Section 1. Theoretical foundations of "Organizational culture"………….…5

Lecture 1. The subject of organizational culture……………………………………….5

Lecture 2. Structure of organizational culture ………………………………….14

Lecture 3. Typology of organizational cultures

Lecture 4. Organization structure and culture ……………..……………………….21

Lecture 5. Organizational culture in the system of leadership and subordination…….26

Section 2. The main elements of the organizational culture of the organization ....31

Lecture 6. Socialization in the organization …………………………………………… ..31

Lecture 7. Subculture. Counterculture. Deviant subculture………….…...36

Lecture 8. Culture business communication …………………................................44

Lecture 9. Organizational culture and motivation…………………………….….53

Section 3. Managing the organizational culture of the organization……………57

Lecture 10. The problem of organizational culture manageability……………..57

Lecture 11. The content and indicators of the analysis of organizational culture………65

Lecture 12. Formation of organizational culture ………………...................................70

Lecture 13. . Development and change of organizational culture……………………75

Lecture 14

Lecture 15 information culture organizations………………………………..89

Conclusion…………………………………………………………………………………98

Glossary………………………………………………………………………….……..99

Literature……………………………………………………………………………….123

When developing the lecture notes "Organizational Culture", the State Educational Standard in the specialty 080505.65 is taken as the basis Personnel Management.

The academic discipline "Organizational culture" is a special one that determines knowledge for the formation of professional skills and abilities on issues of organizational culture.

The purpose of teaching the discipline "Organizational culture" is to form a student's complex of knowledge on theoretical foundations and the acquisition of practical skills in the personnel sphere.

The acquired knowledge and practical skills should provide students with the ability to independently and at a sufficiently high theoretical level solve problems related to the beliefs, values ​​and behaviors of employees, identify the causes of insufficient performance of the organization, and competently build interpersonal relationships.

The study of the course "Organizational culture" by students should contribute to raising the level of their general and economic culture, the formation of their professional knowledge and skills for self-assessment of the phenomena of the surrounding reality, modern economic thinking, adequate to the realities of the socio-economic system based on market relations.

The place of discipline in the educational process is based on the awareness of the key role of personnel in the success of the organization and the allocation of functional areas management activities areas of personnel management.

The lecture notes are divided into three sections:

the first section examines the theoretical foundations of "Organizational Culture";

the second section reveals the main elements of the organizational culture of the organization;

the third section is devoted to the problems of managing the organizational culture of the organization.

Section 1. Theoretical foundations of "Organizational culture"

1. Management and culture: basic concepts and components.

2. Definition of the concept of organizational culture.

3. Methods and approaches to the study.

1. Culture is usually considered in two aspects: narrow and wide.

In the narrow sense of the word, this is the spiritual life of people, a set ethical standards, rules, customs and traditions. According to the “short dictionary of sociology”, this is “a personal system of qualities of mind, character, imagination, memory, perceived as values ​​by the individual himself and valued in society, obtained in the process of upbringing and education. In this sense, one speaks of moral, aesthetic, political, everyday, professional, humanitarian, scientific and technical culture. In everyday consciousness, culture is associated with developed creative abilities, erudition, understanding of works of art, fluency in languages, accuracy, politeness, self-control, moral responsibility, artistic taste, level of involvement in cultural heritage, the degree of development of individual abilities” 1 .

In shi in the fatal sense of the word, culture includes the results of human activities in the form of buildings, technology, legislative norms, human values ​​and social institutions. In the dictionary it is: social system organized with the help of norms and values ​​of functionally useful, entrenched in social practice and consciousness of society forms of activity. Culture in society is represented by material objects, social institutions (institutions, traditions), and spiritual values.

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1 ORGANIZATIONAL CULTURE Curriculum of the discipline

2 Federal Agency for Education of the Russian Federation Vladivostok State University of Economics and Service

3 LBC The curriculum for the discipline "Organizational culture" is compiled in accordance with the requirements of the state educational standard of higher vocational education majoring in Human Resources Management. Compiled by: I.P. , Protocol Publishing House of Vladivostok State University of Economics and Service,

4 INTRODUCTION The problem of organizational culture, its formation and influence on the personnel potential of the entire team and individual workers, can now be considered as one of the most important in the personnel management system. Employee loyalty, involvement in the affairs of the organization, the ability to stimulate organizational changes and reduce resistance to them are no longer purely theoretical problems and are included in the agenda of managers at various levels. Realizing that the purpose of organizational culture is directly related to the decision key tasks The survival of any organization is required by any manager. Therefore, the study of this discipline is necessary for the formation of professional competencies of future HR managers. The academic discipline "Organizational Culture" refers to the cycle of special disciplines of the state educational standard of higher professional education in the specialty "Personnel Management". The subject of study is the activity carried out by the management apparatus of organizations and aimed at maximizing its work optimization based on the formation of a special system of values ​​and norms that are shared by employees of a social organization and determine their organizational behavior. The place of discipline in the educational process is based on the awareness of the key role of personnel in the success of the organization and the allocation of the functional areas of management activities of the sphere of management of organizational culture as a system of values ​​of the organization. Therefore, the course "Organizational culture" is closely interconnected with the disciplines "Fundamentals of Management", "Theory of Organization", "Fundamentals of Personnel Management". The knowledge gained by students in the study of this discipline will be used to complete term paper and graduation project, purchased 6

5 development of professional and personal competencies of HR managers. Working programm in the discipline "Organizational culture" of the SD cycle of general educational training is compiled in accordance with the requirements of the state educational standard of higher professional education in the specialty "Personnel Management". 1. ORGANIZATIONAL AND METHODOLOGICAL INSTRUCTIONS 1.1. GOALS AND OBJECTIVES OF STUDYING THE DISCIPLINE professional activity. To achieve this goal, it is necessary to solve the following tasks: to consider modern concepts and approaches to the analysis of organizational culture; to study cultural and managerial interpretations of the content and functioning of organizational culture; to promote the acquisition of skills in the application of laws and principles of formation of organizational culture in the process of rationalization organizational systems; stimulate the study of the elements and methods of ethics and social responsibility of the organization's management, the development of skills necessary for the formation of a rational strategy for the use of human resources in the organization. 7

6 1.2. LIST OF COMPETENCES ACQUIRED WHEN STUDYING THE DISCIPLINE In the process of teaching the discipline, special attention is paid to the formation of students' professional management decisions on organizational culture. At the end of the study of the discipline "Organizational culture" the student must: formulate and solve managerial tasks in the field of formation and development of organizational culture; own the conceptual apparatus of the training course; be able to identify patterns and principles of formation, maintenance and change of organizational culture; own technologies for diagnosing organizational culture; know the technology integrated assessment employee, modern assessment methods and be able to apply them in practical work; be able to determine the main trends and features of the development of the national in the organizational culture; be able to: use domestic and Foreign experience organizational design and reengineering in the formation of organizational culture at the enterprise (institution); master the skills of managing the behavior of an individual and a group within the framework of an established organizational culture that meets the criteria for the effectiveness of the organization's activities. MAIN TYPES OF LESSONS AND FEATURES OF THEIR CONDUCTION Discipline "Organizational culture" with a total volume of 151 hours is studied by students of all forms of education in the 9th semester. eight

7 To study the course, various forms of classroom and extracurricular work are used, including the following types of classes: lectures that contain source materials for studying the system of ideas about the concept and phenomenon of "organizational culture", types, types and effects of organizational cultures, their functions and features of the development process and formation, maintenance strategies and ways to change organizational culture. The number of lectures for full-time students is 34 hours, part-time students 12 hours, part-time students 8 hours; practical (seminar classes) classes that consolidate and concretize the material of lectures and contribute to the formation of certain professional competencies related to the analysis of organizational culture. The number of practical classes for full-time students is 17 hours, part-time and part-time students 8 hours; independent work, designed to stimulate students on the basis of the study of literature search own decisions on the problems of formation, development and maintenance of organizational culture. Classroom studies for this course for all forms of education are conducted using interactive methods. The most important elements of this course are the active participation of students in creative tasks, work in small groups, analysis of real situations (case-study), etc. Knowledge is tested during the current and intermediate certification TYPES OF CONTROL AND REPORTING ON DISCIPLINE Students' knowledge is controlled during the current and intermediate certification (in the form of an exam). A prerequisite admission of students to the exam is the implementation of practical tasks on the recommendation of the teacher and writing term papers. Final grade in discipline 9

8 pline is formed on the basis of the results of the current and intermediate certification and the results of independent work. TECHNICAL AND SOFTWARE OF THE DISCIPLINE Studying the course involves lectures using multimedia equipment to demonstrate presentations made in the Microsoft PowerPoint program. Performing tasks of independent work requires the possibility for students to access the Internet. 2. CONTENT OF THE DISCIPLINE 2.1. LIST OF LECTURES Topic 1. Introduction to the theory of organizational culture Problems of defining organizational culture. Culture as a condition and product of the development of civilization. The concept of organizational culture and its relationship with organizational behavior, approaches to organizational culture. The concept of "organizational culture" - meaning and meaning. Definitions of G. Hofstede, E. Shein, T. Deal and A. Kennedy and other concepts of "organizational" and "corporate" culture: common and differences. Organizational culture as an object of study. The nature of organizational culture. organizational culture as necessary condition organization development. Cognitive, value-forming, communication, regulatory, motivating, innovative and stabilizing functions of organizational culture in the management system. Functions of quality management, customer orientation, regulation of partnerships, adaptation of the organization to the external environment. The emergence and evolution of the science and practice of organizational culture. Stages of development within the framework of classical sociology (K. Marx, E. Durkheim, V. Pareto); institutionalism (M. Weber, T. Veblen, T. Parsons and others); organization sciences. Management and organizational culture. System- 10

9th approach as the basis of analysis. The main problems of organizational culture management. Topic 2. Essence and content of organizational culture Prerequisites for the formation of organizational culture. The strategic direction of the development of organizational culture: the goals of the organization, the mission of the organization, the code of conduct. Three basic conditions for the formation of organizational culture according to E. Shein. Concepts of organizational culture. Rational pragmatic concepts (T. Deal, K. Cameron, A. Kennedy, R. Quinn, T. Peters, R. Waterman, E. Shane, etc.). Concepts of the phenomenological direction (D. Silverman, P. Berger, A. Pettigrew, M. Louis, S. Robbins, etc.). Concepts of organizational culture by Y.Hassard, S.Sharfi, M.Elvesson. Structure of organizational culture. The main elements and components of the culture of the organization. A systematic approach to the study of organizational culture. Levels of organizational culture E. Sheinu: external factors, value orientations and beliefs, basic assumptions. Organizational climate, organizational commitment and other aspects social interaction. Subjective, objective organizational culture. Open and closed organizational cultures. Management culture. The content of organizational culture (F. Harris and R. Moran). The content of organizational culture relations (V.Sate). Topic 3. Sign-symbolic system of organizational culture A symbolic approach to the analysis of organizational culture. Value-semantic approach to the study of organizational culture. Behavioral aspect in the concepts of organizational culture. The concept of a sign-symbolic system. Forms of the sign-symbolic system: myths, legends, rituals, rituals, ceremonies. Organization language. Principles of formation of sign-symbolic system of organizational culture. High and low symbols 11

10th profile. Language and symbolic management. HRengineering as a model for the formation of organizational culture. Communication systems. Organizational Culture Components Customization Matrix. The mechanism of manifestation of the laws of organizational culture and applied aspects of their use in socio-economic systems. Topic 4. Typology of organizational culture Practical significance identification various types organizational cultures. Consistency and mutual support of the strategy and culture of the organization (E. Campbell and S. Yeung). Organic, entrepreneurial, bureaucratic, participatory organizational cultures. Typology of R. Blake and J. Mouton. Typology W. Ouchi. Typologies of organizational cultures depending on national characteristics. Approaches of G. Hofstede, F. Kluholm, F. Strodberg, F. Trompenarius. Typologies of organizational cultures depending on the specifics of the activity. Scheme of specific branch crops by R. Rüttinger. Classification of organizational culture based on the relationship between the concepts of "risk" and " Feedback(T.E. Dale, A.A. Kennedy). Typology of the organization's interaction with the external environment, its size, structure, personnel motivation M. Burke. Complex typologies of organizational culture. Cultures of "power", "personality", "tasks", "roles" (S. Khandi). Market, bureaucratic, adhocratic and clan types of organizational culture C. Cameron R. Quinn. The influence of the degree of integration and ongoing control on the formation of a certain type of organizational (corporate) culture. Topic 5. Subcultures in organizational culture The concept of subculture and counterculture. Variants of subcultures: fundamentalist enclave, republic, and countercul- 12

11 rounds. Determinants of team subcultures: type of base culture, type of task, type of leader, type of environment. Patterns of development of subcultures. Concepts of cultural differences. Homogeneity of culture. Types of subcultures: according to the degree of coincidence of the values ​​of the subculture with the values ​​of the organizational culture (advanced, non-conflicting, counterculture); according to the main carrier (subcultures of the territorial divisions of the organization, subcultures of various functional divisions organizations); by the degree of involvement of the carriers of the subculture in management processes (the subculture of top management, the subculture of middle managers, the subculture of ordinary employees of the organization). The relationship between leadership style and management culture. R. Blake's management grid - J. Mouton. House's leadership style theory and Redin's three dimensions. Hershey-Blanchard model. Criteria of organizational culture in management and business. The level of organizational culture synergy as an effect of individual cultural differences. Organizational folklore (stories, myths, ceremonies, rituals) and role models as a factor in organizational socialization. Participation in management. Technologies of involvement in management. Topic 6. Development of organizational culture Principles and problems of organizational culture formation. Formation of organizational culture: external adaptation and internal integration. The main stages of the formation of organizational culture. Symbolic, cognitive and systematic approaches to the formation of organizational culture. Principles of formation of organizational culture: the complexity of ideas about the purpose of the economic system of the organization; the priority of determining the values ​​and philosophy of the company; historicity; denial of force; complexity of the assessment. Organizational culture formation mechanisms: socialization, externalization, combination, internalization. thirteen

12 The process of organizational culture development. Integration, differentiation and adaptation as mechanisms for the development of organizational culture. Problems of maintaining organizational culture. The concept of "strength" of culture and its characteristics. The main groups of methods for maintaining organizational culture. Changing organizational culture. Methods for changing organizational culture. Relationship between culture change and behavioral change. Difficulties in making changes in the culture of the organization. Model of organizational culture reproduction. Topic 7. Influence of organizational culture on company performance Organizational culture as a condition effective management organization personnel. Approaches to changing the influence of culture. Analysis of the impact of culture on the effectiveness of organizations: through processes (cooperation between individuals and departments of the organization, decision-making, control, communication, perception of the environment, justification of one's behavior); through “success factors” (connecting with consumers, encouraging entrepreneurship, treating people, combining flexibility and rigidity); through the management functions performed by the organization (adaptation, achievement of goals, integration, legitimacy); through competing values ​​(integration, differentiation, internal focus, external focus, means, tools), participation in decision-making, access to information. Problems of compliance of culture with the adopted strategy. "Cultural" risk assessment matrix (according to G. Schwartz and S. Davis). Possible approaches to resolving the problem of incompatibility between strategy and culture: "adjusting" the management system to the current culture; changing the culture in accordance with the chosen strategy; changing the strategy in accordance with the existing organizational culture. The essence of organizational culture management. Stages of organizational culture management. Conducting an analysis of the state and development trends of the organizational 14

13 cultures. Diagnosis of shortcomings and analysis of signs of well-being in the team. Analysis of localization detection possible causes unsatisfactory state of organizational culture. The study of the perception of organizational culture in general and the factors influencing it: attitude to work, content and working conditions, quality of working life, available and desired powers, etc. Topic 8. Organizational culture management technologies The concept of social technology and its role in the formation and development of organizational culture. Signs of effective social technologies. tactical technologies. operational technologies. Cyclic technologies. Frontier technologies. Management consulting. The role of the leader in creating organizational culture. Technologies for the development of organizational culture. Organizational culture as a set of models for performing work, business interaction, interpersonal communication. Components of work execution models: strategic, tactical and operational planning; delegation of authority and responsibility; setting goals; execution; implementation control; performance evaluation; Feedback. Components of business interaction models: information transfer, type of information transferred; holding meetings; style of reports and messages; nature of service problems. Components of models of interpersonal communication: the existing group, the interest of employees in each other's personal lives, behavior in negotiations, spending time outside of work. Technologies for the development of organizational culture. The essence and necessity of an analytical approach to the study of organizational culture. Methods for maintaining organizational culture: directing the attention of managers; behavior of managers in critical situations and organizational crises; role modeling, education and training; criteria for hiring, promotion and dismissal; organizational symbols and rituals; disciplinary mechanisms; types of organizational rituals, reward systems. fifteen

14 Coaching. Image and brand of the organization in the process of organizational culture development. Reframing the organization. Forms of knowledge by employees of organizational culture. Language and symbolic management. Topic 9. National factor in the development of organizational culture National culture, its impact on the culture of the organization. A systematic approach to studying the national in organizational culture. Monoactive, polyactive, reactive cultures. Transnational and local factors in the development of organizational culture. Models of global influence. G. Hofstede's research. Model G. Lane and J. Distefano. Model W.Ouchi. Research by E. Laurent. Problems of transition of the organization to another culture. Multinational and global companies. Expatriate manager. Sources of personnel for international appointments. Selection of expatriate managers. The cycle of culture shock. Training of expatriate managers. Topic 10. Innovative factors in the development of organizational culture Innovation and organizational change. Main types organizational change. Stages of implementation of organizational changes. The importance of designing the personnel component of organizational change. Forms of employees' response to the introduction of innovations. Causes of personnel resistance in the implementation of innovations. Influence of organizational culture on innovative activity. Changing the organizational culture as organizational and managerial innovations. Changing objects and subjects of attention on the part of managers; changing the style of crisis or conflict management; reprofiling roles and changing focus in training programs; changing incentive criteria; change of emphasis in personnel policy; change of organizational symbols and rituals. sixteen

15 Methods for the development of innovative organizational culture. Innovative organizational culture. Concepts of a self-learning organization in the theories of G. Batson, J. Gardner, G. Lippit, D. Sean, G. Batson, K. Argyris. Fundamentals of a self-learning organization in the theory of P. Senge PLANS OF SEMINAR LESSONS Studying the course by full-time students involves conducting seminars on eight topics. For students of part-time and part-time forms of study, seminars are held on four topics at the choice of the teacher. Topic 1 The essence and content of organizational culture 1.1. Prerequisites for the formation of organizational culture The concept of organizational culture. National culture Levels of organizational culture. Topic 2 The sign-symbolic component of organizational culture 2.1. The concept of the sign-symbolic system Forms of the sign-symbolic system: myths, legends, rituals, rituals, ceremonies Language and symbolic management. Topic 3 Typology of organizational culture 3.1. Practical significance of identifying different types of organizational cultures Classical approaches to the typology of organizational culture New approaches to the typology of organizational culture. 17

16 Topic 4. Subcultures in the development of organizational culture 4.1. The concept and functions of subcultures The pattern of formation of subcultures Types of subcultures. Topic 5. Development of organizational culture 5.1. Formation of organizational culture: external adaptation and internal integration. 5.2.Principles of formation of organizational culture The role of the leader in maintaining organizational culture Model of reproduction of organizational culture. Topic 6. Influence of culture on organizational efficiency. 6.1. Ways of influence of culture on organizational life Approaches to change of influence of culture Correspondence of culture to the accepted strategy. "Cultural" risk assessment matrix. Topic 7. Technologies of organizational culture management 7.1. The concept of social technology and its role in personnel management. 7.2. Technologies for the development of organizational culture Technologies for the development of organizational culture. Topic 8. Organization of the implementation of programs for the development and formation of organizational culture 8.1. Team building factors. Research methodology Realization of ethical values ​​in rules internal regulations, collective agreement, philosophy of the enterprise, etc. on the example of foreign and Russian organizations Consulting in the field of organizational culture formation. eighteen

17 3. METHODOLOGICAL RECOMMENDATIONS FOR STUDYING THE DISCIPLINE "ORGANIZATIONAL CULTURE" 3.1. LIST AND TOPICS OF INDEPENDENT WORKS Independent work of students (CPC) in studying the discipline "Organizational culture" is necessary to consolidate the acquired knowledge and develop the necessary skills for solving managerial problems in professional area. The main types of CPC in the discipline are: tests, term papers, independent practical tasks performed in accordance with the curriculum or on the recommendation of the teacher. Examinations During the study of the course "Organizational culture" to control the assimilation of students' knowledge, the teacher can conduct several examinations, which are testing on individual topics, solving specific situations (case-study). Examples of such tasks, the implementation of which requires independent preparation of students, are given below. Example 1. Test tasks for the course "Organizational culture". Select all correct answers: 1. Organizational culture is a system of values ​​and norms that are a) shared by the employees of the organization; b) are determined by organizational behavior; c) are refuted by employees of the organization; d) determine organizational behavior. 2. The third stage in the development of the concepts of organizational culture in science is associated with 19

18 a) classical sociology; b) Marxism; c) institutionalism; d) organizational sciences. 3. In the rational-pragmatic concept, organizational culture is considered a) as an attribute of the organization; b) as the essence of the organization; c) on the example of industrial and banking companies; d) on the example of organizations of the system government controlled. Example 2. Using well-known methods for diagnosing organizational culture, determine the main features of the organizational culture of a particular enterprise. Highlight the main problems of organizational culture and possible directions for their solutions. Case on the course "Organizational culture" A working day at one of the St. Petersburg industrial enterprises for most employees, it begins with an indispensable tea party. Tea drinking smoothly flows into a smoke break. Lunch starts early almost immediately after a smoke break. Specialists in the planning department, accounting, even young marketing analysts they start running with pies on plates from office to office. Not a factory, but an interest club. For them, the main purpose of being at work is communication. If one of the employees has a birthday, then the work of the department stops. There is no time to communicate with customers, from 3 o'clock in the afternoon everyone is engaged exclusively in cutting salads and congratulating the birthday man. Cultivation of cacti is a hobby of the head of the labor department and wages. In this department, cacti are on all tables. It seems that all employees of the department devote themselves entirely to floriculture. There are fewer flowers in the personnel department, this is due to the fact that all the space here is occupied by filing cabinets. Computers have not taken root here, they stand in the corner, neatly covered with napkins from dust. All this takes place on the lower floors, where various departments and bureaus are located 20

19 factory management. In the offices there is old wallpaper falling off in places, in the corridors it is dark and dusty, political information boards with news from the 80s hang on the walls. The location of the toilets can be accurately determined by the smell of bleach. At the bosses production shops their own special microclimate: portraits of Lenin and Ordzhonikidze still hang in their offices, it is smoky at meetings and cannot do without a strong word. Here they think exclusively in terms of tons and units of output, sincerely believing that all other divisions of the company exist to load their production capacities. The directorate is located on the upper floors of the plant management. There are bright corridors, carpet paths, European-quality repair. Western-trained secretaries sit in the reception areas. In the office of the commercial director there are flags, a "perpetuummobile" and other attributes that emphasize the status of the owner of the office. Commercial Director talks about management by objectives, total quality and launching an implementation project automated system management. All this makes him an MBA graduate. In his opinion, the company survived the crisis and began to develop! Only when summing up the next annual results it became clear that the company did not bring the owners a penny of profit, there were only losses in all areas of activity, and the market, which had always belonged to this company, was occupied by other manufacturers. Yurtaykin E. The past never dies. Electronic resource. Access mode: Term papers A term paper is an educational version of a scientific essay, in which independence of presentation, compliance with a certain structure, and compliance with the necessary formal requirements are important. The topic is chosen by the student in accordance with the given key independently and assumes an interest in its development. 21

20 Completion of term paper contributes to a deeper acquaintance with the materials of the training course, learning to work with sources and scientific literature, mastering the skills of independent research of small problems. The term paper is drawn up in writing in accordance with the accepted requirements, its volume is at least 30 pages. Guidelines for writing and topics of term papers in the discipline are contained in the educational and methodological development: Organizational culture. Coursework writing guide. Vladivostok: VSUES Publishing House, METHODOLOGICAL RECOMMENDATIONS FOR ORGANIZING IWS The purpose and main tasks of performing independent work on the course "Organizational Culture" is to acquire the ability to obtain new empirical, theoretical and axiological knowledge, to systematize and conceptualize them; operate with basic concepts, theoretical and value constructs of the training course; solve issues related to the diagnosis of organizational culture. Therefore, independent work of students is not just an important form of educational process training of managers as its foundation. This implies an orientation towards active methods of mastering knowledge, the development of students' creative abilities. In the course of independent work, the student must: - master the theoretical material in the discipline being studied; - to consolidate knowledge of theoretical material, using the necessary tools, in a practical way (performing tests, tests for self-examination); - apply the acquired knowledge and practical skills to analyze the situation and develop the right solution (preparation for a group discussion, prepared work in the framework of a business game, etc.); - apply the acquired knowledge and skills to form your own position, theory, model (writing a term paper) 22

21 Keeping notes contributes to better memorization and assimilation of the material read. The most important concepts, definitions, statistics, own comments on what was read are written out in the abstract, the structure, the content of the answer to this question is being prepared. At the end of the study of the topic, you must answer control questions for self-examination. Independent work allows you to develop the student's creative initiative and independence in choosing the most reliable sources of information on a topic given by the teacher, specifying the type of information, forming a data bank, assessing reliability and determining and selecting information that meets the purpose of a given study. In order to get more complete and in-depth knowledge of the discipline being studied, the student should ask the library bibliographer for help in selecting literature, look through the available bibliography, work with catalogs and databases subscribed by the university. Among them: - University Information system Russia (UIS RUSSIA); - Information and analytical agency "INTEGRUM"; ebiblioteka.ru/ - Full-text electronic databases of East View Information Services; elibrary.ru/ - Scientific digital library(NEB). These and other electronic databases contain publications on business, management and economics. Almost all publications from the collections of databases are classified as “peer-reviewed”, many of them are included in the “List of publications of the Higher Attestation Commission” REVIEW OF RECOMMENDED LITERATURE An extensive scientific and educational literature is devoted to the development of organizational culture, which makes it possible to fully reveal the content of the didactic units of the course “ Organizational culture" 23

22 of the state educational standard of the specialty "Personnel Management". As the main benefit, you can use the work: Organizational culture: a textbook / ed. N. I. Shatalova. M.: Exam, p. It summarizes the practice of organizational culture management in successful domestic and foreign enterprises, provides examples of the organizational culture code and situations for reflection and discussion. Particular attention in the book is given to: technology management of organizational culture; issues of leadership in its system; technologies for the development, implementation and transformation of corporate culture. The issues of cultural interaction of employees on the basis of the existing information, organizational and managerial, environmental and communicative culture of employees and the organization as a whole are revealed. A proven tool for diagnosing organizational culture is presented. No less important for the development of theoretical knowledge and the acquisition of practical skills in the study of organizational culture is the use of the works of T. O. Solomanidina. Numerous publications of the author reveal the most important methodological and methodological aspects of the problems of formation, development and management of organizational culture. So, in textbooks: Solomanidina, T. O. Organizational culture of the company: textbook. allowance / T. O. Solomanidina. M. : INFRA, p. and Solomanidina, T. O. Organizational culture in tables, tests, cases and schemes: textbook. allowance / T. O. Solomanidina. M. : INFRA M, p. topical issues of diagnostics and development of organizational cultures of companies that improve management strategies are considered by human resourses in the conditions of market restructuring: the essence of culture, its elements, methods of occurrence, patterns of development, diagnostic methods, and so on. Of particular importance in the development of the competencies of future HR managers is the study of scientific publications of the classics of organizational sciences, E. Shane, M. Elvesson, K. Cameron and R. Quinn, who had a significant impact on 24

23 formation of organizational culture as an independent science. Book: Shane, E. Organizational culture and leadership: textbook / E. Shane. SPb. : Peter, p. is a systematic description of organizational culture in a changing world and the place of a leader in the creation and management of culture. It offers a clear and distinct concept of organizational culture, reveals its structure, evaluates the role in the successes and failures of organizations, provides methods for building, implementing and developing culture. In the publication: Cameron, K. Diagnostics and change in organizational culture / K. Cameron, R. Quinn. SPb. : Peter, p. the basics of the typology of organizational culture, methodological approaches to its diagnostics, as well as recommendations for choosing a methodology for carrying out organizational changes that improve the efficiency of the organization are described in detail. In work: Elvesson, M. Organizational culture / per. from English. Kh .: Publishing House of the Humanitarian Center, p. a serious and complete review of approaches to organizational culture is offered. Based on an interdisciplinary approach, the author reveals various problems of organizational culture development in the process of business administration, using various metaphors and practical illustrations. Digests published by the Alpina Business Books publishing house should be referred to unique publications that have a practical focus and allow developing the creative thinking of managers. So, in the collection from the series "Classics of Harvard Business Review": Corporate culture and change management: Translated from English. Moscow: Alpina Business Books, p. articles are included that examine various aspects of the complex and controversial process of corporate culture transformation. The authors explore the causes of resistance to these changes at various levels, at real examples show how disregard for corporate culture issues can affect the company's performance, and also give practical advice managers who would like to change the culture of their organization. In the next 25

24 McKinsey Digest: Corporate Culture and Leadership: Per. from English. Moscow: Alpina Business Books, p. the problems of educating leaders within the organization are studied in detail. The authors of the articles included in the collection propose new principles for building an organization, implying the rejection of rigid hierarchical structures and the transition to management based on leadership. When preparing for seminars, writing term papers, it is necessary to refer to periodicals such as “Economic Issues”, “Personnel Management”, “Sociological Research”, “Economic Sociology”, “Management in Russia and Abroad”, “Problems of Theory and management practices”, etc. In the process of studying the problems of formation and development of organizational culture, its diagnostics, the search for information should also be carried out with the help of INTERNET resources. The following addresses can be distinguished: - Information site on economics - Institute of corporate culture - Journal "Corporate culture" - A site dedicated to the analysis and formation of organizational culture. - A site dedicated to the problems of organizational development - A site dedicated to personnel policy, organizational culture, organizational structure enterprises, the basics of management, organization theory, methods of personnel management, etc. CHECK QUESTIONS FOR SELF-TEST OF KNOWLEDGE Control questions for self-test of knowledge give the student the opportunity to quickly assess their preparedness for the topics of the course. 26

25 Topic 1. Introduction to the theory of organizational culture 1. What is the subject of research in training course"Organizational culture"? 2. What scientific disciplines form the content of the course "Organizational culture"? 3. Name the main approaches to determining the essence of organizational and corporate culture. 4. Justify the connection between culture and society. 5. Determine the features of a systematic approach to the analysis of organizational culture. Topic 2. The essence and content of organizational culture 1. What is the importance of organizational culture for the development of organizations? 2. Expand the basic conditions for the formation of organizational culture. 3. Describe the basic concepts of organizational culture. Determine their advantages and disadvantages to analyze the essence of organizational culture. What is the structure of organizational culture? 4. Name the levels of organizational culture and describe them. 5. What are the criteria for assessing organizational culture? Topic 3. Sign-symbolic system of organizational culture 1. What are the features of the symbolic approach to the analysis of organizational culture. 2. Expand the content of the concept of "sign-symbolic system of organizational culture." 3. Describe the features of the functioning of the sign-symbolic system and the main elements of the sign-symbolic system using the example of a particular enterprise. 27

26 4. What are the functions of HR managers in the process of formation and development of the sign-symbolic system of organizational culture? 5. Describe the matrix for customizing organizational culture components. Topic 4. Typology of organizational culture 1. Justify the difference in approaches to the study of organizational culture by scientists known to you. 2. What factors influence the use of a particular typology in the process of studying organizational culture? 3. What is the synergistic effect of organizational culture? 4. Name the features of organic, entrepreneurial, bureaucratic, participatory organizational cultures. 5. Explain why the typology of organizational cultures of T.E. Dale and A.A. Kennedy in organizational sciences is called classical typology. Topic 5. Subcultures in organizational culture 1. What are the parameters that characterize the strength of organizational culture? 2. What reasons should explain the heterogeneity of organizational culture? 3. Explain the difference between the concepts of "subculture" and "counterculture" in the organization. 4. Expand the relationship between leadership style and management culture identified in organizational sciences. 5. Describe the criteria for organizational culture in management and business. Topic 6. Development of organizational culture 1. Describe the main problems of organizational culture formation in the framework of the processes of external adaptation and internal integration of the organization. 28

27 2. Expand the content and functions of the mechanisms of formation of organizational culture. 3. Highlight the main features of methods of maintaining and methods of changing organizational culture. 4. Name the researchers who have described the mechanisms of the relationship between culture change and change in the behavior of employees of the organization. 5. Describe the model of organizational culture reproduction. Topic 7. Influence of organizational culture on company performance 1. What are the principles and methods of managing organizational culture? 2. Determine the reasons for the unsatisfactory state of organizational culture and possible ways to overcome them. 3. How do the concepts of an enterprise strategy and its organizational culture relate to each other? 4. Describe the main stages of organizational culture management. 5. What methods are used to diagnose shortcomings and analyze signs of well-being in a team? Topic 8. Technologies of organizational culture management 1. Expand the role of social technologies in the formation and development of organizational culture. 2. What is the role of the leader in creating organizational culture? 3. What are the similarities and differences in the technologies for the development and development of organizational culture? 4. Expand the contents of the reframing process in modern organizations. 5. Describe the main stages of branding an organization. 29

28 Topic 9. National factor in the development of organizational culture 1. How does the mentality of the staff affect the state and change of organizational culture? 2. Describe the main types of business cultures that exist in international business. 3. What are the features and traditions of the modern Russian management model? 4. Describe the concept of an expatriate manager and his role in the development of international organizations. 5. Expand the features of the influence of the national factor on the organizational culture (using the model of G. Lane and J. Distefano as an example). Topic 10. Innovative factors in the development of organizational culture 1. What are the main reasons for the resistance of staff in the implementation of innovations. 2. Describe the main directions of the influence of organizational culture on innovation. 3. Expand the content of changes in the organizational culture as organizational and managerial innovations. 4. What are the main features of an innovative organizational culture? 5. Highlight the main features of the training organization according to P. Senga. 4. REFERENCES 4.1. Basic Literature Groshev, I.V. Organizational culture: Proc. allowance/i.v. Groshev, P.V. Emelyanov, V.M. Yuryev.- M.: UNI-TI_DANA, p. Cameron, K. Diagnostics and change in organizational culture / K. Cameron, R. Quinn. SPb. : Peter, p. thirty

29 Nersiyan, T.Ya. Organizational culture in modern economy/ T.Ya.Nersiyan. M.: "Ankil", p. Organizational culture: textbook / ed. N. I. Shatalova. M.: Exam, p. Solomanidina, T. O. Organizational culture of the company: textbook. allowance / T. O. Solomanidina. M. : INFRA, p. Elvesson M. Organizational culture / per. from English. Kh .: Publishing House of the Humanitarian Center, p. Shein, E. Organizational culture and leadership: textbook / E. Shein. SPb. : Peter, with Additional literature Vasilenko, S.V. Corporate culture as a tool for effective personnel management / S.V. Vasilenko. M .: Publishing and Trade Corporation "Dashkov and K 0", p. Kozlov, V.V. Corporate culture: educational and practical. allowance / V.V. Kozlov. M .: Publishing house "Alfa-Press", p. Corporate culture and leadership: Per. from English. Moscow: Alpina Business Books, p. Corporate culture and change management: Translated from English. Moscow: Alpina Business Books, p. Kunde, J. Uniqueness Now or Never. The Book of Corporate Religion: Per. from English. SPb.: Stockholm School of Economics in St. Petersburg, p. Solomanidina, T. O. Organizational culture in tables, tests, cases and schemes: textbook. allowance / T. O. Solomanidina. M. : INFRA M, p. 5. GLOSSARY OF BASIC TERMS Adaptation of an employee is the process of his adaptation to the content and conditions labor activity and the immediate social environment, improving the business and personal qualities of the employee. Adaptation of an employee can be 31

30 professional, psychophysiological, sociopsychological. Basic ideas - the level of organizational culture, which determines the group's perception of the environment, their thoughts, deeds, feelings. Their peculiarity is a priori, ultimatum, and together they form the so-called "cultural organization paradigm". Benchmarking - systematic process identifying the best organizations and evaluating their products and production methods with a view to drawing on the best practices of these organizations. In management, benchmarking aims to identify and use the best experience in the production of goods and services. Differentiation is the creation in the organization of such conditions for employees, in which their qualities are revealed with maximum benefit for the organization. The sign-symbolic system is the form through which the production and reproduction of the culture of the organization is carried out, its constant functioning. The sign-symbolic system includes: mythology, rites and rituals, heroes of the organization, organizational taboos, language of communication, slogans. The image of the organization is its image, which is formed among customers, partners, and the public. The basis of the image of the organization is the existing style of internal and external business and interpersonal relations of the staff and the official attributes of the name, emblem, trademark. Integration is the creation of effective business relationships among departments and employees of a given organization, aimed at increasing the degree of participation of employees in solving the problems of the organization and finding effective ways for it to work. Internalization distribution of formalized knowledge and their processing at the level of consciousness of an individual. Combination transformation of non-formalized knowledge into formalized through the inclusion of externalized concepts in existing system knowledge. 32

31 Counterculture is a local culture that rejects the general culture, which is in opposition to it or to certain of its elements. Cultural artifacts are the most accessible level of the organizational culture structure for research, including such elements as a formal hierarchical structure, a leadership system, stable ways of dealing with the external environment, and the behavior of members of the organization. Mythology is a system of verbal symbols. The basis of mythology is the linguistic component of the language. A rite (rituals) is a system of symbols in action, a pre-planned and prepared, often theatrical spectacle in which various manifestations of organizational culture are concentrated. Organizational culture 1) values, behavioral norms characteristic of the organization. Organizational culture shows the typical approach to solving problems for the members of this organization. Manifested in the philosophy and ideology of management, value orientations, beliefs, expectations, norms of behavior; 2) a system of values, unprovenly shared by the personnel of a particular enterprise, related to the ultimate goals of its development, which determines the decisions, actions and all activities of the personnel. Organizational values ​​The level of organizational culture that is recognized by the members of the organization or encouraged by management. To find and describe them, you can use in-depth interviews, content analysis of internal documentation, etc. The synergistic effect is the result of the orientation of all management subjects in the process of their interaction towards solving the common goals of the organization. It is achieved through proper planning, coordination and organization of the process of interaction between the entities participating in the process of joint entrepreneurship, cooperation. 33

32 Socialization the transition of non-formalized knowledge into formalized by transferring/gaining experience from one individual to another. Social technology is a sequence of stages of social interaction, during which each subject participating in the interaction implements its own management strategy in relation to others and forms social reality. Subculture - a local culture that reflects the differentiation of culture by levels, departments, subdivisions, age groups, national groups, etc. Management consulting is a clearly designed activity of consultants, during which the management system of the consulted organization changes and the efficiency of the collective activity of its employees increases. Ceremonies are a series of specially designed planned actions, rituals, combined into one event, confirming and strengthening in the minds of employees the importance of the organization's key values, the most important goals, which are their personification, symbols. Externalization is the transition of non-formalized knowledge into formalized through the formation of knowledge and its verbalization in the form of models, concepts, metaphors and analogies. Language is the most integral part of culture. It is the custodian of concepts and categorical schemes of thought. With the help of language, the classification and management of the data of sensory experience, the modeling of the actions of the speaking subject is carried out. 34

33 Content Introduction Organizational and Methodological instructions of the purpose and objectives of the study of discipline List of competencies acquired in the study of discipline The main types of classes and features of their conduct types of control and reporting on the discipline Technical and Software Discipline Content of discipline List of lecture classes Plans of seminar classes Methodological recommendations for studying the course "ORGANIZATIONAL CULTURE" LIST AND SUBJECTS OF INDEPENDENT WORKS CHECK WORKS COURSE WORKS METHODOLOGICAL RECOMMENDATIONS FOR ORGANIZING SIW REVIEW OF RECOMMENDED LITERATURE CHECKLIST FOR SELF-TEST OF KNOWLEDGE LIST OF BASIC LITERATURE OF FINANCIAL LITERATURE

Ministry of Education and Science Russian Federation Vladivostok State University of Economics and Service

MINISTRY OF EDUCATION AND SCIENCE OF RUSSIA BRANCH FBGOU VPO "VLADIVOSTOK STATE UNIVERSITY OF ECONOMICS AND SERVICE" IN NAKHODKA WORKING PROGRAM In the academic discipline "Organizational Culture" Specialty

SUMMARIES TO THE WORKING PROGRAMS OF THE CURRICULUM FOR THE PREPARATION OF MASTERS IN THE DIRECTION OF PREPARATION 38.04.02 "Management" Master Program"Human Resource Management" "Research Methods

Annotation of the discipline (module) B.1.B.14 Theory of management (history of managerial thought, theory of organization, organizational behavior) in the direction of training 38.03.02 Management General labor intensity

The Ministry of Education and Science of the Russian Federation

Annotation of the program of the discipline "Educational practice-1" 1. Goals and objectives of the discipline. The goal is to consolidate and expand the knowledge gained by students in the process of theoretical training in basic educational

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION FSAEI HPE "Kazan (Volga region) Federal University" Institute of Management and Territorial Development APPROVED 011 Program of discipline

1 1. general characteristics educational program 38.03.02 Management (profile " Financial management"") 1.1. Purpose (mission) of the educational program The purpose of the educational program is to train

SUMMARY OF DISCIPLINES OF THE ADDITIONAL PROFESSIONAL PROGRAM "STATE AND MUNICIPAL MANAGEMENT" Annotation to the discipline "Theory of Management" The discipline "Theory of Management" refers

Appendix 4 Annotation of the program of the discipline "Educational practice-1" 1. Goals and objectives of the discipline. The goal is to consolidate and expand the knowledge gained by students in the process of theoretical training in the main

KAZAN (VOLGA) FEDERAL UNIVERSITY "APPROVED" Vice-Rector for educational activities R.G. Minzaripov PROGRAM OF THE DISCIPLINE "Control Theory" OPD.F cycle. GSE - general humanitarian and socio-economic

1 COMPETENCE MODEL OF A GRADUATE in the field of study 080200 "Management", profile "Restaurant business management"

1. Goals and objectives of the discipline 1.1. The purpose of the discipline The discipline "Organizational behavior" refers to the cycle of general professional disciplines and has as its goal: to acquaint students with the principles of behavior

AUTONOMOUS NON-PROFIT EDUCATIONAL ORGANIZATION OF HIGHER EDUCATION OF THE CENTROSOYUZ OF THE RUSSIAN FEDERATION "RUSSIAN UNIVERSITY OF COOPERATION" CHEBOKSAR COOPERATIVE INSTITUTE (BRANCH) ABSTRACTS OF WORKERS

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

Non-state educational institution higher professional education "Moscow Economics and Law Institute" (NOU VPO "MEPI") The main educational program of higher professional

Description of the educational program "Management" (Organization management) Qualification (degree) - "Bachelor" Code according to the Federal State Educational Standard of Higher Professional Education

Annotation of the work program of the discipline direction of preparation 38.03.03 Personnel management focus "Human Resource Management" Discipline: B3.B.26 Fundamentals of management consulting

SUMMARY OF DISCIPLINES DIRECTIONS OF THE ADDITIONAL PROFESSIONAL PROGRAM "MANAGEMENT" Annotation to the discipline "Psychology of business relations" The discipline "Psychology of business relations" refers to the disciplines

General characteristics of the educational program of higher education in the direction of training 080200.62 Management Qualification of the graduate bachelor Term for mastering the educational program full-time

DEPARTMENT OF EDUCATION OF THE CITY OF MOSCOW STATE BUDGET PROFESSIONAL EDUCATIONAL INSTITUTION OF THE CITY OF MOSCOW "FIRST MOSCOW EDUCATIONAL COMPLEX" (GBPOU "1st MOK") WORKING PROGRAM

TRAINING DIRECTION "SOCIOLOGY" MASTER'S PROGRAM "SOCIAL MANAGEMENT OF HUMAN RESOURCES" "PHILOSOPHY AND METHODOLOGY OF SOCIAL SCIENCES" The object of the discipline is the problem field of philosophy and methodology

1 1. GENERAL PROVISIONS The main professional educational program (hereinafter referred to as the educational program) implemented at MPEI is a set of documents developed and approved in accordance with

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION Federal State Educational Institution of Higher Professional Education “Russian University of Economics named after G.V. Plekhanov Faculty of Service

Annotation of the working program educational practice"Rationing of labor at the enterprises of the agro-industrial complex" Direction of training 38.03.02 Management Profile " Production management» Qualification Bachelor 1. The purpose of the training

2 3 ORGANIZATIONAL AND METHODOLOGICAL SECTION The purpose of the discipline is to master modern concepts of company management from the standpoint of socially oriented management and marketing, methods of analysis and evaluation

Maksimenko GB Management: Textbook for university students. - M.: Publishing and Trade Corporation "Dashkov and K", 2007. - 364 p. The study guide is written in accordance with the requirements of the state

Federal State Budgetary Educational Institution of Higher Education "RUSSIAN ACADEMY OF THE NATIONAL ECONOMY AND PUBLIC SERVICE UNDER THE PRESIDENT OF THE RUSSIAN FEDERATION" Siberian Institute

1. OBJECTIVES OF MASTERING THE DISCIPLINE The objectives of mastering the discipline (module) "Personnel Management" are:

Autonomous non-profit organization of higher education "PERM INSTITUTE OF ECONOMICS AND FINANCE" DESCRIPTION OF THE BASIC EDUCATIONAL PROGRAM OF HIGHER EDUCATION in the field of study 38.03.02.62

PROGRAM for those entering the master's program of the Peoples' Friendship University of Russia in the direction of "Management" specialization "General and strategic management» The program is based on the federal

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION SAMARA STATE ECONOMIC UNIVERSITY Department of Economics, Organizations and Enterprise Development Strategies ABSTRACT on the discipline "Entrepreneurial activity"

3 ORGANIZATIONAL AND METHODOLOGICAL SECTION An increasing number of specialists associate unfavorable conditions in the country's economy with an insufficient level of professionalism in the field of management. This is of particular importance

1. In connection with the approval of the federal educational standard of higher education in the field of study 38.03.02. Order of the Ministry of Education and Science of the Russian Federation No. 7 dated January 12, 2016 (as amended on April 20, 2016)

1. general information about discipline 1.1. Name of discipline: Personnel management 1.2. Labor intensity of the discipline 144 hours (4 ZET) of them for full-time education: lectures 0 practical classes 68 hours control

L. È. The textbook and workshop for the academic undergraduate of the 2nd edition, corrected and supplemented by the reference to the subtle and

Groshev I.V. Organizational culture: a textbook for university students studying in the specialty "Management", in economic specialties / I.V. Groshev, A.A. Krasnoslobodtsev. 2nd ed., revised. and additional

Annotation of the work program of the academic discipline of the ADDITIONAL PROFESSIONAL PROGRAM Professional retraining "Management in tourism" Direction of training 38.03.02 "Management" 1.1. Purpose and

Annotation to the work program of the discipline “Management Theory. Theory of organization" Direction of training 38.03.02 "Management" (profile "Management of small business") 1. The objectives of mastering the discipline The purpose of the discipline:

Annotation of the work program of discipline B3. B.5 "Organizational culture" Direction of training 080200.62 "Management", profile "Management of the organization" 1. Goals and objectives of the discipline The purpose of the discipline: to form

HEI "University of Management" TISBI " Faculty of Management Department of Management Approved at a meeting of the Faculty Council Minutes 6 "2" February 2017

1. GENERAL CHARACTERISTICS OF THE PROGRAM 1.1. The purpose of the program implementation: The purpose of mastering the program professional retraining"Management of the organization" is the mastery of theoretical provisions and practical

St. Petersburg State Economic University TRAINING DIRECTION "MANAGEMENT" MASTER'S PROGRAM "HUMAN RESOURCES MANAGEMENT" "CURRENT PROBLEMS OF LABOR ECONOMY" In modern

Model of a graduate in the direction of "Management" with an academic degree of bachelor (580200) Name of qualification of basic training Bachelor of management Field of professional activity of graduates:

1 2 CONTENTS 1. PASSPORT OF THE WORKING PROGRAM OF THE EDUCATIONAL DISCIPLINE page 4 2. STRUCTURE AND CONTENT OF THE EDUCATIONAL DISCIPLINE 6 3. CONDITIONS FOR THE IMPLEMENTATION OF THE EDUCATIONAL DISCIPLINE 12 4. CONTROL AND EVALUATION OF THE RESULTS OF MASTERING

EXPLANATORY NOTE 2 The additional professional advanced training program "Personnel Management at the Enterprise" was compiled taking into account the Federal State Educational Standard in the specialty SPO 080400 - "Personnel Management",

MINISTRY OF HEALTH OF THE RUSSIAN FEDERATION State Budgetary Educational Institution of Higher Professional Education "NORTHERN STATE MEDICAL UNIVERSITY"

SUMMARY OF THE WORKING CURRICULUM OF THE DISCIPLINE "Social Policy and Technologies social work» Field of study: 03091 "Law and organization of social security" Qualification (degree) lawyer

Federal State Budgetary Educational Institution of Higher Professional Education "RUSSIAN ACADEMY OF THE NATIONAL ECONOMY AND PUBLIC SERVICE UNDER THE PRESIDENT OF THE RUSSIAN FEDERATION"

Number of section, topic, lesson Title of section, topic, lesson; list of issues studied 7 EDUCATIONAL AND METHODOLOGICAL CARD Number of classroom hours 1 3 4 5 6 7 9 1 The concept of organizational culture: history

The place of the discipline in the structure of the educational program The discipline "Fundamentals of Theory" is the discipline of the basic part. The work program is drawn up in accordance with the requirements of the Federal State

Appendix 2 EDUCATIONAL INSTITUTION OF HIGHER EDUCATION "ST. PETERSBURG INSTITUTE FOR FOREIGN ECONOMIC RELATIONS, ECONOMICS AND LAW" (EI VO "SPB IVESEP") Guidelines for extracurricular

PRIVATE EDUCATIONAL INSTITUTION OF HIGHER EDUCATION "ACADEMY OF SOCIAL EDUCATION" BUINSKY BRANCH APPROVED at a meeting of the Department of Personnel Management (minutes 4 of 12/19/2014) APPROVED by order

Appendix 1 EDUCATIONAL INSTITUTION OF HIGHER EDUCATION "ST. PETERSBURG INSTITUTE FOR FOREIGN ECONOMIC RELATIONS, ECONOMICS AND LAW" (EI VO "SPB IVESEP") Guidelines for teachers on

STATE BUDGET EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION "STAVROPOL STATE MEDICAL ACADEMY" OF THE MINISTRY OF HEALTH AND SOCIAL DEVELOPMENT OF THE RUSSIAN

Requirements for the mandatory minimum content of the basic educational program for training an economist in the specialty 060400 Finance and Credit Index OPD.F.02 Name of disciplines and their main sections

1 2 CONTENT page 1. PASSPORT OF THE PROGRAM OF THE DISCIPLINE 4

INTRODUCTION TO THE SPECIALTY Curriculum of the discipline Federal Agency for Education of the Russian Federation Vladivostok State University of Economics and Service INTRODUCTION TO THE SPECIALTY Curriculum

The program of professional retraining "Personnel management and psychology of management" The program of professional retraining "Personnel management and psychology of management" is implemented at the faculty

Control of student progress is carried out in accordance with the rating system for assessing students' knowledge.

To certify students for the compliance of their personal achievements with the step-by-step requirements of the relevant BEP (current progress control and intermediate certification), funds of assessment tools have been developed, including standard tasks, tests and control methods that allow assessing knowledge, skills and the level of acquired competencies.

The control of students' knowledge is carried out during the current and intermediate certification.

Current attestation- regular checking of the level of knowledge of students and the degree of assimilation of the educational material of the relevant discipline during the semester as it is studied (results independent work, speaking at practical classes, participating in business games and case studies, testing on certain topics, preparing presentations, making presentations at thematic conferences, etc.);

Intermediate certification- exam in the form of electronic testing.

2. STRUCTURE and CONTENT
EDUCATIONAL DISCIPLINE

2.1. Lecture Topics

Introduction to the discipline "Organizational culture (1 hour)

Organizational culture as an academic discipline: goals, objectives, subject of discipline organizational culture; “Organizational culture in a number of other disciplines of the direction of training “Personnel Management”; competencies formed in the process of studying the discipline "Organizational culture".

Topic 1 Prerequisites for the emergence of organizational culture as a socio-economic phenomenon and academic discipline (2 hours)

The Industrial Revolution and the "Culture of the Factory". Scientific breakthrough and conceptual and theoretical understanding of the phenomenon of organizational culture. Contribution, E. Mayo, M. Dalton and others to the formation and development of the concept of organizational culture. information revolution and systems approach to the phenomenon of organizational culture. Conceptual dissonance of the rational-pragmatic and phenomenological direction of the study of organizational culture. Shane in the formation of the concept of organizational culture. The contribution of domestic researchers to the development of the concept of organizational culture. The current state of organizational culture research. Overcoming the multicultural crisis and focusing on stakeholders as prospects for the development of organizational culture.

Topic 2 Structure, main functions and properties of organizational culture (2 hours)

Substructures of organizational culture: value-normative, communication, game (mythological), socio-psychological relations, organizational, symbolic (identification).

Elements of organizational culture: values, norms, mission, symbols, ceremonies, rituals, traditions, ceremonies, etc. Structural stability, depth, breadth, integration of organizational culture elements. Organization language. Organizational Folklore: myths, legends, etc.

Levels of cultural study: artifacts, proclaimed beliefs and values, basic fundamental ideas. Subjective and objective organizational culture. Organizational culture at different stages life cycle organizations.

Open and closed organizational cultures. Management culture. The content of organizational culture (F. Harris and R. Moran). The content of organizational culture relations (V. Sate).

Functions of organizational culture: formation, accumulation, transfer and storage of values; formation of a knowledge system; internal and external communications; goal setting; work culture and production process etc.

Properties of organizational culture: dynamism, consistency, heterogeneity, historicity, etc.

Topic 3 Review of the main concepts and typologies in the field of organizational and corporate culture (2 hours)

Organizational and corporate culture: similarities and differences.

Concepts of organizational culture. Rational-pragmatic concepts (T. Deal, K. Cameron, A. Kennedy, R. Quinn, T. Peters, R. Waterman, E. Shane, etc.). Concepts of the phenomenological direction (D. Silverman, P. Berger, A. Pettigrew, M. Louis, S. Robbins, etc.). Concepts of organizational culture by Yu. Hassard, S. Sharfi, M. Elvesson.

Typologies of organizational cultures. Logical bases of classification of typologies of organizational cultures. The practical significance of identifying different types of organizational cultures.

Hofstede, typology F. Trompenaars, typology M. Burke, typology D. Sonnenfeld, typology S. Medok and D. Parkin, typology S. Handy, typology E. Schein, typology C. Cameron and R. Quinn, typology R Ackoff, typology of R. Blake and D. Mouton, Ouchi et al.

Topic 4. Diagnostics of organizational culture: levels of research, methods and techniques for researching organizational culture (2 hours)

Strategies for studying organizational culture: holistic, metaphorical, quantitative.

Methods for studying organizational culture: qualitative and quantitative.

Ten steps for evaluating organizational culture according to E. Shein. Conducting an analysis of the state and trends in the development of organizational culture. Diagnosis of shortcomings and analysis of signs of well-being in the team. Analysis of identifying places of localization of possible causes of the unsatisfactory state of organizational culture. Study of the perception of organizational culture as a whole and the factors influencing it: attitude to work, content and working conditions, quality of working life, available and desired powers, etc.

Review of methods for diagnosing organizational culture.

Topic 5 Organizational subcultures, the concept and types of subcultures (2 hours)

Strong and weak cultures. The concept of subculture and counterculture. Functional/professional differentiation. Geographic decentralization. Differentiation by products, markets and technologies. Divisionalization. Differentiation by hierarchical levels. Mergers and acquisitions. strategic alliances. Structural opposition groups. Patterns of development of subcultures.

Topic 6 Formation, maintenance and change of organizational culture (2 hours)

The emergence of culture in new groups, the stage of group evolution. Stages of formation of organizational culture. Factors influencing the formation of organizational culture. Principles, methods and mechanisms of organizational culture formation.

Problems of maintaining organizational culture. Methods for maintaining organizational culture: directing the attention of managers; behavior of managers in critical situations and organizational crises; role modeling, education and training; criteria for hiring, promotion and dismissal; organizational symbols and rituals; disciplinary mechanisms; types of organizational rituals, reward systems. Coaching.

Change of organizational culture: adaptation to the external environment, management of internal integration. Difficulties in making changes in the culture of the organization.

Problems of compliance of culture with the adopted strategy. "Cultural" risk assessment matrix (according to G. Schwartz and S. Davis). Possible approaches to resolving the problem of incompatibility between strategy and culture: "adjusting" the management system to the current culture; changing the culture in accordance with the chosen strategy; changing the strategy in accordance with the existing organizational culture.

Overcoming employee resistance to change.

Topic 7 Development of organizational culture and its impact on the behavior of staff and the effectiveness of the organization. Organizational culture management technologies (2 hours)

The process of development of organizational culture. Integration, differentiation and adaptation as mechanisms for the development of organizational culture.

Selection of personnel corresponding to the culture of the company. Adaptation, training, assessment, motivation of personnel of various types of organizational cultures. The role of the leader in the development of organizational culture.

The concept of social technology and its role in the formation and development of organizational culture. Signs of effective social technologies. tactical technologies. operational technologies. Cyclic technologies. Frontier technologies. Management consulting .

Image and brand of the organization in the process of organizational culture development. Rebranding and reframing in the development of organizational culture.

Topic 8 Deformations of organizational culture, prevention of pathologies by organizational culture (2 hours)

Social norm and deviation, pathology of organizational culture. Deformations of organizational culture. Bureaucracy. Mobbing. Bossing. Pressing. Harassment. Corruption. Discrimination. Professional burnout. Poisonous employees. organizational conflicts. Methods of prevention of organizational culture.

2.2. List of practice topics

1. Seminar: Comparative analysis definitions of the terms "Organizational culture" and "Corporate culture" of domestic and foreign authors. Terminological crossword puzzle in the discipline "Organizational culture" (2 hours).

2. Seminar: The structure and levels of the study of organizational culture. Performance of students with abstracts (2 hours).

3. Seminar: Functions and properties of organizational culture. Performance of students with abstracts (2 hours).

4. Seminar: Typologies of organizational cultures (2 hours).

5. Workshop: Methodology "Typology of corporate cultures" according to Ch. Khandi and features of personnel policy for each type. Methodology "Organizational culture assessment tool" by K. Cameron - R. Quinn OCAI (Organizational culture assessment instrument. Diagnosis of the type of organizational culture and building a profile (2 hours).

6. Workshop: Group discussion "Value-normative structure of organizational culture". Methodology "Analysis of the degree of sharing the values ​​of the organization" author V. Kozlov, adaptation (2 hours).

7. Workshop: Development of the mission and motto of the organization. Solution of case tasks (2 hours).

8. Workshop: Regulation of organizational culture. Development corporate standard organizations (2 hours).

Topic 1 The concept and characteristics of organizational culture as

systems, its functions

The first works in which the concepts of " organizational culture" or "factory culture", appeared in the early 50s of the XX century. The very problem of the nature and content of organizational culture attracted serious attention of researchers only in the late 1970s.

We single out the main stages in the emergence of organizational culture. In 1977, Thomas J. Peters was the first to analyze the aspect of symbolic management in order to draw attention to the concept of "mainstream" in organizational theory. Then, together with Robert Waterman in 1982, he demonstrated the advantages of companies with a strong ideology on broad values, which, of course, gave a tangible impetus to the study. organizational culture. A year later, Louis Pondy with a team of authors became the editor of the first systematic presentation of views on the problems of symbolic control. In the same year, Linda Smircic explored how the system of accepted concepts is developed and maintained in organizations through symbolic organizational processes, and also showed how these concepts characterize the commonality of organizational culture and the distinctive qualities of organizational members. Thomas Sergiovani and John Corballi in 1984 published the first widely recognized collection of papers on the topic of the organizational culture perspective, which clearly stated the fundamental basic concepts of organizational culture and the perspective of symbolic management. Alan Wilkins has shown in his research that it is difficult but possible to change elements of an organizational culture without destroying the already existing positive aspects of the culture. A huge role in the development of criteria for assessing organizational culture was played by the associative documents developed (within the framework of the National Institute of Standards and Technology) at the initiative of Ronald Reagan and Malcolm Baldridge, as well as the criteria themselves, set out in the rules for awarding the Malcolm Baldrige Award. John Kotter and James Hesketh proved in 1992 that there is a clear link between an organization's culture and its profitability. They considered the main indicators of culture: utmost attention to consumers, to all participants in the creative process, delegation of duties and devotion to continuous improvement of labor.

To begin with, we define the very concept of "organization".

According to D.M. Gvishivani, the organization acts as a kind of social medium, on the structure and functioning of which both labor productivity and the personal characteristics of its members depend; it is society that sets certain goals for the organization and creates a system of means that regulates its functioning in order to achieve these goals; once created, the organization acquires relative independence and stability in relation to both society and individuals, a relatively stable social structure, a specific mechanism for the interaction of elements, which, with the introduction of the same factors, can give very different results.

Organization, according to the apt definition of A.I. Prigogine, there is a target community. This implies that it is, firstly, also a hierarchical and controlled community; secondly, not only a community, but also a social instrument and an impersonal structure.

According to B.Z. Milner, an organization is a self-organizing system at all stages of its life cycle.

In our opinion, an organization is people united common goal those who have sufficient funds and are ready to accept certain values, due to the specificity of these goals, means and their conjugation (and some other factors, including leadership style), in order to effectively achieve certain results.

Among the existing variety of definitions organizational culture Let us single out, in our opinion, the most successful and frequently cited in foreign and domestic literature on management.

Barry Fegan understands organizational culture as "history presented in the present." There is also a less concise, but more ironic definition of the phenomenon under study:

"Organizational culture are the ideas, interests and values ​​shared by the group. This includes experience, skills, traditions, communication and decision-making processes, myths, fears, hopes, aspirations and expectations that you or your employees have actually experienced. Organizational culture is how people feel about a job well done, and what allows equipment and people to work harmoniously together. It's the glue that holds, it's the oil that softens. This is why people do different jobs within a company. This is how some parts of the company see other parts of the company and what forms of behavior each of the departments chooses for itself as a result of this vision. She manifests herself openly in jokes and cartoons on the walls, or is kept locked up and declared only as her own. This is something that everyone knows about, except perhaps only the leader."

P. Weil defines organizational culture as "the unique general psychology of the organization."

D. Newstrom and K. Davis see in this concept "a set of assumptions, beliefs, values ​​and norms that are shared by all members of the organization."

M.Kh. Mescon, M. Albert and F. Hedouri understand the prevailing customs, mores, and expectations of the organization as organizational culture.

We read from E. Jakus: "The culture of an enterprise is a habitual way of thinking and a way of acting that has become a tradition, which is shared to a greater or lesser extent by all employees of the enterprise and which must be learned and at least partially adopted by newcomers in order for new team members to become " their own."

D. Eldridge and A. Crombie believe that the culture of an organization should be understood as "a unique set of norms, values, beliefs, patterns of behavior, etc., which determine the way groups and individuals unite in an organization to achieve its goals."

From the point of view of D. Oldham, "to understand what the culture of an organization is, it is necessary to consider the methods of doing work and how people are treated in this organization."

"Culture is a set of beliefs and expectations shared by members of the organization. These beliefs and expectations form the norms that largely determine the behavior of individuals and groups in the organization," X. Schwartz and S. Davis believe.

According to K. Gold, "organizational culture is the unique characteristics of the perceived characteristics of the organization that distinguishes it from all others in the industry."

M. Pakanovsky and N. O "Donnel-Trujillio look at the phenomenon under consideration on a large scale:

"Organizational culture“This is not just one of the components of the problem, it is the problem itself as a whole, it is not what the organization has, but what it is.”

V. Sate believes that "... the culture of an organization is a set of important attitudes (often not formulated) shared by members of a particular society."

G. Morgan defines "the culture of an organization as one of the ways to carry out organizational activities through the use of language, folklore, traditions and other means of conveying core values, beliefs, ideologies that direct the activities of the enterprise in the right direction."

According to K. Scholz, organizational culture is "an implicit, invisible and informal consciousness of the organization that controls the behavior of people and, in turn, is itself formed under the influence of their behavior."

D. Drennan believes that "the culture of an organization is everything that is typical for the latter: its characteristic features, prevailing attitudes, formed patterns of accepted norms of behavior."

According to E. Brown, "organizational culture is a set of beliefs, values ​​and learned ways of solving real problems, formed during the life of the organization and tending to manifest itself in various material forms and in the behavior of members of the organization."

Joan Martin pointed out the following aspects of organizational culture: “When people come into direct interaction with the organization, they are confronted with the manner of dress adopted in it, the stories of employees about what is happening in the organization, the established rules and practices of work, generally accepted norms of behavior, traditions, tasks, pay system, jargon and jokes that only members of the organization understand, etc. These constituent elements are manifestations of organizational culture.

Edgar Schein defines organizational culture as "a set of core beliefs - self-formed, learned, or developed by a particular group as it learns to solve problems of adaptation to the external environment and internal integration - that have proved effective enough to be considered valuable, and therefore transferred to new members as a correct way of perceiving, thinking and relating to specific problems".

V.A. Gnevko and I.P. Yakovlev believe that organizational culture is "a certain picture of more or less homogeneous and consistent with each other ideas, meanings and generalizations that are not always visible, act in the labor process and are shared by various categories of specialists, orienting them and giving meaning to their activities in a certain system".

N.S. Zlobin in his works indicates that organizational culture is "a creative, constructive activity of an organization, both past, embodied in values, traditions, norms, and present, based on the objectification of these values, norms and traditions."

B.F. Usmanov gives the following definition of organizational culture: "Organizational culture is a tradition and behavior that embodies the core values ​​of the organization, its personnel." According to I.G. Samoilova and E.N. Khandurova, who conducted a study of the organizational culture of the Institute of Pedagogy and Psychology, Kostroma State University. ON THE. Nekrasov in 2002, organizational culture is an integral characteristic of an organization (its values, patterns of behavior, ways of evaluating the results of activities presented in the image of the organization).

According to T.Yu. Bazarova, organizational culture is "a complex set of assumptions accepted without evidence by all members of a particular organization and setting a general framework for behavior accepted by most of the organization. It manifests itself in the philosophy and ideology of management, value orientations, beliefs, expectations, norms of behavior. It regulates human behavior and makes it possible predict his behavior in critical situations.

S.V. Shekshna indicates that organizational culture is the values, attitudes, behavioral norms that are characteristic of a given organization. Organizational culture shows the organization's typical approach to problem solving. Z.P. Rumyantseva believes that organizational culture is "the joint values, social norms, and behavioral patterns developed by the organization that regulate the actions of the individual." O.S. Vikhansky and A.I. Naumov give the following definition of organizational culture: "... this is a set of the most important assumptions accepted by the members of the organization and expressed in the values ​​declared by the organization that give people guidelines for their behavior and actions. These value orientations are transmitted by the individual through the "symbolic" means of spiritual and material intraorganizational environment". E.A. Smirnov in his work "Fundamentals of the Theory of Organization" gives the following definition of organizational culture: "... it is a system of socially progressive formal and informal rules and norms of activity, customs and traditions, individual and group interests, behavioral characteristics of personnel of a given organizational structure, leadership style, indicators of employee satisfaction with working conditions, the level of mutual cooperation and compatibility of employees with each other and with the organization, development prospects. G. Hofshted sees some predictive function in organizational culture: "organizational culture is some psychological asset that can be used to predict the financial performance of the company in five years." We will use the concept of "organizational culture", filling it with the following meaning: Organizational culture is the dominant moral norms and values, accepted patterns of behavior and rooted rituals, traditions that are shared by members of the organization and can be reproduced in this organization through formal or informal leaders. In addition, it is necessary to make the following clarification: in every organization, regardless of its size and field of activity, there is a peculiar culture, even if it is expressed solely through distrust and has developed spontaneously. M. Cole remarks about this: "Culture arises wherever people are involved in joint activities for a certain period of time." It should also be noted that the roots of the concept of organizational culture lie in two different disciplines: anthropology and sociology. The basis of the anthropological approach is the definition: "organizations are cultures", within which a functional direction has been developed that interprets culture as an attribute that organizations have and whose supporters assume that managers are able to clearly distinguish differences between organizational cultures, can engage in culture change and are able to measure culture using empirical methods. Within the framework of the social approach ("organizations have cultures"), it is assumed that at the heart of the organization there is nothing but culture, culture is interpreted as a metaphor used to describe what the organization is, therefore, when referring to any organizational phenomenon, the manager has to deal with precisely the culture of the respective organization. Thus, in the first case, culture acts as a potential herald of other manifestations of the life of the organization (for example, the effectiveness of their activities), while in the second it is a certain concept that should be interpreted independently of any "other organizational phenomenon. At the moment, along with the concept organizational culture, the notion of corporate culture has come into common use, which, in our opinion, should be distinguished.The indicator of their differentiation is the variable size of the organization.For small and middle group, which is an organization consisting of tens or hundreds of employees, the concept of organizational culture (personal, or status-role contact, developed internal informal structure, etc.) will be more appropriate. In an organization that has several thousand people in its composition, there is no internal informal structure, status-role contact, or even acquaintances at the status level; in relation to it, we can talk about corporate culture (corporate culture).

Structure of organizational culture

There are several attempts to define the structure of organizational culture. Among the well-known, the most successful is the proposal of F. Harris and R. Moran to consider organizational culture on the basis of 10 characteristics. These features are: 1. Understanding yourself and your place in the organization(Some cultures value the employee's concealment of their inner moods, others encourage their outward manifestation; in some cases, independence and creativity is manifested through cooperation, and in others through individualism). 2. Communication system and language of communication(the use of oral, written, non-verbal communication, "telephone law" and openness of communication varies from group to group, from organization to organization; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations). 3. Appearance, dress and self-image at work(variety of uniforms and overalls, business styles, neatness, cosmetics, hairstyle, etc.).

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

5. Awareness of time, attitude towards it and its use(the degree of accuracy and relativity of the concept of "time" among workers; compliance with the time schedule, encouragement for it; monochronic or polychronic use of time).

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

7. Values(as a set of guidelines about what is good and what is bad) and norms (as a set of assumptions and expectations about a certain type of behavior - what people value in their organizational life: their position, titles or work itself, etc. and how these values ​​are preserved).

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

9. Worker development process and learning(thoughtless or conscious performance of work; workers rely on intelligence or strength; procedures for informing workers; recognition or rejection of the primacy of logic in reasoning and actions; abstraction and conceptualization in thinking or memorization; approaches to explaining the reasons).

10. Work ethic and motivation(attitude towards work and responsibility in work; division and substitution of work; cleanliness of the workplace; quality of work; work habits; work evaluation and remuneration; man-machine relationships; individual or group work; promotion at work).

Let us give one more structural interpretation of the concept " organizational culture".

The first element of organizational culture is myths or legends. They fix the criteria that determine the way of life of the organization. In all legends, as a rule, the experience of interaction between the leader and the subordinate or employees in the labor process or outside it can be traced. The second link of organizational culture is rituals. AT Everyday life rituals play an important role. They strengthen the structure of the firm. Rituals (rites) and ceremonies are, in a sense, the true embodiment of the most significant moments that symbolize the corporate spirit and unity of all staff, the rapprochement of all members of the labor community, show them new and still unknown pages of the history and present of the company, introduce all participants in the ritual to the main its values ​​and traditions. On the other hand, ritual is non-rational behavior because ritual is never purposeful. Considering in the most general terms the rituals used in the working environment, they can be divided into the following main types:

Rituals when applying for a job;

organizational rituals;

Integrating rituals;

Rituals related to rest and recovery.

The first ones aim to introduce the newcomer to the basic values ​​of the enterprise, the second ones - additionally, to emphasize the importance of this or that event in the life of the organization, the third and fourth ones are aimed at achieving greater team cohesion, creating a favorable psychological atmosphere in the team.

The next integral parts of organizational culture are language and business ethics. It is through language that culture is formed and transmitted. Ethics of business relations is a set of principles that separate right behavior from wrong, formed in the process of interaction of employees in the process of work. Edgar Shein proposes to consider the level structure of organizational culture, which has three levels. Understanding the culture of an organization starts with the first, "superficial" or "symbolic" level, which includes such visible external facts as applied technology and architecture, use of space and time, observed behavior, language, slogans, etc., or everything that can be felt and perceived through the known 5 human senses (see, hear, feel taste and smell, touch). At this level, things and phenomena are easy to detect, but not always possible to decipher and interpret in terms of the culture of the organization. Those who are trying to get to know the culture of the organization more deeply affect the second, "subsurface" level. At this level, the values ​​and beliefs shared by the members of the organization are examined in accordance with the extent to which these values ​​are reflected in symbols and language. The perception of values ​​and beliefs is conscious and depends on the desire of people. These are the main elements of culture, they are a set of guidelines in what is good and what is bad. This set involves ranking by the importance, correctness and significance of the goals, preferences and priorities of the organization. Values- the central element of organizational culture, which determines the specifics of all other aspects of the "human aspect" of the organization: individual and group interests, interpersonal and group relations, motivation, etc. Based on the system of values, organizational norms are formed, which act as regulators of official behavior. They involve the sanctioning of behavior on the basis of a number of evaluation criteria developed and legitimized in the course of the functioning of the organization. In organizational culture, norms are usually enshrined in the form of a kind of code of conduct and desirable course of action, quality and service standards, a system of rituals and ceremonies. Researchers are often limited to this level, because. at the next level, insurmountable difficulties arise. Third, "deep" level, includes basic assumptions that are difficult to grasp even for the members of the organization without special focus on this issue. These hidden and taken for granted assumptions guide people's behavior, helping them perceive the attributes that characterize organizational culture. Some domestic experts in the field of organizational culture understand the third level of representation based on traditions in the field of national business culture. From the point of view of psychosemantics, they can be considered as basic categories of everyday consciousness. In domestic philosophy and the science of labor, the concepts of "culture of production" and "culture of labor" prevailed. Labor culture was understood as the culture of the people, determined by the cultural behavior of the worker, his professionalism, education, competence, observance of discipline, norms and rules of work, forms of communication with other people. Work culture as a phenomenon related to the personality of the worker. Here are the definitions of the main elements of production culture (proposed by A.A. Pogoradze):

1. Culture of working conditions - a set of objective conditions and subjective factors that determine human behavior in the process of production activities. This part of the production culture includes characteristics and indicators of sanitary-hygienic, psycho-physiological, socio-psychological and aesthetic working conditions.

2. Culture of the means of labor and the labor process. It is characterized by such elements as the introduction of the latest achievements of science and technology into production, the level of mechanization and automation, the quality of equipment and tools, the rhythm and regularity of the enterprise, the level of logistics, the quality of products, the use of advanced labor methods, methods for evaluating labor results. , ensuring discipline. It is obvious that one of the most important areas for improving the culture of the means of labor and labor processes is the improvement of the organization of labor and production: advanced technology requires advanced organization.

3. Culture of interpersonal relations (communications) in the workforce. It is determined by the socio-psychological climate, the presence of a sense of collectivism, mutual assistance, the presence and sharing by all employees of the values ​​and beliefs of the company.

4. The culture of management is determined by management methods, leadership style, humanism, individual approach, the perception of personnel as the property of the company, the professionalism of managers, including communicative competence, the methods used to stimulate, increase the level of job satisfaction, etc.

5. Worker culture. It is legitimate to present it as a combination of moral culture and labor culture. Moral culture has an external component, which is manifested in human behavior, knowledge of etiquette, rules of conduct, good manners. The internal culture is the morality of his thinking, value orientations, beliefs and culture of feelings, the ability to empathically perceive the state of other people, to empathize. Labor culture is determined based on the level of education and qualifications of the employee, his attitude to work, discipline, diligence, creativity.

The uniqueness of organizational culture has its own criteria. We list them in the form of features of the culture of a progressive organization.

1. Culture must be valuable; this will allow the firm to conduct business in a way that adds value to the firm in the form of high sales, low costs, and so on. Perfect financial position is an economic concept; respectively culture, if it is intended to lead to good financial position should have positive economic consequences.

2. Culture must be rare; it must have traits and characteristics that are not in common with the cultures of most other firms.

3. Culture must be inimitable; if Company A, for example, is remarkably successful, Company B cannot hope to achieve comparable success by trying to copy Company A's culture. Company "B" will always remain in the background while making such an effort.

The authors of the famous bestseller "In Search of Successful Management" T. Peters and R. Waterman, as mentioned earlier, found a connection between culture and organizational success. Taking successful American firms as a model and describing management practices, they "derived" a set of beliefs and organizational culture values ​​that led these companies to success:

1. Faith in action. According to this value, decisions are made even in the absence of information. Postponing decisions is tantamount to rejecting them.

2. Communication with the consumer. For successful companies, the consumer represents the focus of their work, because. it is from him that the main information for the organization comes. Customer satisfaction is at the core of a company's organizational culture.

3. Autonomy and enterprise. Companies struggling with lack of innovation and bureaucracy "divide" into smaller management units and give them, and individuals, the degree of autonomy needed to exercise creativity and risk taking. This cultural norm is maintained in the organization through the dissemination of legends and stories about their own Edisons and Fords.

4. Performance from human. This value proclaims the person the most important asset of the organization. The effectiveness of the organization is measured through the satisfaction of its members. The belief that treating people with respect leads to success is at the heart of the culture of these organizations.

5. Know what you control. In accordance with this deeply rooted norm, successful companies are expected to be managed not from behind closed doors of executive offices, but through visits by managers to the facilities they manage and through direct contact with subordinates in their places of work.

6. Don't do what you don't know. This position belongs to the category of important characteristics of the culture of successful firms. These firms do not accept diversification away from the core business.

7. Simple structures and few managers. Typical for successful companies is the presence of a small number of levels of management and a relatively small staff of managerial employees, especially in the upper echelon. The position of a manager in such companies is determined not by the number of his subordinates, but by his influence on the affairs of the organization and, most importantly, on the results. According to this cultural value, managers are more focused on the level of performance of their subordinates, rather than on staffing.

8. Simultaneous flexibility and rigidity in the organization. High organization in companies is achieved due to the fact that all employees understand the values ​​of the company and believe in them. This tightly binds and integrates the team. Flexibility is ensured by minimizing “management” interventions and minimizing the number of regulations and procedures, which encourages employee innovation and risk-taking. As a result, a rigid structure of shared cultural values ​​makes possible a flexible structure of administrative control.

Thus, it can be summarized that organizational culture has a number of important characteristics. The following are those that do not cause controversy among researchers:

1. Observable regular patterns of behavior. Members of the organization, interacting with each other, resort to a common language, terminology, as well as rituals to show respect for each other or demonstrate acceptable behavior of one of the colleagues.

2. Norms. Existing standards of behavior determine the attitude to work, in many organizations they come down to the formula: "Do not work too much and do not work too little."

3. Dominant values. The core values ​​that an organization upholds are expected to be shared by its members. Typical examples are high product quality, low absenteeism, and high productivity.

4. Philosophy. The organization has a policy that reflects its beliefs about how the company's employees and/or customers should be treated.

5. Rules. Organizations have strict rules of conduct. Newly hired employees must learn them in order to become full members of the organization.

6. Organizational climate. This is the general feeling that is created by the physical organization of the space, the style of communication between employees and the form of behavior of employees in relation to customers and strangers.

Functions of organizational culture

In addition to the structural component of the nature of organizational culture, it is necessary to note its procedural nature. An important element connecting the other elements is communication. It is in the course of interaction and information exchange that shared ideas and values ​​are generated.

V.A. Spivak singles out the functions of organizational culture, in defining them based on similar, as it seems to us, general functions of culture:

1) Production and accumulation of spiritual values;

2) Estimated-normative - comparison of the real behavior of a person with the ideal;

3) Regulating and regulating - the use of culture as an indicator and regulator of behavior;

4) Identification - a way of inclusion in the life of society;

5) Sense-forming - the participation of culture in the determination by man and society of the meaning in life, the meaning of one's existence;

6) Communication - through the values ​​accepted by society, norms of behavior and other elements of culture, mutual understanding of members of society and their interaction is ensured;

7) The function of social memory, the preservation and accumulation of human experience;

8) Recreational - restoration of spiritual strength in the process of perception or inclusion in cultural activities.

According to M.M. Alekseeva, organizational culture is most fully characterized by its following functions:

1. Security: culture serves as a kind of barrier to the penetration of undesirable tendencies and negative values ​​that are characteristic of external environment. Thus, it neutralizes the effect of negative external factors. Organizational culture as a consciously formed phenomenon clearly defines the boundaries within which the price mechanism stops and uncertainty gives way to purposeful and systematic actions of entrepreneurs and managers. It includes a specific system of values, a special climate and ways of interaction between the participants of the organization and thereby creates a unique image of the company, which makes it possible to distinguish it from other companies, business entities and from the external environment as a whole.

2. Integrating: by instilling a certain value system that synthesizes the interests of all levels of the organization, organizational culture creates a sense of identity among individuals and groups - its participants. This allows each subject of intra-corporate life:

Better understand the goals of the organization;

Get the most favorable impression of the company in which he works;

Feel like a part unified system and determine their responsibility to her.

3. Regulatory: Organizational culture includes informal, unwritten rules that indicate how people should behave in the process of work. These rules define the usual ways of acting in an organization: the sequence of work, the nature of work contacts, forms of information exchange, etc. Thus, the uniqueness and orderliness of the main economic acts are set.

Integrating and regulating functions contribute to the growth of productivity in the organization because:

The sense of identity and perception of the values ​​of the organization can increase the purposefulness and perseverance of the participants in the organization in fulfilling their tasks;

The presence of informal rules that streamline organizational activities and eliminate inconsistency and different directions of actions creates time savings in every business situation.

4. Substitute or substitute function of formal relations: a strong organizational culture capable of effectively replacing formal, official mechanisms allows the firm not to resort to excessive complexity of the formal structure and increase the flow of official information and orders. Thus, there is a saving on management costs in the organization. As an objection to this thesis, an argument can be made that the creation and management of culture also require certain costs. However, culture, unlike a formal mechanism, is for the most part a self-reproducing phenomenon - the language of culture, cultural communications, and habitual forms of behavior within the cultural environment self-reproduce. The personal qualities and energy potential of the leaders of the organization's psychological culture are not related to formal regulation. Therefore, many elements of culture for their reproduction do not require special efforts and costs.

5. Adaptive: the presence of an organizational culture involves the mutual adaptation of employees to the organization and the organization to the employee. It allows new employees to "fit" most effectively into the economic system and the way of human interactions characteristic of this organization. Adaptation is carried out through a set of measures called socialization. In turn, the opposite process is possible - individualization, when the company organizes its activities in such a way as to maximize the use of the personal potential and capabilities of the individual to solve their own problems.

6. Educational and developmental: culture is always associated with an educational, upbringing effect. Firms are like large families, so managers must take care of the training and education of their employees. The result of such efforts is an increase in "human capital", i.e. the increment of knowledge and skills of employees that the firm can use to achieve its goals. Thus, the organization expands the quantity and quality of economic resources at its disposal.

7. Quality management: since culture is ultimately embodied in the results of the company's economic activities - economic benefits, insofar as organizational culture, producing a more attentive and serious attitude to work, contributes to improving the quality of goods and services offered by the economic organization. In other words, the quality of work and the working environment translates into product quality.

8. Orientation to the consumer. Taking into account the goals, requests, interests of consumers, reflected in the elements of culture and, above all, in the value system of the company, contributes to the establishment of stronger and more consistent relations between the company and its customers and clients. Many modern firms highlight customer care as the most significant and widely declared value.

9. Regulation of partnerships. Organizational culture develops rules for relationships with partners, which imply not legal, but moral responsibility to them. In this sense, organizational culture develops and supplements the norms and rules of behavior (elements of the "invisible hand") developed within the framework of the economic culture of the market order.

10. Adaptation of economic organization to the needs of society. The action of this function increases the operability of the external environment, creates the most favorable external conditions for the activities of the company. Its effect, unlike the previous function, is most likely not to increase the productivity of the economic organization, but to remove barriers, barriers, and neutralize the impacts associated with the violation or ignorance of the rules of the social game by the firm.

Of all the above functions of organizational culture, we single out those that, in our opinion, are of fundamental importance: security, regulation and replacement. They most effectively allow you to consolidate the sign of the reproduction of existing relations in the organization. This plays into the hands of the head of the organization: creating a strong organizational culture, he acts far-sighted: he formalizes (orders) the existing informal relations, creating a well-planned (turned) employee.

1. SUBJECT OF STUDY OF THE DISCIPLINE "ORGANIZATIONAL CULTURE"

Organizational culture is a complex social phenomenon that is formed within the organization under the influence of a number of factors. By virtue of its social nature, the individual is strongly influenced by organizational culture. At the same time, the personality has an impact on the formation and change of the organizational culture itself.

Like any culture, organizational culture is a creation of "human hands", that is, without even taking any actions aimed at its formation, it is formed on the basis of human relations. In this case, relations regarding the production of any products or services for the purpose of making a profit.

The study of such a phenomenon as organizational culture was caused by evolutionary development personnel management is associated with the need to improve labor efficiency.

The subject of study of the discipline "organizational culture" is the features, structure, types of organizational cultures, their relationship with the strategy and efficiency of the organization's development, as well as methods for studying, forming and developing organizational culture.

The influence of organizational culture on various aspects of the organization's activities is considered by such sciences as organizational behavior, personnel management, economics and sociology of labor, organization theory, strategic management, psychology of management, sociology of management.

Organizational culture is studied by the theory of organization due to the fact that organizational culture is closely connected with all aspects of the organization's activities, reflects its structure, characterizes the principles of activity and interaction of all its constituent elements. It represents the essence of the organization, and it is its features that distinguish organizations from one another. Accordingly, studying, analyzing, describing the elements, aspects of the organization's activities, we thereby attribute the culture of this organization to a certain type, where the structure, the preferred management style, personnel policy, communication system, goals and strategies characterize the culture of a given enterprise.

The most appropriate definition, considering the culture of the organization within the framework of the activity, technological interpretation of culture and reflecting the main meaning of culture for the community, we think is the following.

Organizational culture can be defined as a system of suprabiological means of implementing cooperative human activity, which are at the disposal of one organization, aimed at the realization of its goals.

The system of suprabiological means of carrying out cooperative human activity includes values ​​as the main elements that reflect the main goals of the organization and orient the activities of employees in the right direction; norms of behavior consistent with values; cultural forms, which manifest the uniqueness of the joint experience and thinking of the members of this organization, an information system that allows you to provide the necessary knowledge to employees.

Properties organizational culture, which largely reflect the essence of this complex phenomenon:

1. 
   Collectivity. Culture cannot be produced by the means of isolated individuals. The development of organizational culture is the prerogative of the team, whose members are in close regular interaction;
2. 
   Emotionality. Organizational culture has tremendous emotional power. The emotional coloring of cultural elements gives them great importance in the life of a social community;
3. 
   Historicity. The development of an organizational culture is a difficult and slow process, especially at the level of those assumptions that are taken for granted. A "strong" organizational culture develops when the organization is constant and homogeneous in its composition and exists for a long period of time;
4. 
   Dynamism. Despite its apparent stability, organizational culture undergoes changes throughout the history of the organization. Cultural patterns, having lost their relevance over time, either completely disappear or take shape according to new conditions.

The system approach assumes that we consider a phenomenon as a system of interrelated elements, ordered in a certain way and oriented towards achieving the goals of the system. In this case, the culture of the organization is a subsystem aimed at the survival of the organization (the main goal of the activity and existence of the organization), and also obeys the laws of the system organization.

3.1. Organizational culture as a system

Any culture can be represented primarily by a system of those values ​​that justified their existence: a society that has a culture based on such values ​​lives and develops, while a society with a different culture dies. Typically, generally accepted values ​​undergo a thorough natural selection, are “run in” by time, and only after proving themselves to be functional, contributing to the preservation and prosperity of society, they acquire normative support in the form of charters and laws.

3.1.1. The place of the culture of the organization in the socio-cultural system of society

Organizational culture cannot be considered in isolation from the socio-cultural system of the society in which the enterprise is located.

The culture of a society can be represented as a system consisting of several levels.

These levels can be represented by a diagram (Scheme 1).

Scheme 3.1. Levels of culture in society

Consideration of the phenomenon of culture, starting from the level of an individual and ending with the level of society as a whole, gives different levels of generalization. At the level of society in culture, the most common elements of culture for a given community are distinguished, which are included in cultures of all levels as basic. The next level expands the list (diversity) of the main elements of culture. The initial, most diverse, among all levels of culture will be the level of personality culture.

The culture of a small social group is made up of the cultures of the individuals included in it, taking into account the limitations and factors that are imposed due to the nature of people's activities, national, regional characteristics, the time of existence of this group, the significance of the tasks performed, the nature of management (leadership style), the need a high level of integration of the group (mutual assistance, mutual assistance, support, for example, from miners and representatives of other extreme professions), spatial characteristics of the group, etc.

It is quite natural that not all values, norms, traditions, rules of group members become elements of the culture of the entire group, but only those that are accepted by the majority of its members. It is difficult to convince the whole group of the significance of any phenomenon, especially if it can adversely affect the activities, position or health of the group. Such conservatism is a condition for the stability, sustainability and survival of the group (you cannot use untested, and therefore dangerous methods, values). But if a new value is attractive and can prove its effectiveness and viability, and even better - be tested in the group itself, then by introducing it into the culture of the group, we thereby change this culture. Moreover, this can happen spontaneously, by chance (for example, a member of the group learned something new revolutionary or came up with something and began to actively implement it, or something new is introduced with the arrival of a new member in the group). But it can also be planned, purposefully - by the introduction of new elements on the part of the leadership, the administration, relying on the most authoritative members of the group.

In a large organization, the cultures of small groups can be considered as subcultures (if the culture of the organization is considered the level of reference). In this case, the values ​​of organizational culture will be common to all members of the organization.

Organizational culture is at the third level of abstraction, after the culture of the individual and the culture of a small, contact group. Values, norms, traditions, roles, rituals of small groups interact, and those that coincide and are accepted by all members of the organization in whole or in part, become the culture of this organization.

Accordingly, if the organization has not outgrown the scale of a small social group, then the culture small group and the culture of the organization in this case coincide (these two levels are combined).

The culture of the organization is formed under the influence of historical traditions (cultural history, historical figures, economic history, economic geography, geographical location, management policy, history, city status, cultural heritage).

The culture of the city is formed under the influence of the culture of the region, its economy, resource, legislative base, style and management capabilities.

The next level of culture is national culture. Each nationality has its own characteristic features, which are determined, among other things, by geographical location and historical development. The values ​​and norms of these cultures have been rigorously selected. Nations could simply perish if, for example, the value of "hospitality" did not exist among the northern peoples. The next level should be the culture of the country. For example, Russia - it includes the cultures of different peoples who live in it, and with a huge variety and striking features of the cultures of these peoples, they are inherent common features, which allow all immigrants from Russia to be called "Russians" regardless of nationality. You can take any other multinational country, for example, France.

Thus, it can be assumed that the culture of a particular organization will contain elements of national culture and be based on the main elements of the religion that the majority of members of this organization profess. (Although basically the values ​​of all world religions are about the same).

To understand organizational cultures Russian enterprises compared with foreign ones, it is possible to describe the national and religious characteristics of our Russian culture and, most likely, they will be inherent, more or less, in all Russian organizations.

The traditionally established style of activity, when the majority of Russian workers put off doing work until the last moment, and then, overstraining, surprisingly short time do all the work. This feature can be understood by referring to the historical development of our country. Agriculture in our country requires intensive and timely sowing (spring day feeds the year), the ability to lose from with great difficulty the grown crop requires an accelerated, intense harvest. During a long and snowy winter, the intensity of activity and movement decreases. Even now, the largely facilitated work of the rural worker nevertheless requires periodic overstrain. Comparing the period during which Russia was mainly an agrarian country, and the period of industrial development, we can assume that the mentality of Russians was formed by an agrarian society. These national features can be well (brightly) illustrated by students, most of whom pass the session, studying the entire semester course in three days. At the same time, students from other countries “fill up” the session.

"Avral" at the factories, it seems to me, have the same source (reason). Building planned economy contributed to the preservation of this national trait throughout the Soviet period. Although, of course, both knowledge and production efficiency suffer from such an emergency.

Natural and climatic conditions (short and often cold summer), vast expanses forced Russians to unite in communities, which was the reason for such characteristic feature cultures of Russian enterprises as collectivism. Without collective (communal) labor, our ancestors would have died of starvation.

P. N. Shikhirev presents the cultural system a little differently, using the image of the Russian “matryoshka” as an illustration.

The smallest “matryoshka”, but the most important, the core is the “matryoshka”, which is represented by universal human norms, values, dogmas, etc. It is contained inside the next largest civilizational “nesting doll”, which is most vividly represented by the civilizations of the East and West . Within each civilization there are certain socio-cultural regions. This is the next matryoshka. When we talk about Russian business culture, we mean the socio-cultural level, which at the same time contains our specifics; Eurasian civilizational culture; and universal values, because all over the world people strive to be healthy, rich, respected, so that children continue their work, etc.

If we take our specific region, there we find the next matryoshka - professional. Just because it's the biggest doesn't mean it's the most important. Because the business culture in its strict form, with all the abundance of organizations, is divided according to the forms of capital movement. These are production, trade and finance, and the people who work in these areas differ in their systems of values, norms and rules.

But there is another “matryoshka” that is almost elusive. This is the so-called situational profile of all these norms, values ​​and knowledge. Man, as the Scripture says, is weak. Therefore, we are not always guided by even those rules that we recognize as important and defining. There is a situation of temptation. The situational “matryoshka” encourages me, for example, to make a short-term deal for the sake of great profit with possible damage to my long-term business reputation.

Developing this idea using the same metaphor, it can be shown that this is precisely the key to solving the problems that arise due to the differences between these “dolls”. The farther from the central "matryoshka", the less coincidence.