Corporate culture of an organization: examples and formation. Principles and methods of forming a corporate culture When it is necessary to formalize or revise the corporate culture of an organization and how to do it

The competent formation of a corporate culture promises the success of the company, and stupid and chaotic work in this direction is fraught with only a waste of energy and time. Unfortunately, not every entrepreneur and company owner understands how to properly implement it in their enterprise. We will tell you right now how to ensure that this tool fulfills its main goal - to unite the team, increase the productivity of employees, and influence the positive image of the brand.

is a union of fundamental principles and rules that will work to unite the team, increase the efficiency of everyone’s work and develop the brand and image.

The development of an organization's corporate culture undoubtedly has a positive effect on the prosperity of any modern organization.

The following factors influence the creation of a company’s corporate culture:

• The image of a leader within an organization is the influence of the owner’s personality.
• Direction of business or production.
• Internal atmosphere in the team.
• Requirements of the internal and external environment.
• Stage of development of the organization.

In order for the company to improve externally, forming a competitive and strong brand, the owner must also take care of the internal image and loyalty of employees to the company.

Stages of creation and development:

• Analysis of the mission, principles and standards of management of the organization that currently exist.
• Based on the analysis, the company’s Corporate Code should be written.
• Standardization of forms, methods, norms and tools of corporate work in a given organization, development of projects.
• The gradual introduction of corporate values, missions into the life of personnel, the use of such techniques as holding joint events, congratulating birthday people and creating projects on.
• Active implementation of agreed projects.
• Receiving feedback from company employees.
• Project adjustments and re-implementation, followed by analysis and an agreed event plan for six months to a year.

As for the analysis of the existing corporate culture, it should be carried out in the following areas:

• Priority values ​​of the organization.
• Symbolism, branding.
• Company traditions.
• Rules of behavior during working hours.
• Key employees of the organization are “heroes”.
• Building a brand and working on its prosperity.

Methods for forming a corporate culture begin with the development of a Corporate Code. This document outlines all the key points that will become the basis (skeleton) for the development of the company’s corporate culture.

The Corporate Code sets out the key points on which the company’s corporate culture is subsequently built:

• Mission and values.
• Development strategy.
• Specific directions of development.
• Rules and principles of communication in business processes and corporate pastime.
• Image branding, symbolism.
• Traditions within the team.

The goal and positive result of painstaking work to create a corporate culture is, of course, the loyalty and sincere commitment of employees to the company’s brand, faith in its development and motivation to work towards achieving this goal.

Developing a corporate culture scheme for an enterprise is not a guarantee of success. It is very important to maintain and constantly “nourish” the internal environment with the necessary ingredients. The core values ​​and work style should be evident at the stage of selecting company employees.

To achieve this goal, the following methods are used:

• Branding in the company (branded stationery, clothing for employees, gifts for employees).
• Corporate internal media.
• Standards (dress code, congratulations, free food).
• Personnel training (trainings, seminars).
• Non-material motivation (competitions, competitions, encouragement of initiative, certificates, honor board).
• Loyalty program for company employees (discounts, bonuses, social programs, privileges for the best employees).
• Family programs.
• Team building (sports, cultural events, joint charity, corporate events, which undoubtedly affects the strengthening of the team).

When forming a corporate culture at an industrial enterprise or in a trading company, the role of the leader’s personality and his participation in programs is very important. In addition, maximum attention should be paid to the psychological climate in the team and problems of interaction and communication among employees should not be ignored.

The phenomenon of organizational culture has always existed, regardless of whether its bearers were aware of it or not. The most important feature of managing a modern company as a social system is the continuous search for a productive compromise between the interests of the enterprise and the interests of the individual. The formation of regulations or business rules must be complemented by the formation of the desire of staff to accept and implement them. This is objectively connected with the processes occurring in a civilized society.

In Russia, in the absence of large investments in industry and fierce competition with Western companies, opportunities for increasing efficiency are associated with finding new resources within the company. The transformations that are taking place in Russia today are not so much a transformation of the economy as a transformation of the type of culture that exists in society. The relevance of this problem is obvious in modern Russian conditions of functioning of organizations. Without changing the existing corporate culture in enterprises with old values, such as discipline, obedience, hierarchy and power, it is often impossible to create a new management system with other values ​​- participation, personality disclosure and an individual approach to the employee’s personality, creative thinking, in a word, the possession of which considered a critical requirement for 21st century organizations. In Russia, such a concept as corporate culture appeared only at the end of the 20th century. Many managers have very little idea of ​​the essence of such an important component of any organization.

Corporate culture and its impact on the organization’s activities

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

Abramova S.G. and Kostenchuk I.A. offer the following classification, by which they distinguish different types of corporate culture (Fig. 1):

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

Fig. 1 Classification of types of corporate culture

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

3) according to the content of the dominant values ​​in the organization, personality-oriented and functional-oriented cultures are distinguished. A person-oriented culture captures the values ​​of self-realization and self-development of an employee’s personality in the process and through the implementation of his professional and labor activities. A functionally oriented culture supports the value of implementing functionally specified algorithms for carrying out professional work activities and patterns of behavior determined by the status of the employee.

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

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

Taking as a basis the model proposed by E. Schein, we will consider corporate culture at three levels, in the metaphor of the “Tree” (Fig. 2). The first, most obvious surface level of culture is the “crown”, the so-called artifacts. At this level, a person encounters physical manifestations of culture, such as the office interior, observed “patterns” of employee behavior, the “language” of the organization, its traditions, rites and rituals. In other words, the “external” level of culture gives a person the opportunity to feel, see and hear what conditions are created in the organization for its employees, and how people in this organization work and interact with each other. Everything that takes place in an organization at this level is the visible result of conscious formation, cultivation and development.

Fig.2 Levels of culture

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

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

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

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

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

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

Why is a strong and effective corporate culture so important from a company owner's perspective? This is due to the fact that the business environment is changing so quickly that even ordinary performers have to constantly make decisions, because... There is no time to familiarize yourself with the situation, make decisions and communicate them to the performers. Corporate plans, procedures and standards become outdated too quickly. To serve as effective instructions “for all occasions.” Therefore, the only solid and unchanging support for decision-making in a company at all levels of management is the corporate culture, i.e. a system of the most general and stable values ​​and goals, principles and rules of behavior. Therefore, the presence of a strong and sustainable, but also flexible corporate culture, adequate to the rapidly changing environment, is one of the most important factors for the survival and success of Russian business in the new century, as well as one of the most important competitive advantages. Consequently, the formation and strengthening of corporate culture should become an integral part of strategic and operational business management and should be constantly in the field of view of the company’s top management.

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

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

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

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

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

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

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

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

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

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

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

1 . Creation stage

2. Growth stage

3.Slow growth stage

4. Maturity stage

5. New growth stage

Philosophy of the company founders; top management activities

Reinforcing shared values ​​through heroes and symbols

Formalization of selection criteria and methods of socialization of personnel

The integrative role of commonly shared values ​​of organizational culture

Staff commitment to the values ​​of professionalism, innovation and loyalty to the company as the basis for overcoming the crisis

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

1) What is today's organizational culture?

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

There are several methods that allow you to study an existing culture. These include interviews, indirect methods, questionnaires, the study of oral folklore, document analysis, the study of the rules and traditions that have developed in the organization, as well as the study of management practices.

The most practical process seems to be the process of implementing strategic changes, which, according to Kurt Lewin, consists of three stages: unfreezing, movement, freezing.

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

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

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

Let's consider corporate culture using the example of the Autonomous Non-Profit Organization of the Sanatorium and Resort Association "Union Resorts and Health Resorts".

The goals of the organization’s activities are the development of sanatorium and resort complexes of the Russian Federation, the formation of priority areas for the development of domestic tourism and recreation.

The association operates under direct contracts with resorts and health resorts and can offer any option for recreation and treatment at any time of the year. The level of quality of services allowed the association to acquire regular clients, including regional social insurance funds, large banks and enterprises in various sectors of the national economy, as well as the Committee for Social Protection of the Population of Moscow.

The main direction of tourism that the organization deals with is domestic tourism, therefore the main competitors of the association are travel companies providing holiday services in Russia. However, most of them do not have direct contracts with sanatoriums and cannot sell sanatorium-resort vouchers at the prices of health resorts.

The organizational structure of the association is shown in Figure 4.

Rice. 4 Organizational structure of ANO SKO "Union Resorts and Health Resorts"

The study of the corporate culture of ANO SKO "Union Resorts and Health Resorts" was carried out using the method of questionnaire surveys. All 19 employees of the organization were interviewed; the respondents answered questionnaires in the presence of an interviewer.

are leaders of their groups, often both formal and informal;

strive to maintain a high rhythm of work, encourage workers to increase productivity and at the same time, they themselves work a lot and constantly decide to work overtime;

in conflict situations, I act as mediators, represent the group in its relations with the outside world and speak on behalf of the group at meetings;

make final decisions about the course of action and periodically refuse to explain their actions;

independently draw up a work plan and act without consulting the group;

make changes and encourage the group to work harder;

give employees specific tasks.

At the same time, all managers noted that:

do not like to give freedom of action to their subordinates;

do not welcome critical thinking of workers and do not tolerate slow completion of tasks;

the group is rarely given the right to put forward initiative proposals and determine the individual rhythm of work;

never delegate their powers to employees.

The leadership style of an organization can be defined as formalized and structured, characterized by authoritarianism and a very small share of democracy in management. Leaders are focused primarily on getting the job done and do not take into account the influence of the human factor on the activities of the entire organization. This style of leadership cannot but create certain difficulties within the organization itself, as evidenced by frequent cases of non-compliance with management orders (according to the managers themselves), strong pressure exerted on employees in case of disciplinary violations and leads to the ineffective functioning of all departments and the inconsistency of the organizational culture with the desired results.

Since all three heads of the association are women, the author makes the assumption that the corporate culture in the organization is of a “female” type. However, based on the analysis of questionnaires and personal observations, the author came to the exact opposite opinion, i.e. that the organizational culture in an association of a “male” type, namely, is characterized by authoritarianism and unity of command in making management decisions, and the implementation of constant control and observation.

When studying the process of selecting and hiring new employees for the association, the author identified a pattern presented in Figure 5. Having analyzed the diagram presented in Figure 5, we can conclude that the organization wants to see employees, first of all, as “their people.” The author noted that managers tend to hire employees precisely on the recommendations of acquaintances and friends, since they trust their assessments of the candidate’s professionalism more than the opinions of recruitment agencies and the applicant himself. In addition, it was noted that managers wanted to establish trusting relationships with some department employees in order to obtain information about the situation within the department.

Rice. 5 Sources of employment in ANO SKO “Union Resorts and Health Resorts”.

The author concluded that at least half of the employees are not satisfied with their work and do not receive sufficient feedback. Also, only 47% indicated that work gives them a sense of self-esteem and 73% (i.e., the majority of employees) feel the need for additional training. In addition, it turned out that the organization’s team developed mutual demands (57%), discipline (63%) and strict regulation of work (78%). At the same time, among employees mutual assistance (47%), mutual responsibility (26%), consistency in actions (42%) and attachment to the organization (57%) are at a low level.

Employees indicated that factors that interfere with their work include role ambiguity and information overload (63%), heavy workload (68%), lack of understanding from colleagues (57%), excessive criticality of management (63%) and colleagues ( 68%), constant monitoring and control (84%).

When assessing the socio-psychological climate in the ANO SKO "Union Resorts and Health Resorts", based on questionnaire data and personal observation, the author noted the following negative aspects:

“old people” and newcomers stand out in the team, which indicates a poorly developed process of socialization of new employees;

47% of workers believe that their work is often assessed on the basis of emotions and superficial observations; many noted that they do not know by what criteria their work is assessed;

57% of employees noted that conflicts arise most often due to trifles;

in case of failure, there is an active search for those responsible and, often, management and colleagues are the first to learn about the mistake, and not the employee himself;

access to information depends on the employee’s position in the eyes of management;

The “selfishness” of the group begins to manifest itself, i.e. inconsistency in the actions of units and “pulling the blanket over themselves”;

36% of employees sometimes do not take decisions made to themselves and talk about management “those people up there”;

26% of workers noticed that they were able to calmly do their work only after the end of the working day - this indicates either a heavy workload or an irrational distribution of working time;

52% of employees noted that managers build management not on a collegial basis, but on the “order-subordination” principle;

42% said it is often difficult to come up with new ideas to improve operations, and some workers cannot apply what they have been taught;

15% noted that success at work is rare;

21% of workers try to hedge their bets by writing memos, etc.

Although these phenomena are not all pronounced, and some are isolated in nature, it is necessary to take appropriate measures to prevent them from becoming a crisis.

According to the classification proposed by Abramova S.G. and Kostenchuk I.A., the corporate culture of ANO SKO “Union Resorts and Health Resorts” can be defined as:

Unstable - due to the lack of specified standards of behavior and the concept of adequate behavior of employees.

Disintegrative - due to the lack of a unified public opinion and conflict among employees.

Functionally oriented - due to work activity and behavior patterns, based on the status of the employee. I would like to note that each employee in his activities proceeds from personal beliefs about how to behave in the organization - due to the lack of specified, optimal models of behavior.

Negative - due to the lack of clearly defined rules and procedures, as well as other elements of corporate culture that have a negative impact on the activities of the organization as a whole.

When studying the values ​​of the organization, the following factors were noted:

only 31% of employees recognized customer satisfaction as a work goal;

analysis of internal relationships yielded the following indicators: lack of manager support (68%) and understanding from colleagues (57%), slow career growth (52%), low quality standards (47%), lack of rhythm in work (57%);

not too high level of discipline (63%); Only 26% noted the promotion of proactive employees.

When asked about existing disagreements, all employees noted their low participation in the creation of a tourism product, non-acceptance of initiative proposals and innovative methods by management, and disagreements between employees on how this or that function should be performed. The reasons for such disagreements were cited by employees as the fear of management and some employees to take certain risks, the inability to carry out independent actions without the knowledge of management, and, again, limited powers.

When asked about the organization's orientation in time, employees noted that the organization is more focused on the present, i.e. to what is happening here and now. This is confirmed by the lack of any clear action plan for the near future by management, not to mention planning, as well as by the maximum focus of management on servicing existing large clients and focus on financial and economic activities.

Employees noted that when completing tasks they were absolutely not deadline-oriented. When giving orders, management most often does not indicate the time frame for completing the task. Based on this, employees noted that this situation does not encourage them to quickly perform their functions, which often results in missed deadlines, delays in solving problems and even, which seems very important, hampering customer service.

During the interviews, employees acknowledged the low use of their creative and work potential and the difficulty of promoting their ideas. Middle managers noted that the qualifications of some employees do not meet the requirements for their position. At the same time, employees expressed the opinion that some managers are incompetent in some issues and they have to secretly change the solution to this or that problem. As you can see, there is a situation where management and employees oppose each other, forming two different teams, often uncoordinated in their actions, which inevitably leads to low efficiency of the association.

When asked about cooperation, employees noted that relationships in the association are built on the basis of a rigid hierarchy. It can be difficult to seek advice from management; it is considered necessary to comply with all formalities of reception and conversation between the employee and one of the senior managers. A low level of employee participation in jointly solving problems of some colleagues was also noted. Each employee strives to independently achieve the goal and stand out in front of management.

Figure 6 shows the opinion of employees about the type of

corporate culture.

Rice. 6 Profile of the preferred organizational culture of ANO SKO "Union Resorts and Health Resorts" (based on the results of a survey of employees).

Figure 7 presents a profile of corporate culture, which, according to the author, can achieve the greatest success in the tourism sector. As can be seen from Figure 7, the corporate culture of an “ideal” company in this industry should be, first of all, market-oriented. Clan and adhocratic cultures should also be quite pronounced. The bureaucratic component of culture should be least expressed.

Rice. 7 Profile of the corporate culture of an “ideal” organization.

Based on the research, we can list those changes that, in the author’s opinion, are necessary to implement.

First, you should create a mission and define the objectives of the organization.

Insufficient understanding of their work, their place in the organization by employees and even managers requires the creation of a document that would contain the main strategic goals of the organization. It is very important not only to formulate the goals and mission of the organization, but also to bring them to the attention of each employee.

Secondly, decentralization of management is necessary - delegation of greater powers to department heads.

To increase the level of responsibility and awareness of middle managers, and their greater involvement in the management process, decentralization of management should be introduced.

Thirdly, a bonus system for employees should be introduced.

All employees must realize that compliance with the values ​​and norms of the implemented corporate culture is reflected in the level of wages. Having realized this fact, employees will see in it not a boring set of rules, but a convenient system of relationships in the organization.

Fourthly, it is necessary to create a technology for recruiting and adapting personnel.

When forming an organizational culture, it is very important that new employees selected for the organization match not only the professional qualities for the corresponding position, but also their loyalty to the culture of the organization.

Fifthly, it is necessary to organize training sessions for managers to increase the level of competence of managers in matters of practical management of the organization.

However, when performing all of the above activities, it should be understood that the main factor in the successful formation of the organizational culture of the ANO SKO “Union Resorts and Health Resorts” is the direct participation of top management in the changes being carried out.

Conclusion.

Corporate culture performs the functions of internal integration and external adaptation of the organization. It defines and unifies the mission, goals and strategy of the organization. Thanks to corporate culture, the organization develops a common language, rules of behavior, reward and punishment systems, and ensures closer communication between employees - the basic premises and theoretical principles from which a particular person builds.

Bibliography.

Dugina O. Corporate culture and organizational changes // Personnel Management. -2000 - No. 12

Cameron K., Quinn R. Diagnosis and change of organizational culture. Translation from English - St. Petersburg: Peter, 2001. - 100 p.

Spivak V.A. Corporate culture: theory and practice. - St. Petersburg: Peter, 2001 -13 p.

Shane E. Organizational culture and leadership. - St. Petersburg: Peter, 2002 - 36 p.

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Most of the world's leading companies are paying more and more attention to the problems of corporate culture, since it is obvious that the components of business success and the key to successful implementation of strategic goals and objectives are not only a perfect technological production chain, but also the employees working in the organization, the socio-psychological climate in team, the degree of interest of staff as a result of collective activities.

Corporate culture gives employees the opportunity to identify themselves with the company, forms and develops a sense of commitment, responsibility for all events that occur in the organization, promotes employee awareness of the importance of communications, creates the basis for stability, control and a single set direction of movement.

The role of corporate culture in the company management system

The role of corporate culture in the management system is very significant, and underestimating it can lead to a decrease in the efficiency of the company as a whole.

Regulation and optimization of the main elements of the management system is an important, but by no means the last link in the chain of creating competitive advantages. A natural and logical consequence is the “development” of a corporate culture that supports change. Corporate culture is a kind of invisible component that links together the elements of the management system, which allows you to effectively and painlessly project all projects onto the existing management system (Fig. 1). Clearly defined regulations for employee interaction and communication, a culture of making and executing management decisions will allow the company to achieve greater results from optimizing certain elements of the management system.

When designing and optimizing a management system, it is necessary not only to achieve procedural expediency, but also to form the correct attitude towards these activities on the part of company employees, which will be the reason for the successful implementation of all management decisions.

Before we begin discussing the process of forming the desired image of corporate culture, I would like to note those distinctive features that are inherent in the existing corporate culture of many companies:

■lack of a unified vision of corporate culture in the company;

■fragmentation of employees and departments in the process of carrying out their activities;

■duplication of functions by employees within the division and divisions as a whole;

■absence of a body coordinating and monitoring the activities of departments in the field of corporate culture;

■lack of documents that would regulate the conduct of events related to corporate culture.

Of course, we have noticed frequently occurring problems and gaps, but you may also discover other pitfalls in your companies. The situation regarding the “development” of corporate culture depends on many factors that have a direct impact on the basic elements of culture.

It is very important to identify, clearly understand and accept absolutely all the problems associated with the process of establishing a corporate culture, since this determines exactly what activities you will need to implement in order to achieve success.

The process of forming a corporate culture

The main initiators of the process of formation and development of corporate culture should be the company's top managers, who will subsequently become one of the key “providers” of organizational changes.

The main directions of development of corporate culture are as follows:

■formation and implementation of a common vision of corporate culture in the company;

■formation of image and brand strategies, development of design elements and introduction of corporate style in the company (possibly with the involvement of external consultants);

■formation and development of business etiquette (corporate behavior) in the company;

■integration into the process of training and development of personnel to promote internal corporate norms and values, primarily for young people and the personnel reserve;

■development of tools and methodology for motivational policy;

■organization and management of performance discipline at all levels of company management;

■organization and management of the internal propaganda process;

■organizing and conducting external PR events, forming relationships with the media;

■design, printing and production of a corporate publication;

■organization and holding of corporate, festive and cultural events;

■preservation of existing and formation of new traditions in the company;

■participation in charity and sponsorship events.

The key point in the process of forming a corporate culture should be a unified and clear vision of its desired image. Vision is what we should work on, what we should pay attention to and, finally, what will be the result of our targeted actions.

The principles that a vision successfully formed and accepted by management must have are:

■attainability (feasibility) - the vision is developed in such a way that there are no difficulties with its implementation;

■clarity - a clear and understandable formulation for all company employees, excluding double interpretation and false understanding of the meaning;

■consistency - the vision is developed in accordance with the company’s development strategy and eliminates all kinds of contradictions;

■openness - the vision of corporate culture is communicated in a timely manner by all department heads to company employees.

I would like to draw your attention to one more very important aspect. In most companies, the main problem on the way to forming a single and clear understanding of what the culture should be is the lack of unity of professional language. After talking with managers, the following conclusion suggests itself: by corporate culture, they understand anything, but not what is necessary.

Sometimes the opposite situation occurs when, using different terminology, managers end up talking about common expectations and vision. In this regard, it is very important to achieve unity of professional language to obtain results.

In the process of formalizing corporate culture, it is worth paying special attention to certain activities.

■Conducting interviews with top-level managers of the company, as well as with heads of mid-level management departments who are directly involved in the process of formation and development of corporate culture

■Development and communication to all employees of the concept of formalization and development of corporate culture.

■Development of documents regulating the company’s activities in the field of formalizing corporate culture.

The main documents through which managers must consistently inform employees about the process of formation and development of culture in the company can be the “Regulations on Corporate Culture” and the “Code of Corporate Ethics.” The “Regulations” will allow employees to understand the relevance and need for the development of corporate culture, provide an opportunity to understand the main components of the process, delineate areas of authority and responsibility, and also introduce them to the system for assessing the effectiveness of the process. The Code of Corporate Ethics will become a kind of set of moral internal corporate norms and rules of behavior prescribed to the company's employees for compliance. Successful implementation of this document will increase the company’s attractiveness in the eyes of the external environment and the effectiveness of interpersonal interaction between employees. To make this document “alive” and interesting, it is necessary to conduct a series of trainings and business games for heads of structural divisions. These managers will be one of the main communicators and agents of change in the company, serving as an example of how to work to achieve success.

When developing and preparing the documentary part of the project, terminology is used that is understandable to absolutely every employee of the company. Any document should be simple, understandable, and should exclude any double interpretation of this or that concept of corporate culture, so that after reading it the employee will develop a keen interest and awareness of involvement in the activities being undertaken in this direction.

Speaking about the practical implementation of the documents described above, I would like to give examples of their possible structure.

"Regulations on corporate culture"

The regulations may cover the following aspects of the formation and development of corporate culture.

1. General Provisions.

■Regulations for development, coordination and approval.

■Revision procedure.

■Basic concepts.

2. Corporate culture in the company.

■The role of corporate culture in the management system.

■Vision of corporate culture.

■Key factors for the success of corporate culture.

■Elements of corporate culture.

■Principles of corporate culture.

■Functions of corporate culture.

■Factors influencing the formation of corporate culture.

3. Regulations for the formalization and development of corporate culture in the company.

■Main directions of formalization and development of corporate culture.

■The procedure for formalizing and developing corporate culture.

■Divisions that directly contribute to the development of corporate culture.

■Documents regulating the main elements of corporate culture.

4.Assessment of corporate culture in the company (this section regulates key performance indicators for the implementation of corporate culture, procedures for assessing the process of its development, and the frequency of assessment).

5. Responsibility (this section should cover issues of responsibility for compliance with the provisions of the regulations and control over execution).

"Code of Corporate Ethics"

The “Code of Corporate Ethics” is a document that may contain a different set of sections, since this regulation is an individual reflection of the psychology of the company’s business. A special place in it should be occupied by the section regulating the policy of relations with the internal and external environment. For example, in order to form effective interpersonal communications, it would be appropriate to regulate interactions between colleagues, between managers and subordinates, relationships with business partners and clients, as well as a policy for building communications with shareholders.

Of course, the sections recommended for inclusion in the structure of the regulations are listed above, however, if managers consider it necessary to further highlight any areas, this will only improve the content of the document and increase the degree of understanding of what is happening by employees, and, consequently, their interest in this area in company.

"Employee Handbook"

Another important document that a company must have is the Employee Handbook, which translated into English means “Employee Handbook.” This document is indispensable at various stages and stages of development of both corporate culture and the personnel management system as a whole. This regulation is a kind of “guide to the company” and is useful not only for newcomers, but also for employees who have been successfully working in the company for more than one year. The content and size of the document depend primarily on the goals and objectives set by the company’s management. Based on experience, I can say that regulations of this kind are usually quite extensive. However, despite this, interest in them will only increase if you place in them a lot of useful information and links to its sources. When developing this type of document, the following principles must be observed:

■selectivity and brevity - the document should contain only informational links to the main regulations in which you can find the necessary and relevant information;

■relevance - the document must contain information that corresponds to the realities existing in the company; with the slightest organizational changes, appropriate changes must be made in a timely manner;

■employee focus - all information is presented in a single professional language, understandable to both the company’s top managers and ordinary employees.

In addition to the listed key documents that form the basis of the process of formalizing corporate culture, there are, of course, others, the presence of which can increase employee awareness and understanding of the company’s management system. Such documents may be:

■“Regulations on strategic goals and objectives”;

■“Regulations on internal PR activities”;

■Corporate Governance Code;

■“Regulations on holding corporate, festive and public events”;

■“Regulations on the performance culture in the company.”

The presence of all the necessary documents in itself is not the key to successful implementation and subsequent development of corporate culture. It is important to remember that this is just the first step towards the successful implementation of the process of formalizing culture, in other words, regulating the main areas of activity.

I would also like to say that the process of regulating corporate culture, as well as its development, is primarily the work of a team of managers who clearly understand and are aware of absolutely all aspects and problems of what is happening in the company. In other words, it is a collegial effort and the responsibility of many managers. If all the listed regulations are the result of the work of one manager, then we can say with confidence that the project will not be successful. In this regard, to increase the efficiency of project implementation in the field of corporate culture, it is necessary to form working groups.

Another successful factor towards effective regulation and development of corporate culture is the creation of a corporate culture committee. Many companies initiate the formation of such an internal corporate body that can be an indicator of those events that are carried out within the framework of corporate culture. The committee should act as the highest collegial body coordinating and controlling the process of formalization and development of corporate culture. Often the leadership of this committee is entrusted to the HR director, however, at the same time, the company may reserve the right to elect the manager it deems suitable for this position.

The main tasks of the corporate culture committee can be considered the following:

■developing a vision of the company’s corporate culture;

■setting tasks, monitoring the development of basic regulations and implementing measures to formalize and develop corporate culture, appointing those responsible for the implementation of these measures;

■evaluation of the activities of structural divisions and the company as a whole in the development of corporate culture.

Committee members can be functional directors or department heads who are distinguished by their ability to generate ideas regarding the vision of corporate culture and represent directors at meetings. Candidates for committee members may be submitted by directors in functional areas.

I would like to focus your attention on several points that should not be forgotten when talking about the activities of the corporate culture committee. It is important to remember that for committee members this functional activity is not the main one. In other words, the scope of their responsibility is limited to other frameworks, and it is not worth abusing their attention and time. In this regard, the rules for holding meetings must be clearly formed and debugged. Meetings are convened by the chairman of the committee as necessary, but at least once a quarter. To avoid “stormy” and unconstructive discussions during meetings, you should familiarize all members of the corporate culture committee in advance with all the necessary information and materials for preliminary review and discussion. This should be done at least two weeks before the date of the meeting. The preparation of materials for committee meetings, as the author’s successful practice shows, should be carried out by structural divisions of the company, each of which is assigned certain areas of corporate culture.

Before moving on to discussing the most interesting stage in the introduction of corporate culture - the procedure for organizational change - let's summarize and combine all of the above into a plan of action.

So, we can highlight the main stages of the process of forming the desired model of corporate culture.

1.Diagnostics of an already formed corporate culture, internal corporate values, behavioral attitudes and communications with the aim of subsequently determining the differences between existing and desired models and vision of corporate culture.

2. Determining the strategic direction of corporate culture and the company’s ability to support changes, identifying pitfalls and developing ways to eliminate these problems.

3. Regulation of corporate culture and its main elements.

4.Development and implementation of internal corporate events aimed at the formation, development and consolidation of the declared values ​​and behavioral norms of company employees.

5.Assessing the effectiveness (success) of implementing the desired corporate culture model and making the necessary adjustments to the organizational change program.

Organizational change program in the company

Finally, we come to a discussion of those aspects of implementing organizational change that raise many questions for most managers.

■What should an organizational change program look like?

■Who should develop and implement it?

■Who are change agents, what competencies should they have to achieve success?

Any organizational change, as well as a change in behavioral attitudes in general in the company, requires the development of some kind of universal program, which, in turn, will act as a key tool in the implementation of any organizational change. The main goal of this program is to develop an algorithm for introducing internal corporate changes. The result of implementation should be a clear and adequate perception by employees of what is happening in the company, and, consequently, the formation of an internal corporate climate that supports the changes taking place.

The object of organizational changes is the personnel, but let’s talk in more detail about the subjects, the so-called “providers”. Three types of leaders can be “providers” of organizational change:

■top managers, in other words, directors of various functional areas of the company;

■line management;

■informal leaders.

Each of the above types of audience has its own sphere of influence and its own main functions when introducing changes. Let’s briefly look at the key functions.

One of the most influential and significant groups is, of course, top managers. They are some kind of ideological leaders and are responsible for the effectiveness of the company as a whole, but have limited direct influence on the course of events. Top managers are unique legislators “movement vector” of changes, ideological directions and trends. This type of leader has all the tools, however, the work of top managers is rather strategic in nature, and consists, firstly, in setting strategic objectives within the project, distributing responsibilities, rights and powers, and secondly, in assessing the implementation of measures and the degree of involvement of all divisions of the company in this process, and thirdly, in the subsequent initiation of new projects. A very important role is played by the image of a top-level manager, his style of behavior and manner of communication, and most importantly, the degree of trust that he inspires. Often, situations may arise in companies where the CEO, for example, enjoys a high degree of trust and understanding among the entire company team, but it is important that this does not border on a “cult of personality.” When implementing an organizational change program, this aspect can serve as an effective tool for influencing the behavioral indicators of employees.

Line managers can be called “leaders by duty.” They have the authority to independently determine how work within their area of ​​responsibility is organized and performed. Among the main functions of line managers are the following:

■full information about changes in their departments;

■organization of meetings, appointments;

■monitoring the progress of the project in your department;

■prompt response to any negative reaction caused by the changes being introduced;

■monitoring the timing of project stages;

■timely interaction with top managers;

■working with informal leaders.

Line managers, according to the author, most involved in the process of organizational change from an operational point of view. Line managers perform painstaking and sometimes the most difficult work, since they are the ones who bear organizational and functional responsibility for everything that happens during the project implementation.

And finally, informal leaders or opinion leaders (relays of ideas). This is a very important group of employees because it has a special status among colleagues. Informal leaders are psychologically and emotionally closer to the entire team. They realize goals within the framework of organizational changes, based only on the voluntary manifestation of the desire to promote the introduction of innovations. These employees carry out their activities with the understanding and awareness of the fact that overall success depends on their individual contribution. It is very difficult to find such people in a company, however, having identified them, it is necessary in every possible way to stir up their interest in further cooperation, since their sphere of influence can be much wider than it seems at first glance.

All functional activities of absolutely every “change leader” are, to one degree or another, aimed at identifying and analyzing possible reasons for resistance to organizational reforms on the part of staff.

The classification of causes of resistance is based on the source of their occurrence. They are caused by a lack of understanding of the upcoming changes and fear of a possible discrepancy between the existing skills of employees and the new requirements and working conditions. These reasons are determined by a person’s personality and psychology.

Some of the most common organizational reasons for resistance include:

■fear of inability to adapt to new working conditions;

■fear of dismissal;

■fear of a possible change in the level of responsibility;

■violation of established labor regulations.

Speaking about personal reasons for resistance, it is necessary to highlight, of course, the following:

■fear of the unknown;

■lack of conviction in the need for change (“After all, it works the same way...”);

■violation of established traditions and relationships;

■selfishness and individual rejection.

Possibility and degree of influence on data groups of reasons are different: the process of neutralizing personal reasons is more complex and lengthy, because the personality undergoes a change, and the change itself is aimed at correcting a person’s internal motivation, which determines his behavior and attitude towards what is happening. When neutralizing managerial reasons, it is enough to identify and remove the external source in order to change the employee’s behavior.

Identifying the root causes of resistance to organizational change is a fundamental step in choosing the right change implementation strategy.

Identifying the causes of resistance can be approached from two sides: assessing the attitude of staff to change, i.e. his willingness to change, or to evaluate resistance to a specific change against the backdrop of a positive attitude towards the issue of long-term change.

The process of forming an overall picture of staff readiness for change will lead us to a basic statement of potential readiness/unreadiness with the presence of many unknown factors.

The most informative at the implementation stage will be the data obtained from studying the reasons for resistance to a specific change.

There are two ways to identify a set of root causes.

1. Questioning of personnel at the stage of active implementation of changes.

2. Forecasting possible causes of resistance with a detailed analysis of the introduced change.

Let's sum it up

“Providers” of changes are leaders of three types, who are assigned basic functional responsibilities and their spheres of influence are delimited.

The object of organizational changes is all personnel, who, upon completion of the project, must clearly and adequately perceive everything that is happening in the internal environment of the company. The second result of the project is the formation of an internal corporate climate that would support not only the already introduced, but also all subsequent organizational changes.

Assessing the degree of staff readiness for change is based on identifying real and/or potential reasons for employee resistance to any, even the most minor changes, as well as recommendations for eliminating them (the reasons).

The division of personnel into socio-psychological types, the use of proposed methods for correcting the behavior of each type and strategies for overcoming personnel resistance help the “change leader” to quickly choose the optimal tactics for influencing employees, which helps to minimize the negative consequences arising from the implementation of organizational changes, as well as to reduce time implementation.

Adequate understanding by leaders of all aspects of the process and comprehensive use of organizational change tools leads to a relatively quick and “painless” implementation of any innovation in the company.

No organizational change can be carried out effectively without clear and systematic communication support. It is in this regard that in the process of implementing internal corporate changes, the author recommends developing an addition to the organizational change program - a communications program.

Your future communications program should define the main approaches and principles

communications as part of the implementation and development of elements of corporate culture. The goal of this program is to declare uniform principles and rules of work in the process of communication support at all stages of the implementation of corporate culture.

Communications are considered by the author as the main tool for the formation and development of corporate culture through influencing the consciousness of employees and forming in them the only true idea of ​​the company’s corporate culture.

Among the key principles of communication support, I would like to highlight the following.

1. Efficiency of communications - the speed of their implementation.

2. Quality - the communication process must be clearly and logically structured, the perception of communications must be correct in order to avoid any distortion of information.

3. Relevance - communications must be carried out at a specific moment, carrying exactly the information that is most important for a given period of time. Also, the principle of relevance of communication support includes timely response to problems and their subsequent solution.

4. Efficiency - the communication process must be structured in such a way that as little effort and resources as possible are spent on its implementation.

5. Targeting - targeted use of funding.

6.Honesty and openness - communications must reflect accurate information.

7. Systematicity - communications must be continuous and carried out according to a specific plan.

8. Target orientation - the communication process must be designed for each audience (target group).

9. Two-way communication - communications should go both “top-down” and “bottom-up”.

The choice of communication tools directly affects the effectiveness of the communication process as a whole. When analyzing tools for their applicability, it is necessary to determine:

■target groups;

■ communication goals of each group;

■need of each target group for information.

Common communication tools include:

■in-house printed publication;

■corporate radio;

■Internet;

■corporate television;

■corporate events and holidays;

■targeted training programs.

The communication process involves financial resources (which are used as needed), human resources, and also time resources. During communications, it is necessary to clearly determine whether the communication process requires costs, in what volumes and at what stages, who is involved in what, as well as the timing of its implementation.

Having identified the principles, resources and tools of communication support, of course, you need to decide on the target groups. When planning the communication process as part of the formation and development of corporate culture, it is necessary to divide all company personnel into groups taking into account communication goals, since information is transmitted unevenly depending on the status of employees and the corresponding needs of each group. The main target groups in the company include, of course, top management (directors of functional areas), heads of structural divisions, managers and specialists, the trade union (if there is such a body), as well as the external environment of the company - the labor market.

By providing communication support aimed at specific target audience, you need to remember what kind of reaction you want to get from these communications and how employees can show it. The most common organizational tools for obtaining feedback are:

■telephone - at a specific number allocated for sending suggestions and wishes, each employee of the company can contact with a question or statement regarding the communication process.

■survey - conducting a sample survey of opinions using the telephone, corporate publication and e-mail of employees of structural divisions.

■boxes - use of information boxes to collect suggestions, wishes, questions.

■personal reception - carrying out explanatory work by the main participants in the ongoing communications.

Indicators of success in implementing organizational changes

The implementation of various internal corporate changes should be completed with an assessment of their effectiveness. Indicators of the effectiveness of the process of introducing and implementing the desired image of corporate culture in the company, and therefore positive organizational changes, are key success factors.

The target groups that are the objects of the main influence of corporate culture are:

■internal environment - shareholders, senior management (top management), company employees;

■external environment - clients and business partners.

The key success factors for shareholders will be maximizing their income, for top management - unity of goals and objectives, a transparent and understandable system of decision-making and reporting, as well as a clear statement of the will of shareholders in incentives.

For the external environment (clients and business partners) - optimization of the service system, long-term and transparent relationships, since clearly developed rules of interaction will allow achieving a high degree of mutual understanding, as well as reducing the percentage of conflict situations affecting the interests of both parties.

The main indicator of the effectiveness of work towards the development of corporate culture will be a change in the organizational behavior of employees: manners of communication, interaction and thinking. Corporate culture should become “emotional doping” for every employee and maintain a healthy climate in the company. What, in our understanding, constitutes a healthy climate? This is a developed mentality and high moral qualities of employees, emotional and physical well-being

working in a close-knit team of people, dedication to a common cause, increased internal motivation and, as a result, increased productivity. This is participation in the creation and implementation of opportunities to unlock the individual potential of each employee and, finally, the formation and development of existing and new traditions, personal desires of employees to “storm into unknown distances” together, work for the benefit of the company and celebrate well-deserved victories together with the company.

In conclusion, I would like to say that every employee is a carrier of corporate culture. I tried to focus your attention on the fact that the success of the company will depend on the desire and desire of the management team to achieve its pinnacle of excellence. Every employee can and should build a corporate culture. Only by starting with ourselves can we talk about the effectiveness of changes and the results of the company as a whole.

GLOSSARY

Corporate culture- a system of internal corporate rules and principles of interpersonal interaction between employees, as well as the established culture of relationships with clients and business partners.

Vision of corporate culture- a vivid image of the future of the company and the employee in this company, what he should be, what idea he should carry, what qualities he should have, how he should behave and how he should appear to the external environment; what he must do to lead the company to unconditional leadership. Key success factors are indicators of the success and effectiveness of the process of introducing and developing corporate culture in the company.

Elements of corporate culture- value guidelines corporate culture that was formed in the process of formation and development of the company.

Principles of corporate culture- principles that the company strictly follows and in accordance with which it builds its relations with staff.

Means of corporate culture- tools and ways to maintain and develop corporate culture in the company. Company values ​​are the norms of behavior, ideas and philosophy that the company adheres to in its activities. Corporate events are events that reflect and support the core values ​​of the company in the minds of employees; These types of events are aimed at developing corporate culture.

Shmakova Ekaterina Dmitrievna - chief expert of the department of corporate culture and social relations at SIBUR Holding (Moscow)

Magazine MANAGEMENT TODAY ■ 04(46)2008

UDC 37.014.5

FORMATION OF CORPORATE CULTURE OF AN ORGANIZATION: THEORETICAL ASPECT

V.N.Shelyapin, G.A.Fedotova

Institute of Continuous Pedagogical Education, NovSU, [email protected]

The article reveals the essence, functions, principles and characteristics of the organization’s corporate culture. The stages and technologies of its formation are identified.

Key words: corporate culture, characteristics, principles, approaches, technologies

The article reveals the essence, functions, principles and features of a corporate culture of an organization. The technologies and stages of its formation are identified.

Keywords: corporate culture, features, principles, approaches, technologies

Corporate culture is an interdisciplinary concept that is at the intersection of such fields of knowledge as management, organizational behavior, sociology, psychology, and cultural studies. Its unique integrative essence is a complex system, depending on the historical characteristics of development, policies, goals and values, management style, characteristics of internal communication and relationships in the team, working conditions and other factors.

Modern managers are aware of the importance of corporate culture for the development of an organization: it gives employees organizational

a new identity, determines the intragroup perception of the company, being an important source of stability and continuity in the organization, which creates in employees a feeling of reliability of the organization itself and their position in it, and contributes to the formation of a sense of social security; knowledge of the basics of the organizational culture of your company helps new employees to correctly interpret the events taking place in the organization, identifying everything that is most important and significant in them; intra-organizational culture, more than anything else, stimulates self-awareness and high responsibility of the employee performing the tasks assigned to him.

An empirical analysis of the management activities of a number of successful enterprises suggests that attention to corporate culture becomes urgently necessary in the presence of the following factors: the existing corporate culture does not correspond to the strategic goals of the organization; any innovations are met with active resistance from employees, which does not allow maintaining dynamic development and innovation; the presence of stagnation in the organization (in many successful organizations, employees are in the “comfort zone”; they are so satisfied with the working conditions that they lose initiative and stop being active); fragmentation and disunity of branches or structural units; The existing corporate culture does not act as a factor in motivating employees for high achievements.

In management theory, there are different approaches to revealing the essence of the concept of “corporate culture”. In the first approach, it is considered as a set of ideas and values ​​that are formed in a person by society, social activities and social interactions. With this approach, the organization is perceived only as a context in which the variables of national cultures appear. From this point of view, the organization is only passively influenced by the preconceived notions of its employees. The second approach is based on the fact that organizations themselves create their own cultures. Representatives of this approach focus their attention on the unique rituals, legends and ceremonies that appear in the environment created by the company's management

means of established rules, structure, norms and goals. Moreover, a company can have both a dominant culture and subcultures, between which there may be contradictions. The third approach considers corporate culture as the essence of the organization, its main distinctive quality, i.e. the organization is the culture.

Most researchers recognize the systemic nature of corporate culture, but interpret it differently. In their perception it is

A system of material and spiritual values, manifestations, interacting with each other, inherent in a given company, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of itself and the environment;

A specific system of connections, interactions and relationships characteristic of a given organization, carried out within the framework of specific business activities, the way of setting up and conducting business;

A system of principles, customs, symbols and values ​​that allow everyone in the company to move in the same direction as a single whole;

A set of the most important provisions adopted by members of the organization and expressed in the values ​​declared by the organization, giving people guidelines for their behavior, actions and rules for solving problems of external adaptation and internal integration of employees;

The variety of views on organizational culture can be narrowed if the basis for its understanding is not the attributive characteristics, the diversity of which is clearly visible in the given definitions, but the system of general methodological principles underlying them. Both foreign and domestic experts include the following corporate principles: continuous development and improvement (the implementation of this principle consists of adequately assessing oneself, identifying one’s strengths and weaknesses, and the desire to improve both individual and collective knowledge and skills); optimism (people in the company are convinced that they carry a powerful positive charge, which is reflected in relationships between employees, with clients, suppliers and even competitors); mutual support (the ability to work in a team is considered a value); professionalism and competence (everyone does what he can do better than others, sharing his experience and findings). A number of experts, noting the importance of the position of managers at different levels in the formation of corporate culture, highlight management principles (effective teamwork of the manager and employees; joint development of goals and their achievement; monitoring and checking progress in achieving set goals; consulting and supporting employees in performing tasks; instilling employees of the organization's values; creating favorable working conditions so that

the labor and efforts of employees gave the greatest effect) and interaction (constant and systematic exchange of information; accessibility of management to employees of the organization; politeness and correctness of employees towards each other).

In general, the concepts of organizational (corporate) culture, with a certain degree of convention, can be divided into two main groups: rational-pragmatic, which considers corporate culture as an attribute of the organization and assumes the opportunity to influence its formation, and phenomenological, which interprets culture as the purpose of the very essence of the organization and denying the possibility of targeted direct influence on its formation. The first approach provides access to technological capabilities in managing organizational culture, and the second

Shows the uniqueness of the formation of corporate culture, the synergy of its existence. The combination of these two trends ensures the creation of an optimal direction in the formation and development of the organization's culture and increasing its effectiveness.

Corporate culture has the following functions: cognitive (carrying out various forms of cognitive activity), meaning-forming (establishing the meanings and meanings of certain practices and phenomena), communication (ensuring the exchange of produced and reproduced spiritual values ​​in the process of interaction), public socialization (proposing norms, samples and algorithms life activity, as well as ways and means of preserving and accumulating experience of spiritual activity) and recreational (creation of an integral space of spiritual values ​​through their production, accumulation and harmonization).

The goal of the company's corporate culture is to achieve high results by improving human resource management to ensure employees' loyalty to management and decisions made, and to instill in employees an attitude towards the company as their home. This leads to increased efficiency of production management and improvement of the company’s performance as a whole, to the formation of a new type of leader - a bearer of an innovative and entrepreneurial spirit, setting an example for employees of socially significant behavior in various situations, capable of consolidating established cultural and economic traditions and creating new ones. The promotion of such leaders to the center of innovation activity is also due to the fact that any innovation, breaking the established order, causes quite strong opposition. Innovative corporate culture is a system of norms and values ​​common in the company, ensuring a high level of perception, initiation and implementation of innovations.

When constructing a company’s cultural development program, three areas can be distinguished:

Activities: personnel management (at the manager-subordinate level); communication management (at the level of interaction between employees) and service management (at the level of interaction between company employees, clients and suppliers). It is in these areas that the company's culture is most evident.

The formation of a corporate culture is a long and complex process that traditionally includes four stages: 1) defining the organization’s mission and basic values; 2) formulating standards of conduct for members of the organization; 3) formation of traditions of the organization; 4) development of symbolism.

Let's consider the main stages of a manager's work in creating and developing a corporate culture.

1. Analysis of the existing culture, which is carried out in the following main areas: basic values, traditions and symbolism; standards of conduct; "heroes" of the organization; existing methods of formation and development of corporate culture.

2. Development of a corporate code includes defining the mission, strategic prospects and priority areas of development; determination of general principles of corporate behavior, traditions and symbols.

3. Determination of forms and methods of working with personnel. The main result of successful work on the formation and development of the company’s corporate culture is the commitment of employees, which consists in identifying a person with his organization, expressed in the desire to work in it and contribute to its success. Key components of commitment: integration (assignment of organizational goals by employees, unification of employees around the goals of the organization), involvement (the desire of the employee to contribute to achieving the goals of the organization) and loyalty (emotional attachment to his organization, the desire to remain a member). Various methods are used to create employee commitment to the goals and values ​​of the organization: branding, corporate media, corporate standards; personnel training and development, corporate conferences and seminars, competitions and encouragement of initiatives, social programs, benefits and privileges; corporate holidays and congratulations; family programs, sports, charity.

To create an effective innovative corporate culture, the following technologies are most widely used:

Training seminars to create a mindset among staff to initiate and perceive innovation;

Trainings for the management team, aimed at developing specific skills that are adequate to the planned culture (they allow top managers to better understand the situation in the company

and determine the role of each of them in the development of an innovative corporate culture);

Assistance in the development of specific tools (procedures for stimulating creativity, initiative, high innovative activity of staff, etc.);

Development and implementation of corporate events aimed at accelerating and increasing the effectiveness of the implementation of innovative corporate culture.

4. Project implementation.

5. Analysis of the dynamics of the formation of the organization’s corporate culture is carried out according to the criteria of community of interests (the majority of the company’s employees and managers share common values ​​and methods of doing business), the adequacy of the corporate culture to the chosen company strategy, and the adaptability of the culture (the ability to be a catalyst for change). The latter characteristic determines the organization's susceptibility to changes in the external environment and its ability to operate effectively in the long term. The values ​​that characterize the adaptability of culture are trust, risk-taking, entrepreneurship, creativity, etc.

A formed corporate culture indicates the employee’s complete identification with the company and means that he is not only aware of the company’s ideals, clearly follows the rules and norms of behavior in the organization, but also internally fully accepts corporate values. In this case, the cultural values ​​of the organization become the individual values ​​of the employee, occupying a strong place in the motivational structure of his behavior.

The development of corporate culture in the direction of increasing the innovative receptivity and activity of personnel allows us to ensure compliance and balance between the strategic objectives of the company and trends in innovative development in the industry and the community as a whole, increase the creative activity of employees, stimulating the growth of proposals for improving processes and other organizational changes related to increasing efficiency and management effectiveness, speed up the integration process and the formation of effective teams in the company that implement innovative projects.

The bearers of an innovative corporate culture are the head of the organization and top managers, who will “broadcast” elements of the culture to subordinates.

In the last decade, a new strategic approach to the development of the organization has been formed - customer-oriented, ensuring an increase in its competitiveness and an increase in profitability for

by mobilizing all its resources to identify, engage, attract customers and retain the most profitable ones by improving the quality of service and meeting customer needs. It replaces the still prevailing product-oriented approach.

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Bibliography (Transliterated)

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What is the company’s corporate culture

A company's corporate culture is a set of rules and regulations that apply to processes within the organization in general and to employees in particular. They must be shared by all employees, otherwise staff turnover, discontent, and conflicts arise.

Corporate culture consists of leadership and communication systems, current symbols, rules for resolving conflict situations, and the hierarchical position of team members. In order to competently draw up norms and rules for a company, it is important to take into account the goals and values, the mission of the organization, but it is also worth taking into account the interests of employees.

Corporate culture of a company: an example of a portrait using the DENSON method

Experts from Sistema Personnel have developed algorithm for the development and implementation of corporate culture .

What is included in corporate culture

The corporate culture is based on:

• values ​​important to the organization and employees ;
• vision of the company's development, i.e. the direction in which the company is moving to achieve strategic goals;
• history, traditions, and habits that have developed over the years;
• code of ethics, which sets out the rules of conduct in specific situations;
• corporate style: office interior, corporate symbols, dress code;
• methods and principles of communication between team members and individual departments;
• negotiation policies or normal conversations with clients, colleagues, competitors and partners;
• the team of the organization itself.

Example McDonald's has a manual of 800 pages. It covers all sorts of situations, from everyday to extraordinary. Managers have selected options for solving problems and employee actions. Every employee of the network is required to study the manual when employed. This helps maintain a consistently large flow of customers, avoid dissatisfaction on their part. The employees themselves are distinguished by their goodwill - they are always ready to help. It took many years to create a corporate culture, and at the moment many companies in the world are following its example.

Corporate culture of an organization: example of rules

Developing corporate culture in an organization is an important task for a company leader. The more detailed the rules and regulations are, the better for everyone. Employees can contact the management and memorize individual points. They have fewer questions and stressful situations due to ignorance of the principles of work and interaction with colleagues, clients and management.

Corporate culture of an organization: an example

In different countries of the world, the constituent elements of corporate culture are different. Let's consider 3 fundamentals typical of companies in the USA, Japan and Russia (the book “Effective motivation of personnel at minimal financial costs”).

A country	Fundamentals of corporate culture of organizations
	adaptation programs for new employees; placement of values, slogans, rules in the media and communities, on leaflets, stands; organizing speeches by management or active employees of the company, which discuss the values, goals and rules of the company; employee motivation methods aimed at instilling corporate values ​​in team members; singing the anthem, wearing clothes with symbols.
	celebration of federal holidays; singing a hymn; organization of sporting events, tourist trips; creating videos, collages; traditions in the company, including honoring employees, holding corporate events on special dates.

Functions of an organization's corporate culture

Corporate culture performs several functions, without which normal development of the organization and entry into new positions is impossible.

7 main functions of corporate culture

1. Image. Helps create a positive image of the company, attract new clients and employees in conditions of fierce market competition.
2. Motivational. Inspires staff to achieve their goals, perform high-quality and active work, and participate in the life of the company.

3. Identifying. Develops a sense of personal value and belonging to a team. Use 8 ready-made team game scenarios .
4. Adaptive. Helps newcomers join the team.

HR guide: how to build the process of adaptation of newcomers to the company

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5. Management. Helps to formulate rules and regulations for managing employees and structural divisions.
6. System-forming. Makes work efficient and orderly.
7. Marketing. Allows you to develop the strategy necessary for the correct positioning of the organization in the market.

When to formalize or revise an organization's corporate culture and how to do it

An organization's corporate culture becomes outdated over time. It's time to review it if the company:

• changed the range of goods and services;
• entered a new market;
• is rapidly losing its leading position.

If the corporate culture is based on informal principles, many unspoken rules will certainly begin to appear in the team. They will be shared by long-time specialists, but will not be understood by newcomers.

Step-by-step algorithm for creating a corporate culture

Step 1. Appoint someone responsible for diagnosing corporate culture, developing and implementing programs for its development. This could be an HR employee or an HR director who will take on additional responsibilities. If it is not possible to involve your employees, invite external consultants.

Step 2. Make a diagnosis of the existing corporate culture. Before starting to develop a corporate culture in an organization, it is necessary to analyze the values, rules and norms of behavior established in the team. You can take a diagnostic questionnaire.

The main goals of general diagnostics of corporate culture include:

• analysis of the rules, norms and values ​​of the existing corporate culture;
• searching for obstacles that prevent the current culture from meeting the vision of the organization’s management;
• searching for key people and ideas that influence culture change.

Assessment parameters for diagnosing corporate culture

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Step 3. Select and describe the organization's new corporate values. ABOUT Discuss the information obtained during culture diagnostics with the head of the organization. Record the expressed wishes and requirements.Next, hold meetings with middle managers and leading specialists (significant persons of the organization), involve them in the process of developing and implementing new corporate values. Participation in this process will increase the degree of responsibility of managers for the further implementation of developed programs.

Step 4. Define the goals of the new corporate culture. Conduct interviews, coaching sessions, and general meetings with the head of the organization and heads of key departments on the strategic goals of the organization's development. Find out what management's vision for the future of the organization is, and how clear it is. Ask to describe the organization’s values, the image of an ideal employee, the existing and desired atmosphere in the team, the norms of behavior that should apply in the organization of the future.

Example of corporate culture goals: increasing the consciousness of employees by introducing obligations towards the organization that employees accept and voluntarily fulfill; establishing a system of priorities among employees, in which employees accept the interests of the organization as their own; introduction of social and psychological control mechanisms that determine the character and style of behavior of employees; facilitating productive communication between employees of the organization

Step 5. Change . Make an analysis of the main areas of work with the organization’s personnel: selection, hiring, adaptation, assessment, training, personnel rotation. Check how well they comply with the developed rules, values ​​and norms of the new corporate culture. Assess what adjustments need to be made to ensure that each area of ​​HR management becomes a source of new standards.

Step 6. Document the developed rules and norms of behavior, corporate values. The norms and rules of corporate culture, values ​​and programs for their development in the team should be written down in the organization’s regulatory documents, for example, in the corporate code, HR Policy Regulations, employee book, corporate standards, employee conduct instructions.

Step 7 Develop and implement an action plan to introduce new values ​​and norms. Develop value instillation programs. Depending on the scale of innovation and the complexity of the developed values, norms and rules, evaluate the requirements for implementation programs and select the appropriate types of corporate events for culture development.

Step 8 Assess the success of the implementation of measures and develop a plan for the further development of corporate culture. To assess the results of measures to develop corporate culture, conduct group and individual selective interviews and questionnaires with employees, evaluate changes in the behavior of the organization’s leaders and key employees. To do this, use the same tools and techniques as when diagnosing a culture at the stage of developing its new rules and values.

What type of corporate culture of the organization to choose

When choosing the type of corporate culture, rely on the strategic goals and values ​​of the organization. Consider the nature of relationships in the team, the already established rules and norms. Remember that a sharp revision of the principles in a different direction will not be appreciated by the organization's employees.

1. Role model
Relationships in a team are built on the distribution of responsibilities. There is a strict hierarchy, the presence of clear instructions and rules, formal communications, and a dress code. The workflow is automated and refined, so serious errors are eliminated.
practicality; rationality; reliability and stability.	there is no way to quickly respond to any external changes.
2. Team model
This model is based on a horizontal hierarchy. There are no clear instructions, responsibilities, or dress code. Colleagues often communicate with each other in an informal setting and make decisions together. The role of a leader is a person who risks taking responsibility for the outcome of the case.
responsibility; creation; freedom of thought; creativity.	suitable only for progressive companies with a young team striving for tireless development.
3. Family model
It has a friendly atmosphere within the team. The employees treat each other with warmth and are always ready to help. Devotion to traditions, community, cohesion, and customer focus are noted. Management strives to create the most comfortable working conditions and takes into account the individual needs of staff.
the main value is people	unsociable employees do not share the principles and do not want to follow them, so they quickly leave the company.
4. Market model
The market type of corporate culture takes root in organizations that are profit-oriented and occupy leading positions. The team consists of purposeful and ambitious people who have an “inner core.” Soft and flexible employees quickly fall under the “target” of their colleagues. There is a strict hierarchy, so newcomers may not expect rapid career growth.
leadership; reputation; profit; competitiveness.	elements of a despotic management style; high competition.
Results-focused model
A flexible system helps staff develop. The leaders are experts who have managed to demonstrate their professionalism. The hierarchy is changeable. Ordinary employees can deviate from job descriptions and act based on the situation. Relations in the team are stable, there is no fierce competition. Employees know what they need to achieve to get promoted.
corporate spirit; professionalism; Liberty.	employees who are accustomed to acting according to instructions are unable to make decisions.

These are the main types of corporate culture of an organization. Mixed models are most common. If no system suits you, you can make your own adjustments to it. The main thing is that they do not have a negative impact on employees and do not reduce motivation and did not cause any obvious protest. Consider the interests of the staff, even if they are not entirely similar to the company's goals.

Test to determine the type of corporate culture in an organization

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How to develop a corporate culture

It is necessary to form and develop a corporate culture gradually. At each stage, analyze the effectiveness of innovations. Don't limit your employees' freedom, but don't give them the opportunity to go behind your back.

If global adjustments need to be made to the organization's corporate culture, involve experts. Specialists will gradually implement the changes with minimal losses. They will take into account all the nuances, including the aspirations of employees and management. In turn, be fair, reasonable and prudent - this will help avoid negative consequences.