement by subordinates is low3690The frequency of expression of disagreement by subordinates is high in the institution410The prevalence of inequality of people and roles in the organizationThe perception of inequality of people prevails in the institution2460The perception of inequality of roles prevails in the institution1640The attitude to time in the organization attitude to time: employees have great anxiety for the future1537.5 Preference for organizations depending on their size Employees of the institution prefer small organizations3280Employees of the institution prefer large organizations820Attitude towards the social roles of men and womenIn the institution, it is generally accepted that a man should earn, and a woman should raise children2460It is generally accepted in the institution the opinion that a man does not have to earn a living, he can be engaged in raising children
Question number 2 of the questionnaire was aimed at defining individualistic and collectivist culture. According to 10% of respondents, the organization has little effect on the well-being of the employee; according to 90% of respondents - a strong influence. Thus, according to the first criterion, the type of organizational culture is collectivist.
Question No. 3 of the questionnaire was aimed at determining the type of culture by power distance. According to 90% of respondents, the frequency of expression of disagreement by subordinates in the institution is low; according to 10% of respondents - high.
Question No. 4 of the questionnaire was aimed at determining the type of culture by power distance. 60% of respondents believe that the institution is dominated by the perception of people's inequality. According to 40% of respondents, the perception of inequality of roles prevails in the institution. Thus, according to the second criterion, the type of organizational culture is a culture with a high level of power distance.
Question No. 5 of the questionnaire was aimed at identifying the type of culture by the level of uncertainty avoidance. According to 37.5% of respondents, the institution is dominated by such an attitude towards time: the readiness of staff to live in the present. According to 62.5% of the respondents, this attitude to time prevails in the institution: employees have great anxiety about the future.
Question No. 6 of the questionnaire was aimed at identifying the type of culture by the level of uncertainty avoidance. According to 80% of respondents, employees of the institution prefer small organizations; according to 20% of respondents - large organizations. Thus, according to the third criterion, the type of organizational culture is a culture with a low level of uncertainty avoidance.
Question No. 7 of the questionnaire aimed to identify manifestations of "male" and "female" culture. According to 60% of the respondents, the generally accepted opinion in the institution is that a man should earn money, and a woman should raise children. According to 40% of the respondents, the generally accepted opinion in the institution is that a man does not have to earn a living, he can be engaged in raising children.
Question No. 8 of the questionnaire aimed to reveal the attitude towards freedom. According to 80% of respondents, the attitude to freedom in the institution is independence. According to 20% of respondents, the attitude towards freedom in the institution is one of solidarity.
An analysis of the typology of the organizational culture of the MKOU DOD "DDT" showed that it is a collectivist culture with a high level of power distance, with a low level of uncertainty avoidance, the type of organizational culture is "male".
Having characterized the organizational culture of the institution, we turn to the employees and conduct a study of their attitude to the existing organizational culture of the organization.
2.3 Study of the attitude of employees to the existing organizational culture of the institution
As noted earlier, the organizational culture of MKOU DOD "DDT" is represented by several elements. In this regard, it is advisable to analyze the attitude of employees to each element, for which a questionnaire of eight blocks was specially developed (Appendix 9). 40 employees took part in the survey. Let's analyze the answers to each of them.
) The first set of questions was aimed at getting information about the survey participants themselves. The gender and age data of the respondents will be presented in the form of a table. According to Table. 12 we see that only women took part in the survey. The employees who participated in the survey are in different age groups.
Table 12
Gender and age data of the respondents
Age, years Population by sex group male female total person% person% person%20 - 30--82082031 - 40--1640164041 - 50--1230123051 - 60--410410
The largest part of the respondents (40%) is aged 31-40 years, the smallest part of the respondents (10%) belongs to the age group of 51-60 years. An intermediate value was obtained by the age groups of 20-30 years (20%) and 41-50 years (30%). 70% of the respondents have a higher education, another 30% have a specialized secondary education (Table 13).
Table 13
Data on the education of workers
EducationNumber of people%Higher2870Specialized secondary1230Secondary--
) The second block of questions was aimed at revealing the attitude of the employees of the MKOU DOD "DDT" to the culture of appearance.
Question No. 4 of the questionnaire asked employees to answer the question of whether they consider the clothing style of employees to be an element of organizational culture (Table 14).
Table 14
Attitude to clothing style as an element of organizational culture
Answer options Number of people% Yes3280 No--I don't know820
According to Table 14, we see that most of the respondents (80%) consider the clothing style of employees to be an element of the organizational culture of the institution, another 20% found it difficult to answer this question. None of the survey participants gave a negative answer.
To the question of whether there are requirements for the appearance of employees in MKOU DOD "DDT", all employees answered unanimously - yes, they do.
Answering the questions of the questionnaire, employees noted how often they comply with the requirements for the appearance of employees of the organization (Table 15).
Table 15
Compliance with appearance requirements
According to Table 15, we see that the majority of respondents (70%) always comply with the requirements for the appearance of employees of the institution. Another 30% do not always comply with these requirements. There were no workers who did not comply with the existing requirements at all among the respondents.
Survey participants were asked to express their approval or disapproval of the requirements for the appearance of employees in the institution (Table 16).
Table 16
Approval or disapproval of the requirements for the appearance of employees in the institution
Answer options Number of people% Fully approve 2460 Partially approve 1640 Disapprove--
The data in Table 16 indicate that 60% of the respondents approve of the existing requirements for the appearance of employees. Another 40% expressed their partial approval. Not a single worker expressed complete disapproval.
) The third set of questions was aimed at identifying the attitude of the employees of MKOU DOD "DDT" to the Code of Communication with Clients existing in the institution. The attitude of the respondents to the specified Code as an element of the organizational culture of the organization is presented in Table 17.
Table 17
Attitude of respondents to the Code of Communication with Customers
According to Table 17, we see that 90% of the survey participants consider the Code of Communication with Customers to be an element of the organizational culture of the organization. This result indicates that the employees of the institution are well informed about the elements of the organizational culture that exists in the institution.
To the question about the extent to which employees comply with the rules of the Code, the following answers were received (Table 18).
Table 18
Compliance with the rules of the Code of communication with clients by employees of MKOU DOD "DDT"
Answer options Number of people %Yes, always2870Not always1230Never comply--
According to Table 3.16, we see that the majority of respondents (70%) always follow the rules of the Code of Communication with Clients. Another 30% do not always follow these rules. There were no employees who did not comply with the existing rules at all among the respondents.
) The fourth set of questions was aimed at clarifying the attitude of the employees of MKOU DOD "DDT" to the rules of communication with colleagues. First of all, the survey participants were asked to answer the question about the existence of such rules in the institution (Table 19).
Table 19
The existence of rules for communication with colleagues in the institution
Answer options Number of people% Yes3690 No--I don't know410
Judging by the data in Table 22, the majority of respondents (90%) answered positively to the question posed. Not a single employee gave a negative answer. 4 people found it difficult to answer the question. Therefore, we can once again note the good awareness of the employees of the institution about the existing elements of the organizational culture of the organization.
The following answers were received to the question about compliance with the rules of communication with colleagues (Table 20).
Table 20
Compliance with the rules of communication with colleagues
Answer options Number of people %Yes, always2870Not always1230Never comply--
According to Table 23, we see that most of the respondents (70%) always follow the rules of communication with colleagues. Another 30% do not always follow these rules. There were no employees who did not comply with the existing rules at all among the respondents.
The survey participants were asked to answer the question of how much effort (physical, mental, moral, etc.) they expend in order to comply with the rules of communication with colleagues (Table 21).
Table 21
Efforts to comply with the rules of communication with colleagues
Answer options Number of people% very much - not very much 410 little 1640 I don’t spend at all 2050
According to the table, we see that 50% of the respondents do not expend any effort at all to comply with the rules of communication with colleagues; 10% of respondents do not spend much effort; 40% of respondents spend little effort.
) The fifth set of questions was aimed at identifying the attitude of the employees of MKOU DOD "DDT" to the rules of the general culture of behavior. The following answers were received to the question about observance of the rules of the general culture of behavior (Table 22).
According to the table, we see that most of the respondents (80%) always follow the rules of the general culture of behavior.
Table 22
Compliance with the rules of the general culture of behavior
Answer options Number of people% Yes, always 3280 Not always 820 I never comply--
Another 20% do not always follow these rules. There were no employees who did not comply with the existing rules at all among the respondents.
The survey participants were asked to express their opinion on whether the rules of the general culture of behavior can be called universal (Table 23).
Table 23
Opinion of respondents about the universality of the rules of a common culture of behavior
Answer options Number of people% The rules are universal3280The rules are not universal--I don't know820
The data in the table indicate that for 80% of the participants in the survey, the rules of the general culture of behavior are universal. Another 20% of respondents found it difficult to answer the question.
The survey participants were asked to answer the question about how much effort (physical, mental, moral, etc.) they expend in order to comply with the rules of the general culture of behavior (Table 24).
Table 24
Expenditures of forces to comply with the rules of the general culture of behavior
Answer options Number of people% very much - not very much - little 1640 I do not spend at all 2460
According to the table, we see that 60% of the respondents do not expend any effort at all to comply with the rules of the general culture of behavior; 40% of respondents spend little effort.
) The sixth block of questions was aimed at identifying the attitude of employees of MKOU DOD "DDT" to the food culture that exists in the institution. The participants in the survey expressed their attitude to the culture of food (Table 25).
Table 25
Attitude of employees towards food culture
Answer optionsNumber of people%Positive3280Negative--Neutral820
The data in the table show that 80% of the respondents have a positive attitude towards the existing food culture in the institution; 20% expressed a neutral attitude; None of the interviewed workers expressed a negative attitude to the food culture.
Employees of MKOU DOD "DDT" expressed their attitude to traditional tea parties with colleagues (Table 26).
Table 26
The attitude of employees to tea drinking
Answer options Number of people% a waste of time - an opportunity to communicate 1640 a way to unite a team 2460
Based on the data in the table, we can conclude that for 60% of the respondents, tea drinking with colleagues is a way to unite the team; 40% of the survey participants consider tea drinking an opportunity to communicate; tea drinking was not called a waste of time by any of the employees of the institution.
) The seventh block of questions was aimed at identifying the attitude of employees of MKOU DOD "DDT" to the traditions and customs that exist in the institution. The survey participants were asked to express their attitude to the traditions and customs that exist in the organization (Table 27).
Table 27
The attitude of employees to the traditions and customs that exist in the organization
Answer optionsNumber of people%Positive3280Negative--Neutral820
These tables show that 80% of the respondents have a positive attitude towards the traditions and customs existing in the institution; 20% expressed a neutral attitude; none of the interviewed workers expressed a negative attitude towards traditions and customs.
The survey participants were asked to choose the option of changing the traditions and customs that exist in the MKOU DOD "DDT" (Table 28).
Table 28
Changing the traditions and customs that exist in the institution
Answer options Number of people% cancel some traditions - add new traditions 1640 leave everything as it is 2460
According to the table, we see that 60% of the respondents believe that it is necessary to leave all existing traditions and customs in the team; 40% of respondents - it is necessary to add new traditions; none of the interviewed workers said about the abolition of some existing traditions. These data indicate that the employees of the institution are satisfied with the existing organizational culture in the organization.
) The eighth block of questions was aimed at identifying the opinion of the employees of MKOU DOD "DDT" about the need to develop and improve the existing organizational culture of the institution. First of all, employees were asked to evaluate the existing organizational culture (Table 29).
Table 29
Evaluation by employees of the existing organizational culture
Answer options Number of people%y--unsatisfactory--
According to the table, we see that 60% of the respondents rated the existing organizational structure as “excellent”; 40% of the respondents - "good"; “satisfactory” and “unsatisfactory” ratings were not met in any questionnaire.
Finally, the last question of the questionnaire invited the survey participants to express their opinion on the need to develop and improve the organizational culture of the institution (Table 30).
Table 30
Opinion of employees on the need to improve the organizational culture of the institution
These tables show that 60% of respondents see the need to develop and improve the organizational culture of the institution; 40% are confident in the need to preserve the existing organizational culture.
After analyzing the existing organizational culture of MKOU DOD "DDT", it is advisable to develop recommendations for its improvement.
1 General characteristics of events
The study of the attitude of employees of MKOU DOD "DDT" to the existing organizational culture of the institution led to the conclusion that:
organizational culture exists;
it was formed over the years;
at this point in time, the organizational culture of the institution can be called high-level;
employees of the institution highly appreciate the existing organizational culture and participate in its formation and preservation.
Nevertheless, the organizational culture of MKOU DOD "DDT" can and should be developed and improved. To this end, it is advisable to propose a number of appropriate measures. Let's dwell on each of them in detail.
) Development of corporate identity of the organization. At present, the corporate style is not visible in MKOU DOD "DDT", which negatively affects the activities of the organization and does not contribute to the development of its corporate culture. It is necessary to offer as a recommendation the creation of a corporate identity for MKOU DOD "DDT". Given that MKOU DOD "DDT" is not a large corporation, it will be sufficient to use two elements of corporate identity, namely, the emblem and corporate clothing for staff.
The emblem of MKOU DOD "DDT" should indicate that the organization is a municipal institution in the field of education. In this regard, it is advisable to use children's symbols in the emblem of the institution.
For the emblem of MKOU DOD "DDT" we suggest using the image shown in fig. 2.
Image for institution logo
The emblem must be displayed on the sign of the institution. The cost of its manufacture will be 2,000 rubles. It is also advisable to place the emblem on the letterhead of the institution. Forms are systematically ordered for establishment in the printing house of N. Tagil. The form will be supplemented with an emblem. The cost of preparing forms will not change.
Another element of the corporate identity of the organization is branded clothing. For MKU MKOU DOD "DDT" it is advisable to focus on branded clothing for administrative staff (director, his deputy, methodologists, etc.) - i.e. those employees who work from 8:00 to 17:00 and are systematically in the premises of the House of Creativity. In branded clothing, it is logical to focus on burgundy color. It gives severity to clothes, is not very bright and does not irritate others. The proposed options for branded clothing for the institution are shown in Figure 3.
Suggested style of branded clothing
) Carrying out the competition "Best Worker". Conducting a professional competition in any enterprise and in any institution contributes to the development of healthy competition between employees and is a component of corporate culture. In MKOU DOD "DDT" it is necessary to systematically conduct this competition in order to create a favorable atmosphere for employees and develop corporate culture. All interested employees of the institution can take part in the competition. According to the results of the competition, one winner must be determined, who will be awarded a prize.
The competition must be held monthly. The number of participants in the competition should not be limited.
The time of the competition is from the 1st to the 30th day of each month.
The time for evaluating the participants of the competition is the penultimate day of the month.
The time of announcement of the results of the competition is the last day of the month.
On the penultimate day of the month (for example, January 30), each employee of the institution must receive an evaluation sheet and evaluate each participant in the competition on a five-point system.
The winner of the competition should be awarded a prize in the amount of 3000 rubles.
) Development of a plan for corporate events. Carrying out such events always contributes to the improvement of relations between employees of the organization. To conduct collective events for employees of MKOU DOD "DDT", it is advisable to choose several areas:
sports direction (conducting sports games and competitions);
tourist direction (organization and holding of tourist events - hikes, trips, etc.);
cultural direction (organization of trips to the theater, to a concert, etc.).
The sports direction will allow the employees of MKOU DOD "DDT" to feel the spirit of the team, to worry about the members of their team (to rejoice in victories and experience failures together).
A tourist direction can be realized through the organization of independent trips and with the help of travel companies. Employees of MKOU DOD "DDT" for the most part have transport, which makes it easier to organize trips (for example, out of town to nature). At the same time, the services of travel companies can be used to organize long-distance trips (in the Sverdlovsk region).
As part of the cultural direction, it is possible:
visiting cultural events in the city of Kushva (for example, attending a city concert);
visiting cultural events outside the city (for example, organizing a trip to a puppet theater, or a circus, or a drama theater in Yekaterinburg, etc.).
When organizing collective events, it is necessary to strive to ensure that they receive the maximum number of employees of the MKOU DOD "DDT". In this case, the relationship of all members of the team will be improved, which will favorably affect the socio-psychological climate in the team and strengthen the team spirit.
Thus, the proposed activities will have a positive impact on the atmosphere in the team of employees and improve the socio-psychological climate in MKOU DOD "DDT", and will also contribute to the development of the corporate culture of the institution.
Let us turn to the evaluation of the effectiveness of the proposed measures.
3.2 Feasibility study and evaluation of the effectiveness of measures
) Development of corporate identity of the organization.
Formation of the corporate identity will be carried out by creating the emblem of the institution and the introduction of branded clothing.
The logo has been mentioned before. Let us dwell in more detail on branded clothing.
Branded clothing must be ordered for administrative employees of MKOU DOD "DDT" - the director, deputy director and heads of departments (8 people) in one copy. Corporate clothing will be issued to employees for 2 years. After 2 years, the clothes will change to a new copy. At the same time, clothes with expired use will remain at the disposal of the employees of the institution.
If necessary (for example, when hiring new employees), additional copies of clothing will be made.
Clothing will be issued to employees in standard sizes, tailoring for individual orders will not be made. The necessary revision of clothing (for example, cutting the length) will be carried out by the employees of the institution themselves. Shoes will not be issued to employees of the institution.
We calculate the necessary costs for the purchase of branded clothing for employees (Table 31).
Table 31
Calculation of costs for the purchase of branded clothing for employees
Name Quantity, pcs. Price for 1 pc., rub. Cost calculation Total price, rub. x 7 pcs. = 8 400 rub.8 400Blouse71 2001 200 rub. x 7 pcs. = 8 400 rub. 8 400 Jacket for women 71 7001 700 rub. x 7 pcs. = 11 900 rub. 11 900 Trousers 11 2001 200 rub. x 1 pc. = 1,200 rubles. 1,200 shirt 1,800,800 rubles. x 1 pc. = 800 rub.800Jacket for men12 3002 300 rub. x 1 pc. \u003d 2,300 rubles. 2,300 Total: - 8,400 rubles. + 8 400 rub. + 11 900 rub. + 1 200 rub. + 800 rub. + 2 300 rub. = 33,000 rubles 33,000
The purchase of branded clothing for employees will require 33,000 rubles.
In total, the formation of the corporate identity of the institution (including the manufacture of a sign with an emblem) will require, therefore, 35,000 rubles. These funds should be allocated from the municipal budget, because. MKOU DOD "DDT" is a municipal institution and is financed from the municipal budget.
) Carrying out the competition "Best Worker".
We will calculate the necessary funds for the competition for the calendar year. The data will be presented in table 32.
Table 32
Calculation of the necessary funds for the competition for the calendar year
Indicator Value of the indicator, rub. 3,000November bonus3,000December bonus3,000Balance accruals for the year11,844Total:47,844
According to the table, we see that 47,844 rubles will be required to hold the "Best Employee" contest during the year.
) Development of a plan for corporate events.
The organization and conduct of collective events for employees of the MKOU DOD "DDT" should be carried out by representatives of the trade union or employees of the institution who adhere to an active life position.
The plan for holding collective events is designed to ensure that one event is held each month. Within the framework of each direction, four events are proposed during the year.
Table 33
Calendar plan for holding collective events in MKOU DOD "DDT"
Event Date Estimated number of participants, persons Features of the event Sports direction Volleyball game January 2015 30 trip to aquapark of YekaterinburgOctober 201540The event is organized on our own, using our own transport of employeesTourist destinationTrip to the forest on skisFebruary 201520The event is organized on our ownTrip to the forestMay 201540The event is organized on our own, using our own transport of employeesTrip to the city of VerkhoturyeAugust 201550Event yatie organized with the help of the Sputnik travel agencyTrip to the Kungur cave (Kungur) November 201550The event is organized with the help of the Sputnik travel agency Yekaterinburg Drama TheaterJune 201540The event is organized on our own, using our employees’ own transportTrip to the puppet theater and the zoo in YekaterinburgSeptember 201550The event is organized with the help of the Sputnik travel companyTrip to the Opera and Ballet Theater of YekaterinburgDecember 201535The event is organized with the help of the travel company "Sputnik"
Part of the events is planned on the territory of Kushva, part - beyond its borders. At the same time, some events will be organized and held by the staff of the institution, and others - with the help of the travel company "Sputnik".
Speaking about the costs of holding collective events, it should be noted that they will be absent for the institution itself, because:
some of the activities are cost-free (for example, a hike in the forest);
part of the activities will be carried out at the personal expense of the employees of MKOU DOD "DDT" (for example, a trip to the theater or circus).
Thus, MKOU DOD "DDT" will not need funds for collective events.
Data on the total costs for the implementation of the proposed activities are given in table 33.
Table 34
Total costs for the implementation of activities
Name of the event Implementation costs, rubles Formation of corporate style35,000Holding the contest "The Best Employee"47,844Holding collective events0Total:82,844
The implementation of all proposed activities will require 82,844 rubles. In this situation, it is difficult to say that the investment will pay off. The developed measures are not aimed at improving the financial condition of the institution. They will improve the socio-psychological climate in the staff of the institution and improve the corporate culture. This effect is social. There will be no economic effect in this case. Nevertheless, the proposed activities will improve the overall activities of the institution, improve its quality.
Conclusion
Organizational culture is defined as a set of important assumptions made by the members of a company. Organizational culture is subject to change. Usually, it changes constantly, throughout the life of the organization, under the influence of both the external environment and the internal one. Corporate (organizational) culture can be formed, and there are methods to maintain and strengthen it: the behavior of the leader; statements, appeals, declarations of leadership; the reaction of management to the behavior of employees in critical situations; training; incentive system; maintaining organizational culture in the process of implementing the main management functions; organizational traditions and practices; widespread introduction of corporate symbols.
In the course of the analysis of the organizational culture of the Municipal State Educational Institution of Additional Education for Children "House of Children's Creativity" of the city of Kushva, the following conclusions were made:
In MKOU DOD "House of Children's Creativity" there is an organizational culture that consists of several components, namely: the culture of appearance, the culture of communication with customers, the culture of communication with colleagues, the general culture of behavior, the culture of food, traditions and customs. An analysis of the typology of organizational culture showed that it is collectivist; a culture with a high level of power distance; a culture with a low level of uncertainty avoidance; "male".
The organizational culture of MKOU DOD "House of Children's Creativity" can and should be developed and improved. The course work offers recommendations for the development of the corporate identity of the organization (emblems and corporate clothing); holding the "Best Employee" contest and corporate events (a plan has been developed).
The developed activities will improve the socio-psychological climate in the staff of the institution and improve the corporate culture. This effect is social.
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Annex 1
Attributes and characteristics of organizational culture
Characteristic of organizational culture at work What and how employees eat catering for employees, including the presence or absence of such places at the enterprise, subsidies for meals, the frequency and duration of meals Awareness of time, attitude towards it and its use the degree of accuracy and relativity of time among employees, compliance with the schedule and encouragement for this Relationships between people by age and gender, status and power, wisdom and intelligence, experience and knowledge Values and norms what people value in their organizational life and how these values are maintained Belief in leadership, success, strength, fairness, ethical behavior Worker development process Thoughtless or conscious performance of work, rely on intelligence or strength, approaches to explaining the reasons Work ethic and motivation attitude to work and responsibility for it, quality and evaluation of work, remuneration
Appendix 2
Rights and obligations of pupils of MOU DOD "DDT"
Pupils of the DDT have the right to the Pupils of the DDT are obliged - respect for human dignity, freedom of conscience, information to freely express their own views and beliefs - follow the internal rules of the DDT, the Charter, decisions of the pedagogical council, orders and orders of the administration of the DDT - development of their abilities and talents - respect honor and the dignity of other students and employees of children's children's camps - the use of training facilities, equipment, inventory, materials - behave with dignity, observe the culture of behavior and appearance, do not allow smoking, the use of alcoholic beverages and drugs, do not use foul language - training conditions that guarantee the protection and promotion of health - protection from the use of methods of physical and psychological violence - conscientiously treats the educational and educational process, observe discipline, attend classes according to the schedule, do not be late for the start of classes - voluntary involvement in work not provided for by the educational program - take care of the property of DDT and property, transferred to him for operational management
Annex 3
Rights and obligations of parents of pupils of the House of Children's Creativity
Parents (their legal representatives) have the right Parents (their legal representatives) are obliged to ensure quality education, to protect the life and health of their children, to provide the child with the necessary supplies for classes in DDT, to make voluntary donations and earmarked contributions for the development of DDT, to come to DDT at the request of a teacher or the administration of DDT in their free time to protect the legitimate rights and interests of children to be polite to the employees of the kindergarten, to the students and their parents to the tactical and friendly attitude of the employees of the kindergarten to respect the rights of the teachers of the kindergarten, to support their authority to make proposals for improving work with students and pupils to compensate for the damage caused by the child to choose children's children's playground in the manner prescribed by law, choose together with the children, profile and forms of education to promote regular attendance by the child of classes to get acquainted with the documents regulating the organization of the educational and upbringing process to comply with the Charter of the DDT in case of disagreement with the teacher to resolve the conflict, contact the administration of the DDT to attend classes (with the consent of the teacher) to get acquainted with the curricula
© B.C. Kvaginidze, B.C. Smirnov, 2012
V.S. Kvaginidze, V.S. Smirnov
IMPROVING THE ORGANIZATIONAL CULTURE OF THE COMPANY AS A FACTOR OF ITS EFFECTIVE AND SAFE DEVELOPMENT
Techniques for improving the organizational structure are considered. Key words: organizational structure, subculture, types of organizational cultures, organization cycle.
Considering organizations as communities having a common understanding of their goals, meaning and place, values and behavior, gave rise to the concept of organizational culture. The organization forms its own image, which is based on the specific quality of products and services, rules of conduct and moral principles of employees, reputation in the business world. This is a system of ideas and approaches generally accepted in the organization to the formulation of the case, to the forms of relations and to the achievement of results of activities that distinguish this organization from all others.
Organizational culture is a new field of knowledge, the purpose of which is to create a favorable internal environment in the organization for the more productive implementation of their duties by the staff. It stood out from the system of organizational behavior, which studies the general approaches, principles, laws and patterns in the organization.
Organizational culture requires the organization to form the value orientations of the individual, as well as norms, rules or standards in the field of organizational behavior. All behavior must be assessed or self-assessed against modern norms and standards. This is a rather large area of effort for both theorists and practitioners, since the relevance of studying and applying such norms, rules and standards is undeniable. As a result, organizational culture was singled out from organizational behavior as an independent scientific direction.
Organizational culture is a set of socially progressive norms, rules and standards, adopted and supported by
held in the field of organizational relations. Organizational relations are the interaction, opposition or neutral attitude of the elements of the organization inside or outside it.
The characteristic of organizational culture covers:
Individual autonomy - the degree of responsibility, independence and the ability to express initiative in the organization;
Structure - the interaction of bodies and persons, current rules, direct leadership and control;
Direction - the degree of formation of the goals and prospects of the organization;
Integration - interpenetration, the degree of which is determined by the framework of the interests of the participants in the production process, as well as the corresponding goals of the organization;
Management support - the degree to which managers provide clear communication links, assistance and support to their subordinates;
Support - the level of assistance provided by managers to their subordinates;
Stimulation - the degree of dependence of remuneration on the results of work;
Identification - the degree of identification of employees with the organization as a whole;
Conflict management - degree of conflict resolution;
Risk management is the degree to which employees are encouraged to innovate and take risks.
Thus, organizational culture is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of personnel of a particular organizational structure, leadership style, indicators of employee satisfaction with working conditions, level of mutual cooperation and compatibility. employees between themselves and the organization, development prospects. The organizational culture of a person is influenced by habits and inclinations, needs and interests, political views, professional interests, moral values, temperament. The elements of the components of organizational culture include the following personality traits:
a positive reaction to those in power, a desire to compete, the ability to persuade, the desire to play the role of an informal leader, tolerance for routine administrative work.
Organizational culture in an organization can be formed in four ways:
Long-term practical activity;
The activities of the head or owner;
Artificial formation of organizational culture by specialists of consulting firms;
The natural selection of the best norms, rules and standards introduced by the leader and the team.
Features of organizational culture are reflected in the symbolism, depending on the priority in the organizational culture of power, role, actions or personality. Organizational culture may have features depending on the type of activity, form of ownership, position in the market or in society of the organization. There is an entrepreneurial or market, hierarchical, adhocracy, clan organizational culture.
Depending on the predominance of elements of one level or another, subjective and objective culture in the organization are distinguished. The first is the basis for the formation of a managerial culture or leadership style.
Organizational culture is not a monolith, but consists of the dominant culture, group subcultures, and countercultures that reinforce or weaken the culture of the organization as a whole. The strength of a culture depends on the scope and sharing of its core attributes by the members of the organization, as well as on the clarity of its priorities.
The meaning of organizational culture
Scientists involved in the problems of organization, up to 80-90 years. XX century did not pay due attention to the concept of organizational culture. But it is precisely this area that can lead to the establishment of an important factor that has an impact on organizational performance and defines guidelines for finding ways to improve the efficiency of their enterprises.
Culture gives employees a sense of their identity, carries unwritten or just taken for granted instructions about how to achieve something in an organization, and
also contributes to the stability of the social system in which people live daily. People do not become aware of their culture until it becomes a hindrance to them, until they experience the new culture first hand, or until it manifests itself publicly. This is precisely the reason why managers and academics have ignored organizational culture for so long. Often, it simply does not show itself explicitly.
The culture of an organization is found in what it values, what its leadership style, language and symbols, procedures and norms, how success is defined, in other words, everything that defines the unique character of the organization.
Structural divisions of an organization may have their own unique culture. For example, inhibition of the processes of coordination and integration or difficulties in the implementation of organizational activities are often the result of a clash of differences in the cultures of structural units. One of the reasons for this is that each structural unit develops its own vision of prospects, accumulates its own set of values, and forms its own culture.
It should be borne in mind that significant cultural differences between departments can violate the integrity of the organization, make it impossible for the enterprise to achieve high levels of efficiency and contribute to the emergence of conflict situations.
At the same time, each structural unit also carries elements of culture that are typical for the organization as a whole. The subcultures of departments include the core elements of the culture of the enterprise as a whole, while at the same time possessing their own unique elements. At the base there is always a connecting entity responsible for holding the organization together. That is why, when assessing the culture of an organization, one can either evaluate the organization as a whole as a unit of analysis, or consider the cultures of its various units, identifying the dominant attributes of departments and combining them. Regardless of the object of analysis, the goal is always the level at which cultural change is needed to improve organizational performance.
Development of organizational culture
At present, no organization can put itself in the dignity of inviolability and constancy. Stability is interpreted as a state of stagnation rather than solidity, and or-
organizations that do not change are perceived as hopelessly ossified.
The development of organizational culture involves its formation, maintenance and change. The formation of culture occurs in the conditions of solving the problems of external adaptation and internal integration by the organization. The formation of culture in an organization is influenced by the culture of the society within which the organization operates.
Organizational culture is supported by what attention is paid to, how the activities of organization members are evaluated and controlled, ways of responding to critical situations, role modeling and staff training, motivation criteria, as well as criteria in personnel work. Compliance with rituals, rituals and traditions also contributes to the maintenance of organizational culture.
Changing organizational culture is, to a certain extent, the opposite action in relation to its maintenance. Changes in behavior can lead to changes in the culture of an organization, and vice versa.
There are three possible combinations of changes in the behavior and culture of the organization:
Changing culture without changing behavior;
Changing behavior without changing culture;
Changing behavior and culture.
The study of the influence of culture on organizational performance is associated with the choice of approach and variables. Each of the existing models of cultural influence uses its own criterion for the formation of a set of organizational variables. So, for V. Sate these are organizational processes, for Peter and Waterman - value orientations, for T. Parsons - the functions of the social theme, and for Quinn and Rohrbach - a system of competing values.
The success of an organization presupposes a high degree of compatibility between strategy and culture within the organization.
So, the following situations may occur:
The culture that maximally impedes the effective implementation of the chosen strategy is ignored;
The management system adjusts to the existing culture in the organization;
An attempt is made to change the culture in accordance with the chosen strategy. In this case, the strategy adjusts to the existing culture.
The culture of an organization may be acceptable for a certain period of time and conditions, but changing conditions of external competition, government regulation, rapid economic changes and new technologies require changes in the culture of the organization, which hinders the increase in its effectiveness. It takes a long time to create a new organizational culture, as the old organizational culture takes root in the minds of people who remain committed to it. This work includes the formation of a new mission, the goals of the organization and its ideology, a model of effective leadership, the use of experience from previous activities, ingrained traditions and procedures, an assessment of the effectiveness of the organization, its formal structure, the design of premises, buildings, etc.
The possibility of culture change is affected by an organizational crisis, a change in leadership, the stages of the organization's life cycle, its age, size, level of culture, and the presence of subcultures.
An organizational crisis challenges existing practices and opens up opportunities for the adoption of new values. Examples of a crisis can be a deterioration in the position of an organization, its financial absorption by another organization, the loss of major customers, a sharp breakthrough of competitors in the market.
Change of leadership. Since senior management is a major factor in shaping the culture of an organization, the replacement of its top leaders contributes to the introduction of new values. But new leadership alone is no guarantee that workers will embrace the new values. In this regard, the incoming leaders must have a clear alternative vision of what the organization can be, and have authority.
Stages of the life cycle of an organization. It is comparatively easier to change the culture of an organization during the transition periods from its inception to growth and from maturity to decline. As an organization enters the growth stage, major organizational culture changes will be needed.
When the culture of the organization has not yet taken root, then employees will accept its changes if:
The previous success of the organization does not meet modern conditions;
Employees are not satisfied with the general state of affairs in the organization;
The image of the founder (founder) of the organization and his reputation are in doubt.
An alternative opportunity for culture change occurs when an organization enters a stage of decline. At this stage, it is usually necessary to reduce staff, reduce costs and take other similar measures that confuse employees and indicate that the organization is in crisis.
Regardless of the stage of an organization's life cycle, the younger it is, the less established its values will be. Culture change is more likely in a young organization.
Organization size. It is easier to change the culture in a small organization, because in it the communication between managers and employees is closer, which increases the opportunities for spreading new values.
culture level. The more widespread the culture in the organization and the greater the cohesion of the team that shares common values, the more difficult it is to change the culture. A weak culture is more susceptible to change than a strong one.
The presence of subcultures. The more subcultures there are, the stronger the resistance to change in the dominant culture.
To change the organizational culture, a special culture management strategy is needed in the organization, based on:
Culture analysis, which includes an audit of the culture to assess its current state, comparison with the intended (desired) culture and an intermediate assessment of its elements that need to be changed;
Development of special offers and measures.
In a situation where the conditions for change are favorable, leaders should not expect to quickly adapt to the organization's new cultural values, since the process of changing the culture in the organization can take a long time.
Kvaginidze V. S. - Doctor of Technical Sciences, Professor, "STROYGORMASH", [email protected],
Smirnov V. S. - Head of the Industrial Safety Department of Raspadskaya Coal Company.
