Corporate culture, its concept and impact on the effectiveness of the organization. The impact of corporate culture on business performance Corporate culture and enterprise performance

How does corporate culture affect the performance of an organization? Effectiveness requires that an organization's culture, strategy, environment (external environment) and technology (internal environment) be aligned. An organizational strategy based on market demands and more appropriate in a dynamic environment suggests a culture based on individual initiative, risk-taking, high integration, a normal perception of conflict, and wide horizontal communication. The strategy, dictated by the prospects for the development of product development, focuses on efficiency, better performance in a stable environment. It is more successful when the culture of the organization provides for responsible control, minimizes risk and conflicts.

Thus, different organizations gravitate towards certain priorities in corporate culture. Culture may have features depending on the type of activity, form of ownership, position in the market or in society.

Organizations will always achieve stability and performance if the culture of the organization is adequate to the technology being applied. Regular formalized (routine) technological processes ensure the stability and efficiency of the organization, when the culture of the organization focuses on centralization in decision-making, and restrains (limits) individual initiative. Irregular (non-routine) technologies are effective when they are filled with an organization culture that supports individual initiative and loosens control.

A strong culture determines the consistency of employee behavior. Employees clearly know what behavior they should follow. Predictability, orderliness and sequence of activities in the organization are formed with the help of high formalization. A strong culture achieves the same result without any documentation or allocations. Moreover, a strong culture can be more effective than any formal structural control. The stronger the culture of an organization, the less management needs to focus on developing formal rules and regulations to govern employee behavior. It will all be in the subconscious of the employee who accepts the culture of the organization.

And yet, the influence of culture on organizational performance is determined, first of all, by its compliance with the overall strategy of the organization. There are four main approaches to resolving the problem of incompatibility of strategy and culture in the organization:

a culture is ignored that seriously impedes the effective implementation of the chosen strategy;

the management system adjusts to the existing culture in the organization; this approach is based on the recognition of existing cultural barriers to the implementation of the desired strategy, and the development of alternatives to "bypass" these obstacles without making major changes to the strategy itself. Thus, during the transition from a mechanistic to an organic organization scheme at many manufacturing enterprises, for a long time it is not possible to change the organizational culture at the assembly sites. In this case, this approach can help to solve the problem;

attempts are made to change the culture so that it is suitable for the chosen strategy. This is the most complex approach, taking a lot of time and requiring significant resources. However, there are situations where it can be central to the firm's long-term success;

the strategy is changed in order to adjust it to the existing culture.

In general, there are two ways in which corporate culture influences the life of an organization.

First, as shown above, culture and behavior mutually influence each other. Second, culture influences not so much what people do as how they do it.

There are various approaches to identifying a set of variables through which the influence of culture on the organization can be traced. Typically, these variables form the basis of questionnaires and questionnaires that are used to describe the culture of an organization.

The set of variables chosen by management for analyzing the organization can be directly related to the level of organizational interaction: organization - external environment; group - group; individual - organization. At the same time, for each level (individual, group, organization), both the effectiveness of their functioning from the point of view of the interests of the organization and satisfaction can be measured. In addition, each of these groups of variables can be considered in the temporal aspect, i.e., be mainly focused on the short or long term.

Model V. Sate. V. Sathe identified seven processes through which culture affects organizational activity:

cooperation between individuals and parts of the organization;

making decisions;

control;

communications;

loyalty to the organization;

perception of the corporate environment;

justification for their behavior.

At the same time, the first three processes correspond with the first, superficial level of corporate culture or corporate behavior patterns, and the next four with the second, internal level, which has a “value” basis. How these processes proceed depends on the effectiveness of the functioning of the organization.

Cooperation as a model of behavior in an organization cannot be established only with the help of formal managerial measures, since it is impossible to foresee all possible cases. How much people actually cooperate in an organization depends on the assumptions they share in this area. In some organizations, teamwork is the highest value; in others, internal competition. In other words, it all depends on which philosophy prevails: individualist or collectivist.

The influence of culture on decision-making is carried out through shared beliefs and values that form a stable set of basic assumptions and preferences among members of the organization. Since corporate culture can help minimize disagreement, the decision-making process becomes more efficient.

The essence of the control process is to stimulate actions in the direction of achieving the goals. In the nature of governance, there are three mechanisms of control: the market, administration, clan. Typically, organizations have all three mechanisms at once, but to varying degrees.

Under the market mechanism of control, they rely mainly on prices. The underlying assumption is that changing prices and charges should stimulate the necessary changes in the organization. The administrative control mechanism is based on formal authority. The process itself consists of changing the rules and procedures by issuing directives. The clan control mechanism is entirely based on shared beliefs and values. It is from them that the members of the organization proceed in the implementation of their actions. It is also assumed that employees are sufficiently committed to the organization, they know how to act within the framework of this culture. As the organization grows and develops, the clan mechanism is replaced by an administrative one, and then by a market one.

The impact of culture on communication occurs in two ways. The first is that there is no need to communicate in cases where there are shared assumptions. In this case, certain actions are performed as if without words. Second, shared assumptions provide direction and help in interpreting messages received. So, if in the company the employee is not considered an appendage of the machine, then the news of the upcoming automation or robotization will not cause shock in him.

The content of culture also influences the content of communication. Some organizations value open communication, while others value it the other way around. An individual feels himself initiated into the internal processes of the organization when he identifies himself with the latter and experiences some emotional connection with it. A strong culture makes strong the individual's identification and feelings towards the organization. Also, employees can step up their actions in an effort to help the organization.

Culture helps people in an organization act meaningfully by providing justification for their behavior. In companies where risk is valued, a person takes it, knowing that in case of failure he will not be punished and that lessons will be learned from the failure for the future. Actions thus justified reinforce existing behavior, especially when it fits into the situation. This process is a source of funds for changing the culture itself. Because people use culture to justify behavior, it is possible to change culture through change in behavior. However, for this process to be successful, it must be ensured that people cannot justify their new behavior with the "old" culture.

Model T. Peters - R. Waterman. The authors of the well-known bestseller In Search of Successful Management found a link between culture and organizational success. Taking successful American firms as a model, and describing management practices, they "deduced" a set of beliefs and corporate culture values that led these companies to success.

Faith in action. According to this value, decisions are made even in the absence of information. Postponing decisions is tantamount to not making them.

Communication with the consumer. For successful companies, the consumer represents the focus of their work, since it is from him that the main information for the organization comes. Customer satisfaction is at the core of the corporate culture of such firms.

Autonomy and entrepreneurship. Companies struggling with lack of innovation and bureaucracy "divide up" into smaller manageable units and give them, and individuals, the degree of autonomy needed to be creative and take risks. This cultural norm is maintained through the dissemination of legends and stories about their own heroes within the organization.

Performance depends on the person. 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.

Know what you control. In accordance with this deeply rooted cultural norm, successful companies are considered to be managed not from behind the 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.

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

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 its results. According to this cultural value, managers are more focused on the level of performance of their subordinates, rather than on the growth of their staff.

Simultaneous flexibility and rigidity in an organization. The paradox of this attribute of the corporate culture of successful companies is resolved as follows. High organization in them is achieved due to the fact that all employees understand and believe in the values of the company. This tightly connects them with the company and integrates them into it. Flexibility is ensured by minimizing “management” interventions and minimizing the number of regulatory rules and procedures. Innovation and risk-taking are encouraged. As a result, a rigid structure of shared cultural values makes possible a flexible structure of administrative control.

Model T. Parsons. In general, the relationship between culture and the results of the organization's activities is presented in the model of the American sociologist T. Parsons. The model is developed based on the specification of certain functions that any social system, including an organization, must perform in order to survive and succeed. The first letters of the English names of these functions in the abbreviation gave the name of the model - AGIL: adaptation (adaptation); goal-seeking (achieving goals); integration (integration) and legacy (legitimacy).

This model proceeds from the fact that the values of corporate culture are the most important means or tools for performing the functions of this model. If the beliefs and values shared in an organization help it to adapt, achieve its goals, unite and prove its usefulness to people and other organizations, then it is obvious that such a culture will influence the organization in the direction of success.

The need for change is an inevitable phenomenon in the life of any company in today's market. And the competitive advantage of the organization depends entirely on how efficient and successful they are.

A wide range of tools that allow you to change corporate culture will only work effectively if the customer and the provider of this process use them correctly.

The customers of the corporate culture change process are senior managers or shareholders. They are required to have a clear understanding of what their companies mean by corporate culture, why it needs to be changed, and a clear understanding of the ultimate goal of change. Providers of this process, as a rule, are HR managers. It is on them that the final result of the transformation depends, and this work will require them to have such an important quality as the ability to manage a project.

According to Marina Oleshek, Deputy General Director of Rostelecom: “both the customer and the manager must clearly understand that this work takes from 1.5 to 3 years. The duration of the process depends on the position of the first persons of the company. And the return on investment in this project will occur no earlier than in 2-4 years.”

The Russian practice of consulting work with enterprises organized in the post-Soviet space makes it possible to single out the following important areas in which the use of methods for studying and correcting corporate culture had the most fruitful effect on the results of an enterprise.

Overcoming suspicions about top officials and creating an atmosphere of mutual trust (if subordinates suspected that the business was organized with federal money or the money of wealthy parents, while in fact it was organized on personal savings earned by honest labor or taken in bank interest-bearing loan);

Comprehensive organizational diagnostics in order to identify weaknesses in the organization of activities (management needs an objective independent comprehensive assessment of the quality of its organizational work);

Overcoming internal conflicts between professional and hierarchical groups in the organization, especially when introducing new technologies and methods of work, or reorganizing existing ones (friction between IT and production workers, between “percentage people” and “salary people”, between management and ordinary employees, etc.) ;

Diagnosis of different attitudes towards business and the way it is conducted by representatives of different national cultures (for example, Russians, Belarusians and Lithuanians);

Diagnosis of differences in the conduct of business by large organizations and small organizations (more than 2000 people and 30 people, respectively) when they interact with each other and build partnerships;

Identification of internal competitors and a split in the organization (attempts by some founders to gain more power and participation in business to the detriment of others, to split off most of the organization to themselves, attempts by a hired person to divert the organization’s business to themselves or to third parties, etc.);

Restructuring the organization into a self-developing and self-learning organization (the market is divided, there is fierce competition, it is difficult to attract additional external resources);

Awareness of the factors hindering the growth and development of managers in the organization at all levels - both individuals and management teams. Often, the realization of the need to work on corporate culture comes to management after long and regular attempts to increase the scope of the organization and the number of people working in it. In the process of working with corporate culture, the interfering factors are neutralized and the factors that contribute to growth and development are updated;

Overcoming crises in relations between managers and crises of personal development (for example, the desire of owners to change the distribution of everyone's share in the business, the need for personal self-determination).

Ignored culture, which seriously impedes the effective implementation of the chosen strategy;

The management system adjusts to the existing culture in the organization; this approach is based on the recognition of existing cultural barriers to the implementation of the desired strategy, and the development of alternatives to "bypass" these obstacles without making major changes to the strategy itself. Thus, during the transition from a mechanistic to an organic organization scheme at many manufacturing enterprises, for a long time it is not possible to change the organizational culture at the assembly sites. In this case, this approach can help to solve the problem;

Attempts are made to change the culture in such a way that it is suitable for the chosen strategy. This is the most complex approach, taking a lot of time and requiring significant resources. However, there are situations where it can be central to the firm's long-term success;

The strategy is changed in order to adjust it to the existing culture.

In general, there are two ways in which corporate culture influences the life of an organization.

The first, as shown above, is that culture and behavior mutually influence each other. Second, culture influences not so much what people do as how they do it.

The set of variables chosen by management for analyzing the organization can be directly related to the level of organizational interaction: organization - external environment; group -- group; individual is an organization. At the same time, for each level (individual, group, organization), both the effectiveness of their functioning from the point of view of the interests of the organization and satisfaction can be measured. In addition, each of these groups of variables can be considered in the temporal aspect, i.e., be mainly focused on the short or long term.

Model V. Sate. V. Sathe identified seven processes through which culture affects organizational activity:

Cooperation between individuals and parts of an organization;

Making decisions;

Control;

Communications;

Organization loyalty;

Perception of the corporate environment;

Justifying your behavior.

Model T. Peters - R. Waterman. The authors of the well-known bestseller In Search of Successful Management found a link between culture and organizational success. Taking successful American firms as a model, and describing management practices, they "deduced" a set of beliefs and corporate culture values that led these companies to success.

Faith in action. According to this value, decisions are made even in the absence of information. Postponing decisions is tantamount to not making them.

Communication with the consumer. For successful companies, the consumer represents the focus of their work, since it is from him that the main information for the organization comes. Customer satisfaction is at the core of the corporate culture of such firms.

Autonomy and entrepreneurship. Companies struggling with lack of innovation and bureaucracy "divide" into smaller manageable parts and give them, as well as individuals, a certain degree of autonomy necessary for creativity and risk-taking. This cultural norm is maintained through the dissemination of legends and stories about their own heroes within the organization.

Performance depends on the person. 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.

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

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 its results. According to this cultural value, managers are more focused on the level of performance of their subordinates, rather than on the growth of their staff.

Simultaneous flexibility and rigidity in the organization. The paradox of this attribute of the corporate culture of successful companies is resolved as follows. High organization in them is achieved due to the fact that all employees understand and believe in the values of the company. This tightly connects them with the company and integrates them into it. Flexibility is ensured by minimizing “management” interventions and minimizing the number of regulatory rules and procedures. Innovation and risk-taking are encouraged. As a result, a rigid structure of shared cultural values makes possible a flexible structure of administrative control.

Model T. Parsons. In general, the relationship between culture and the results of the organization's activities is presented in the model of the American sociologist T. Parsons. The model is developed based on the specification of certain functions that any social system, including an organization, must perform in order to survive and succeed. The first letters of the English names of these functions in the abbreviation gave the name of the model - AGIL: adaptation (adaptation); goal-seeking (achieving goals); integration (integration) and legacy (legitimacy).

A wide range of tools that allow you to change corporate culture will only work effectively if the customer and the provider of this process use them correctly.

Diagnosis of different attitudes towards business and the way it is conducted by representatives of different national cultures (for example, Russians, Belarusians and Lithuanians);

Restructuring the organization into a self-developing and self-learning organization (the market is divided, there is fierce competition, it is difficult to attract additional external resources);

Awareness of the factors hindering the growth and development of managers in an organization at all levels - both individuals and management teams. Often, the realization of the need to work on corporate culture comes to management after long and regular attempts to increase the scope of the organization and the number of people working in it. In the process of working with corporate culture, the interfering factors are neutralized and the factors that contribute to growth and development are updated;

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INTRODUCTION…………………………………………………………………….….3

Chapter 1. Organizational culture in management and its development …………....5

1.1 The concept and elements of organizational culture …………………………… 5

1.2 Functions and types of organizational culture…………………………..….16

1.3 Types of organizational and managerial culture……………………..21

1.4 The impact of culture on organizational performance………………....26

1.6 Model T. Peters - R. Waterman…………………………………………..30

1.7 Model of T. Parsons……………………………………………………………………32

Chapter 2. Analysis of the corporate culture of CJSC "Trest No. 88"……………….33

2.1. General characteristics of the activities of CJSC "Trest No. 88"………………...33

2.2. Analysis of the current corporate culture of the enterprise…………...36

CONCLUSION………………………………………………………………….44

REFERENCES………………………………………………………….46

INTRODUCTION

An organization is a complex organism, the basis of the life potential of which is organizational culture: that for which people became members of the organization; how the relationship between them is built; what stable norms and principles of life and activities of the organization they share; what they think is good and what is bad, and much more from what relates to values and norms. All this not only distinguishes one organization from another, but also significantly determines the success of the functioning and survival of the organization in the long term. Organizational culture is not so clearly manifested on the surface, it is difficult to “feel” it. If we can say that the organization has a "soul", then this soul is the organizational culture. People are the bearers of culture in an organization. However, in organizations with a well-established culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active influence on the members of the organization, modifying their behavior in accordance with the norms and values that form its basis.

Since organizational culture plays a very important role in the life of an organization, it should be the subject of close attention from management. Management not only corresponds to the organizational culture, is highly dependent on it, but can, in turn, influence the formation and development of organizational culture. To do this, managers must be able to analyze organizational culture and influence its formation and change in the desired direction. The influence of culture on organizational performance is determined primarily by its compliance with the overall strategy of the organization. In general, there are two ways in which organizational culture influences the life of an organization.

The set of variables chosen by management for analyzing the organization can be directly related to the level of organizational interaction: organization - external environment; group - group; individual - organization. At the same time, for each level (individual, group, organization), both the effectiveness of their functioning from the point of view of the interests of the organization and satisfaction can be measured. In addition, each of these groups of variables can be considered in terms of time, i.e. be predominantly short or long term oriented.

Having considered the relevance of the topic, we set the goal of the work: to study the culture of the organization and its impact on the effectiveness of the functioning of the organization.

Work tasks:

Consider organizational culture in management and its development;

Consider the impact of culture on organizational performance;

Consider the interaction between cultures;

Consider changing organizational culture.

Chapter 1. Organizational culture in management and its development

1.1 The concept and elements of organizational culture

Increasing the effectiveness of management, along with other important factors in the functioning of the organization, organizational culture.

Organizational culture is a system of collectively shared values, symbols, beliefs, patterns of behavior of members of the organization that give a common meaning to their actions.

Organizational culture combines the values and norms inherent in the organization, the style and procedures of management, as well as the concepts of technological and social development. Organizational culture sets the limits within which confident decision-making is possible at each of the levels of management, the possibility of using the resources of the organization as a whole, responsibility, gives directions for development, regulates management activities, and contributes to the identification of members with the organization. Under the influence of organizational culture, the behavior of its individual members is formed.

At the heart of organizational culture: the needs of the individual and the needs of the organization. No two organizational cultures are the same, just as no two people are exactly the same.

The performance of any organization is associated with its organizational culture, which in one case contributes to survival, in the other - to the achievement of the highest results, in the third - leads to bankruptcy.

In Fig.1. the dependence of organizational culture, which is manifested in the activities of managerial personnel, the behavior of its members, in the structure of the organization and the processes taking place in it, on the external environment is presented.

The main parameters of organizational culture include:

1. Emphasis on external (customer service, etc.) or internal tasks of the organization. Organizations focused on the needs of the client, subordinating all their activities to them, have significant advantages in a market economy, this increases the competitiveness of the company.

Rice. 1. Organizational culture and performance of the organization.

2. The focus of activity on solving organizational problems or on the social aspects of its functioning. One of the options for social orientation is the organization's steady attention to everyday,

3. A measure of risk readiness for the introduction of innovation. A measure of activity orientation towards innovation processes or stabilization.

4. A measure of encouraging conformism (change or assessment of the individual's opinion in the direction of greater agreement with the group) or individualism of members of the organization. Orientation of incentives to group or individual achievements.

5. The degree of preference for group or individual forms of decision making. A measure of centralization - decentralized decision-making.

6. The degree of subordination of activities to pre-planned plans.

7. Expression of cooperation or rivalry between individual members and between groups in the organization.

8. The degree of simplicity or complexity of organizational procedures.

9. A measure of members' loyalty to the organization.

10. The extent to which members are aware of their role in achieving the goals of the organization. Loyalty of members of "their" organization.

Organizational culture has a number of specific properties. The main characteristics of an organization's culture are:

Collaboration shapes the perceptions of employees about organizational values and ways to follow these values.

Generality. This means that not only all knowledge, values, attitudes, customs, but also much more is used by the group to meet the deepest needs of its members.

The core elements of an organization's culture don't require proof, they go without saying.

Hierarchy and priority. Any culture involves the ranking of values. Often, absolute values are put at the forefront, the priority of which is unconditional.

Consistency. Organizational culture is a complex system that combines individual elements into a single whole.

The "strength" of the impact of organizational culture is determined by:

Homogeneity of the members of the organization. Commonality of age, interests, views, etc.;

Stability and duration of joint membership. Short-term membership in the organization and the constant change in its composition do not contribute to the development of cultural characteristics;

The nature of the joint experience, the intensity of interaction. If the members of the organization overcame real difficulties through joint efforts, then the strength of the impact of organizational culture is higher.

Organizational culture has a significant impact on the life of an economic organization.

The influence of organizational culture on the activities of the organization is manifested in the following forms:

Identification by employees of their own goals with the goals of the organization and with the organization as a whole through the adoption of its norms and values;

Implementation of norms prescribing the desire to achieve goals;

Formation of the organization's development strategy;

The unity of the process of implementing the strategy and the evolution of organizational culture under the influence of the requirements of the external environment.

Diagnostics of organizational culture involves the study of documents, monitoring the management style, confidential communication with employees at all levels of the organization's hierarchy. The collection of information allows you to create a profile of organizational culture, which reflects: the content of values, their consistency, general orientation.

Management of organizational culture involves its formation, strengthening (preservation) and change. The formation of organizational culture requires taking into account the gradual, evolutionary nature of its development and is carried out using the following measures:

1. The implementation of the so-called symbolic leadership, i.e. the creation of symbolic figures and images of leaders embodying the best values and norms of the organization.

2. Concentration of efforts on the formation of the most essential organizational values and norms.

3. Creation and expansion in the organization of local "islands", which are subject to certain values.

4. Changing the behavior of employees through experiencing the real success of the organization.

5. Creation of signs of organizational culture expressing values and norms.

6. Combining directive and indirect ways of forming organizational culture.

The exchange of information is important for the formation of organizational culture - this is the use of various forms of information transfer to create an image of the organization and the wide information of members of the organization and consumers of its products about the policy and goals of the organization.

Formation of organizational culture differs depending on different approaches. The main approaches to organizational culture include:

The internal approach involves the choice of a mission related to production or service, the definition of a social mission, the principles of recruitment, the orientation of the internal culture of the organization to meet the needs of its members.

The cognitive approach (providing knowledge) focuses on career planning and staff development, including the lowest levels of the hierarchy, on the existence of a system of proposals for improving the activities of the organization and each of its members, strategic focus, informal leadership models.

The symbolic approach implies the presence in the organization of a special language, symbolic activities (actions), special ceremonies, a fixed history of the organization, legends, symbolic figures (people), etc.

The incentive approach draws special attention of organizations to the system of motivating employees. In this case, the organization pays its employees the same or even higher than in other similar companies. Remuneration for the results achieved is expressed in the form of providing training opportunities, development of business and personal qualities of the staff. Each member of the organization can use the services of consultants and teachers to improve their own activities. Special programs for professional and managerial careers in the organization are being developed. It is assumed that the creation of a climate suitable for motivation largely depends on the managerial staff. A prerequisite is that training and career planning is carried out "cascade", that is, from the very top of the hierarchical pyramid down, without missing a single level.

"Culture" is a complex concept. In relation to the organization, the following are distinguished as independent areas: the culture of working conditions, the culture of means of labor and the labor process, the culture of interpersonal relations, the culture of management and the culture of the employee.

The concept of "culture" includes subjective and objective elements (see Fig. 2.).

Rice. 2. Elements of organizational culture.

Of particular importance are the subjective elements of organizational culture, since they are the basis of managerial culture, which is characterized by leadership styles, problem-solving methods and the behavior of leaders.

Organizational values are a system that any organization should have. This system includes: goals, the nature of internal relationships, the orientation of people's behavior, discipline, diligence, innovation, initiative, work and professional ethics, etc.

The core values, combined into a system, form the philosophy of the organization that answers the question of what is most important to it. Philosophy reflects the organization's perception of itself and its purpose, sets the main directions of the organization's activities, forms a position in relation to management (style, motivational principles, conflict resolution procedures, etc.) and creates the basis of its image, that is, the perception of it by others.

The rite is a standard event held at a certain time and on a special occasion.

The ritual is a set of special events (ceremonies) that have a psychological impact on the members of the organization in order to strengthen devotion to it, obscure the true meaning of certain aspects of its activities, teach organizational values and form the necessary beliefs. Employees of many Japanese companies, for example, begin their work day by singing their hymns. Rituals can be associated with membership in an organization, seeing off retirement, etc., but sometimes they turn into an end in themselves.

Images, legends and myths are an element of the sign-symbolic subsystem of culture. Myths reflect in the right light and in a coded form the history of the organization, inherited values, and images - portraits of its famous figures. They inform (who is the main boss, how does he react to mistakes; can a simple employee become a leader, etc.), reduce uncertainty, advise, teach, guide staff behavior, create role models. In many Western firms, there are legends about the frugality and prudence of their founders, who managed to get rich due to these qualities, their caring, paternal attitude towards subordinates.

Custom, as an element of culture, is a form of social regulation of people's activities and their relations, adopted from the past without any changes.

As an element of culture, the norms adopted in the organization and the style of behavior of its members - their relationship to each other, external counterparties, and the implementation of managerial actions can be considered.

Slogans are appeals that briefly reflect its guiding tasks and ideas. Today, the mission of the organization is often formulated in the form of a slogan.

Values, customs, rituals, rituals, norms of behavior of members of the organization, brought from the past to the present, are called traditions. They are both positive and negative. So, as a positive tradition, one can consider a benevolent attitude towards all new employees who come to the organization, and as a negative one, the infamous bullying.

The way of thinking of the members of the organization, determined by the traditions, values, consciousness of the members of the organization is called the mentality. It has a huge impact on their daily behavior and attitude towards their work or job duties.

Organizational culture is multifaceted. First, it consists of local subcultures of individual units or social groups that exist under the "roof" of a common culture. They can, as it were, concretize and develop the latter, can exist peacefully along with it, or they can contradict it (the so-called countercultures). Secondly, organizational culture includes subcultures of certain areas and forms of activity (relationships). It is legitimate, for example, to talk about the culture of entrepreneurship, the culture of management, the culture of business communication, the culture of holding certain events, the culture of relationships.

Each of these subcultures has its own set of elements.

Thus, the elements of managerial culture, which generally characterizes the level of organization of the socio-economic system, are: competence, professionalism, interpersonal communication skills, the way of organizing production, performing labor functions, technology of management and information support, office work technique of personal work, etc.

The culture of managing an organization is based on the ability to organically combine and direct the development of local cultures that are formed in divisions and branches. The culture of the administrative apparatus and the production core must not be forcibly imposed on all other subdivisions. A much more productive approach is the development of shared values and the formation of key provisions of the organizational culture with their help, showing all employees their pragmatic usefulness for the entire organization. Thus, the goals and values of the employees and the organization must match. This is the key to their effective operation. Otherwise, conflict in the team increases, which can lead to its degradation and collapse, and the possibility of a counterculture appears.

Therefore, managers must know the causes of organizational countercultures and be able to anticipate their emergence. Among organizational countercultures, there are direct opposition to the values of the dominant organizational culture, opposition to the established power structure in the organization, as well as opposition to patterns of relationships and interactions supported by the dominant culture.

The main reasons for the emergence of these countercultures in the organization are:

the discomfort experienced by its employees due to the lack of the moral and material rewards they expected;

inability to get job satisfaction due to its low attractiveness; restrictions that exist in the field of career development of employees;

an organizational crisis or a change in the strategy of activity, necessitating a change in habitual models and patterns of behavior, as well as insufficient help and support from colleagues; changes in the form of ownership and status of the organization, leading to a redistribution of power and influence in it.

As an attribute of the organizational system, organizational culture is influenced by the environment. The external environment of organizations can be considered both as a source of threats to it and as a source of opportunities.

The negative impacts of the external environment on the organization and its culture include:

the lack of a clear geopolitical doctrine of the state;

lack of stability in the socio-economic sphere;

the process of criminalization of economic and other spheres of public life;

lack of legality due to the imperfection of the legislative framework, as well as the low legal culture of the main state and public institutions;

the absence or weak development of the main institutions that ensure the functioning of the market infrastructure of the economy (an independent banking system headed by the National Bank, various exchanges, a developed system of insurance and legal services, the virtual absence of a land market, an undeveloped legislative base in a number of areas of economic law, etc. ).

Positive environmental influences include:

the presence of a sufficient number of highly skilled super cheap labor force;

a huge number of intellectual developments awaiting their implementation in the scientific and educational centers of the republic;

underdevelopment of the market for intellectual services, the tourism and entertainment industry, waste processing;

minerals, among which are gold and diamonds, as well as flax, vegetables and fruits;

underdevelopment of the entire transit infrastructure and services providing it;

the opportunity to start a business in the free economic zones of the euroregion, business incubators and technology parks;

the opportunity to implement the company's diversified activities in socially significant areas - environmentally friendly food, goods and services;

the availability of cheap and sufficiently high-quality education in universities.

Since organizations for the most part cannot change the conditions of their macro environment, they are forced to survive and adapt to it.

1.2 Functions and types of organizational culture

In relation to the organization, culture performs a number of important functions:

The security function is to create a barrier from unwanted external influences. It is implemented through various prohibitions, "taboos", restrictive norms.

The integrating function forms a sense of belonging to the organization, pride in it, the desire of outsiders to join it, which is extremely important for solving personnel problems.

The regulatory function maintains the necessary rules and norms for the behavior of members of the organization, their relationships, contacts with the outside world, which is a guarantee of stability, reduces the possibility of unwanted conflicts.

The adaptive function facilitates the mutual adaptation of people to each other and to the organization. It is implemented through general norms of behavior, rituals, rituals, through which the education of employees is also carried out.

The orienting function of culture directs the activities of the organization and its participants in the right direction.

The motivational function creates the necessary incentives for this. It is known, for example, that great goals awaken activity in people, the desire to achieve them, self-realization.

The function of forming the image of the organization, that is, its image in the eyes of others. This image is the result of people's involuntary synthesis of individual elements of the organization's culture into some kind of elusive whole, which, nevertheless, has a huge impact on both emotional and rational attitudes towards it.

Culture permeates the process of management and organization from beginning to end, plays a huge role in organizing communication, determining the logic of thinking, perception and interpretation (giving individual meaning to observations and establishing a connection between them) of information.

According to the place of organization and the degree of influence on it, several types of cultures are distinguished:

An indisputable culture is characterized by a small number of core values and norms, but the requirements for orientation to them are rigorous. But the values and norms themselves, if necessary, are consciously adjusted. Such a culture, which does not allow spontaneous influence both from outside and from within, is closed (the closedness of a culture is an unwillingness to see shortcomings, to take dirty linen out of the hut, the desire to maintain an ostentatious unity). A closed culture suppresses the staff and becomes a decisive moment of motivation.

A weak culture contains practically no corporate values and norms; each element of the organization has its own, and often contradictory. The norms and values of a weak culture are easily amenable to internal and external influence and change under its influence. Such a culture separates the participants in the organization, opposes them to each other, complicates the management process and ultimately leads to its weakening.

A strong culture is open to influence both from within and from without. Openness implies openness and dialogue between all participating organizations and outsiders. She actively assimilates all the best, no matter where it comes from, and as a result only becomes stronger.

The strength of culture is determined by three points: the depth of its penetration into organizational relations; breadth of distribution and degree of coverage of members of the organization; clarity of stated priorities.

A very strong culture also carries a danger to the organization, because if it is necessary to replace it with another or develop it, it resists due to the inertia of habits acquired by members of the organization and learned behaviors. Therefore, it is desirable to have a moderately strong culture in the organization and maintain it with the help of organizational culture support methods (Fig. 3.).

In the presented figure 3. methods are summarized in six main groups:

First group. By clearly highlighting their daily zones, objects, objects of attention, assessments and forms of control, managers thereby indicate to their employees the priorities of their activities.

Second group. Management's response to crises indicates to workers the priorities they have. For example, they will reduce the number of staff, shorten the working day or retrain workers and keep their jobs.

Third group. Role modeling, education and training of employees should be carried out as part of programs for continuous improvement of their qualifications, as well as in work situations to consolidate the standards of organizational culture.

Fourth group. The criteria for awards and statuses are clearly formulated approaches to motivating employees, which allows you to show what kind of results and patterns of behavior the organization expects from them.

Fifth group. The criteria for selecting, promoting and firing employees, communicated to them, starting with the hiring procedures, are the main way to maintain the organizational culture within the developed patterns.

Sixth group. Traditions, rituals and symbols used by the organization during holidays, anniversaries, solemn ceremonies, representative meetings, exhibitions, during the organization of advertising campaigns, etc., demonstrate the specifics of the organizational culture to the fullest extent possible, having great educational value for employees who feel their ownership firm.

The development of an organization in time and space is accompanied by the need to make changes to the existing organizational culture so that it can ensure the implementation of a changing strategy of activity. At the same time, the methods of changing organizational culture are closely interconnected with the methods of maintaining it. The main ones are:

change of objects and objects of attention of managers;

changing the style of conflict or crisis management;

redesigning service roles and changing priorities in training programs;

restructuring of personnel policy and career planning of members of the organization;

change in organizational symbols and "rites".

The culture of modern Western organizations is characterized by an orientation towards social responsibility, that is, benefiting society through the use of profits and participation in solving a wide range of social problems.

Until the 30s. In the 20th century, it was believed that firms had the right to take into account only their own interests, which justified their desire to maximize profits. Then, under pressure from trade unions, they began to deal with the problems of their workers: wages, working conditions, pensions, social benefits. From the 60s. social responsibility began to spread to the whole society.

The modern concept of social responsibility includes: orientation of the organization to promising social interests; reimbursement of society's costs in the long run (for example, environmental costs) and optimization of prospective profits; involvement of personnel in the development of areas of social responsibility; preservation of the organization's capital as an element of social wealth.

The following types of social responsibility are distinguished:

Firstly, economic, which consists in maximizing revenues, and hence taxes, coming to the budget, providing society with goods and services at reasonable prices and well-paid jobs.

Secondly, legal responsibility, expressing the obligations of the company to comply with the law. Fulfillment of legal obligations in the field of economy serves the long-term interests of the development of the company.

Thirdly, ethical responsibility, manifested in the worthy behavior of the organization, its observance of accepted norms, which may correspond to existing official legal standards, and may exceed them.

The interaction between management and organizational culture is not simple. First, managers can act strictly within the framework of the culture. If the latter is progressive, then the actions will surely be successful. But the backwardness of the culture will lead to the fact that the effectiveness of the management process will be low, because the necessary changes will be ignored or blocked.

Secondly, managers can go "through", ignoring the established culture. Even if these actions are carried out in the right direction, they will be resisted by habits and traditions and are unlikely to be particularly successful.

Thirdly, it is possible to act partly within the framework of culture, but in necessary cases - in defiance of it. Here it is necessary to take into account the compatibility of changes and culture and, if possible, not to "go too far".

Fourth, if the necessary managerial steps are completely incompatible with the culture, but are urgent, the question arises of transforming the established culture. This requires a clear strategy and a good understanding of the possible obstacles and difficulties along the way.

1.3 Types of organizational and managerial culture

Organizational culture is heterogeneous and has different manifestations. According to the nature of its manifestation, the main types are distinguished: bureaucratic, guardian, praxeological and entrepreneurial culture (Fig. 4).

Bureaucratic culture (Administrative) is manifested in the external regulation of all aspects of the organization's activities in order to achieve stability; total control, formal rules, procedures, hierarchy; a clear division of labor; assessment of personnel according to formal principles and criteria. The source of power, concentrated in the hands of the leadership, here is property, technical knowledge. Culture guarantees security to people, relieves conflicts.

Guardianship culture is based on a favorable moral and psychological climate, cohesion, morality. Its features are group norms and values, the informal status of employees, their wide contacts, personal activity, mutual understanding, harmony of relations. Culture guarantees staff stability, development, participation in the affairs of the organization.

Praxeological culture is based on plans, goals that are a means to achieve the desired results, vertical exchange of information, rationality, concern for the fulfillment of tasks, evaluation of the employee's performance based on results. The main figure is the leader, but delegation of authority and targeted management are allowed. The culture is focused on satisfying needs at the expense of profitability and performance.

Entrepreneurial culture is changeable, mobile, oriented outside the organization, to the future, supports innovation and creativity, entrepreneurial spirit of the staff, guarantees the satisfaction of the needs of employees in development and earnings, which attracts many people who are evaluated by the intensity of their efforts. Management is based on the leader's charisma, faith in his knowledge and experience, and joint participation in creativity.

The bureaucratic culture is a "hard" form of manifestation of the management culture, in turn, the entrepreneurial culture is mobile and flexible. Comparative characteristics of two oppositely directed types of organizational culture are presented in Table 1.

Of particular importance is the consideration of the types of one of the components of organizational culture - managerial culture. The most well-known typology includes: power culture, tasks, personality and role culture.

The culture of power. Its essential point is personal power, the source of which is the possession of resources. Organizations professing such a culture have a rigid structure, a high degree of centralization of management, a few rules and procedures, are authoritarian, suppress the initiative of employees, exercise total control over everything. Success is predetermined by the qualifications of the leader and the timeliness of identifying problems. All this allows you to quickly make and implement decisions in a highly competitive environment. This culture is typical for newly formed commercial structures.

role culture. This is a bureaucratic culture based on a system of rules and instructions, characterized by a clear specialization, distribution of roles, rights, duties, responsibilities, specialization of participants. Everything that ensures administrative success. It is inflexible, non-innovative and ineffective in the face of change. The source of power here is the position, not the individual qualities of the leader. Such a management culture is characteristic of large corporations and government agencies.

Table 1.

Comparative Characteristics of Organizational Culture

Organizational variables	bureaucratic culture	Entrepreneurial culture
Control system	From outside	From within
Property Relations	Process Owner	Property owner
Relationships to Opportunities	Waiting for the moment	Leads the search
Preferential decision	Rational-logical	intuitive
Delegation of authority	Centralization	Decentralization
Organizational structure	Hierarchical	Network (horizontal)
Relations of subordination	"Adult - Child"	"Adult - Adult"
Organizational focus	Per organization	per person
Production strategy	Cost reduction	Product differentiation
Organizational variables	bureaucratic culture	Entrepreneurial culture
Main goals	Performance	Efficiency
Management approach	Systemic	situational
The work is designed with	Integrations	autonomy
Completing of the work	According to the rules	Creative
Ongoing changes	Modification	Radical
Foundation Course action	Do the right thing	Do the right thing

Task culture. This culture is adapted to managing extreme conditions and constantly changing situations, so the focus here is on the speed of solving problems. It is based on cooperation, collective development of ideas, common values. Power rests here on competence, professionalism, and possession of information. This is a transitional type of management culture that can develop into one of the previous ones. It is characteristic of design or venture organizations.

The culture of personality. It is associated with an emotional beginning and is based on creative values, uniting people not to solve official problems, but to achieve individual goals. Decisions here are made on the basis of consent, so the power is coordinating.

It is believed that at the stage of the inception of the organization in its management is dominated by a culture of power; the growth stage is characterized by role culture; the stage of stable development - the culture of the task or the culture of the individual; in a crisis, a culture of power is preferable.

1.4 Influence of culture on organizational performance

The influence of culture on organizational performance is determined primarily by its compliance with the overall strategy of the organization. There are four main approaches to resolving the problem of incompatibility of strategy and culture in the organization:

1) a culture is ignored that seriously impedes the effective implementation of the chosen strategy;

2) the management system adjusts to the existing culture in the organization; this approach is based on the recognition of existing cultural barriers to the implementation of the desired strategy, and the development of alternatives to "bypass" these obstacles without making major changes to the strategy itself. Thus, during the transition from a mechanistic to an organic organization scheme at many manufacturing enterprises, for a long time it is not possible to change the organizational culture at the assembly sites. In this case, this approach can help to solve the problem;

3) attempts are made to change the culture so that it is suitable for the chosen strategy. This is the most complex approach, taking a lot of time and requiring significant resources. However, there are situations where it can be central to the firm's long-term success;

4) the strategy is changed in order to adjust it to the existing culture. In general, there are two ways in which organizational culture influences the life of an organization.

First, as shown above, culture and behavior mutually influence each other. Second, culture influences not so much what people do as how they do it.

There are various approaches to identifying a set of variables through which the influence of culture on the organization can be traced.

Typically, these variables form the basis of questionnaires and questionnaires that are used to describe the culture of an organization. The set of variables chosen by management for analyzing the organization can be directly related to the level of organizational interaction: organization - external environment; group - group; individual - organization. At the same time, for each level (individual, group, organization), both the effectiveness of their functioning from the point of view of the interests of the organization and satisfaction can be measured. In addition, each of these groups of variables can be considered in terms of time, i.e. be predominantly short or long term oriented.

1.5V. Cate model

V. Sathe identified seven processes through which culture affects organizational activity:

1) cooperation between individuals and parts of the organization;

2) decision making;

3) control;

4) communications;

5) loyalty to the organization;

6) perception of the organizational environment;

7) justifying their behavior.

At the same time, the first three processes correspond to the first, superficial level of organizational culture or patterns of organizational behavior, and the next four correspond to the second, internal level, which has a "value" basis. How these processes proceed depends on the effectiveness of the functioning of the organization.

The influence of culture on decision-making is carried out through shared beliefs and values that form a stable set of basic assumptions and preferences among members of the organization. Since organizational culture can help minimize disagreement, the decision-making process becomes more efficient.

The content of culture also influences the content of communication. Some organizations value open communication, while others value it the other way around. An individual feels committed to an organization when he identifies with it and experiences some emotional connection with it. A strong culture makes strong the individual's identification and feelings towards the organization. Also, employees can step up their actions in an effort to help the organization.

An individual's perception of organizational reality, or what he sees, is determined to a large extent by what his colleagues who share the same experience say about what they see. Culture influences this process by providing organizational members with a common interpretation of their experiences. In organizations that place a high value on timely customer service, the perception of a lack of resources to work with will not be interpreted as a need to change an established customer disposition. Otherwise, the client may be seriously harmed. Culture helps people in an organization act meaningfully by providing justification for their behavior. In companies where risk is valued, a person takes it, knowing that in case of failure he will not be punished and that lessons will be learned from the failure for the future. Actions thus justified reinforce existing behavior, especially when it fits into the situation. This process is a source of funds for changing the culture itself. Because people use culture to justify behavior, it is possible to change culture through change in behavior. However, for this process to be successful, it must be ensured that people cannot justify their new behavior by "old" culture.

1. 6T. Peters - R. Waterman model

The authors of the well-known bestseller "In Search of Successful Management" T. Niger and R. Waterman discovered the relationship between culture and success in the work of the organization. Taking successful American firms as a model and describing management practices, they “deduced” a set of beliefs and organizational culture values that led these companies to success:

1) faith in action.

2) communication with the consumer;

3) encouragement of autonomy and entrepreneurship;

4) considering people as the main source of productivity and efficiency;

5) knowing what you manage;

6) do not do what you do not know;

7) simple structure and few management staff;

8) the simultaneous combination of flexibility and rigidity in the organization.

Faith in action. Communication with the consumer. For successful companies, the consumer represents the focus of their work, since it is from him that the main information for the organization comes. Customer satisfaction is at the core of the organizational culture of such firms.

Autonomy and entrepreneurship. Companies struggling with lack of innovation and bureaucracy "divide" into smaller manageable units and give them, and individuals, the degree of autonomy needed to be creative and take risks. This cultural norm is maintained through the dissemination of legends and stories about their own heroes within the organization.

Know what you are in control of. In accordance with this deeply rooted cultural norm, successful companies are considered to be managed not from behind the 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. Don't do what you don't know. This position belongs to the category of one of the important characteristics of the culture of successful firms. These firms do not recognize diversification away from the core business. 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 its results. According to this cultural value, managers are more focused on the level of performance of their subordinates, rather than on the growth of their staff. Simultaneous flexibility and rigidity in the organization. The paradox of this attribute of the organizational culture of successful companies is resolved as follows. High organization in them is achieved due to the fact that all employees understand and believe in the values of the company. This tightly connects them with the company and integrates them into it. Flexibility is ensured by minimizing "management" interventions and minimizing the number of regulatory rules and procedures. Innovation and risk-taking are encouraged. As a result, a rigid structure of shared cultural values makes possible a flexible structure of administrative control.

1. 7T. Parsons model

In a more general form, the relationship between culture and the results of the organization's activities is presented in the model of the American sociologist T. Parsons1. The model is developed based on the specification of certain functions that any social system, including an organization, must perform in order to survive and succeed. The first letters of the English names of these functions in the abbreviation gave the name of the model - AGIL: adaptation (adaptation); goal-seeking (achieving goals); integration (integration) and legiacy (legitimacy).

The essence of the model is that for its survival and prosperity, any organization must be able to adapt to constantly changing environmental conditions, achieve its goals, integrate its parts into a single whole, and, finally, be recognized by people and other organizations. This model proceeds from the fact that the values of organizational culture are the most important means or tools for performing the functions of this model. If the beliefs and values shared in an organization help it to adapt, achieve its goals, unite and prove its usefulness to people and other organizations, then it is obvious that such a culture will influence the organization in the direction of success.

Chapter 2. Analysis of the corporate culture of CJSC "Trest No. 88"

CJSC "Trest No. 88" is a general contracting construction organization that performs a whole range of works:

capital construction, repair, reconstruction and technical re-equipment:

Industrial buildings and structures;

Housing and social facilities;

production of building industry products:

Ready-mixed concrete and mortar, prefabricated concrete products;

Manufacture of metal structures, reinforcing products;

maintenance of transport equipment, transportation of building materials, metal structures, mechanization of construction works.

In the city of Nizhny Tagil, through the efforts of trust No. 88, more and more new facilities are being built, including schools, kindergartens, residential buildings and many others, the trust also restores cultural values and repairs roads in the Dzerzhinsky district.

2.1. General characteristics of the activities of CJSC "Trest No. 88"

The history of the emergence and development of CJSC Trust No. 88 is closely connected with the current history of OJSC NPK Uralvagonzavod, since initially the trust was mainly engaged in industrial construction of facilities for this enterprise.

A few years later, the office was transformed into construction and installation trust No. 88. At that time, active construction was carried out: along with workshops for OAO NPK Uralvagonzavod, roads, residential buildings, and public utilities were built.

Today the enterprise is one of the best construction enterprises in Tagil. Among construction organizations with the volume of contract work from 500 to 1000 million rubles. the trust ranks 22nd in the Russian Federation.

Currently CJSC "Trest No. 88" is the general contractor at the largest construction sites for industrial and residential purposes, coordinates the work of numerous specialized organizations, performs the entire cycle of work until the facility is delivered on a turnkey basis.

The organizational and legal form of Trust No. 88 is a closed joint stock company.

The executive director reports to the heads of the legal department, the personnel department, the chief accountant, the office manager, as well as the heads of subsidiaries.

The target audience of CJSC "Trest No. 88" is concentrated not only in the Dzerzhinsky district, but also in other areas of the city of Nizhny Tagil.

The primary audience is the people who need to be influenced first and whose behavior needs to be changed. These are real and potential partners and clients of the company.

The secondary audience includes influencers who can influence the primary audience. These are all kinds of specialists in this industry, as well as representatives of the authorities in our city.

The tertiary audience refers to organized groups that influence the target audiences discussed above. These are various unions and associations of specialists in the field of construction, as well as the jury of various competitions.

In addition to all the above target audiences, there is another type of it, work with which is carried out everywhere and is one of the priority areas of the PR concept of the enterprise. This is an internal target audience - directors, leading specialists of the trust and ordinary employees.

Employees of the enterprise are one of the main directions in the corporate culture of the organization. The management of Trust No. 88 traditionally does everything to provide its employees with the most optimal working conditions, all types of moral and material incentives for their initiative and achievements in work. For example, in terms of average wages, the trust is in first place among related enterprises in the industry. Attracting young professionals to master innovative technologies and the continuity of traditions and generations are two complementary areas of the trust's work.

Competitors of CJSC "Trest No. 88", depending on the field of activity, can be divided into:

· competitors in the field of capital construction and reconstruction of objects of OAO NPK Uralvagonzavod (due to the specifics of production in this area, Trust No. 88 has few competitors, and first of all it is Trust Tagilstroy);

· competitors in the field of capital construction of housing and social facilities (in this area, Trust No. 88 has much more competitors than Trust Tagilstroy, Tagil Construction Company, Soyuz-NT Construction Company).

However, a significant advantage that distinguishes Trust No. 88 from others is the longevity of its existence and the vast experience accumulated during this time, which allow performing construction work more efficiently, efficiently and in a much shorter period than other enterprises.

Therefore, in relation to competitors, the corporate culture of the organization suggests positioning CJSC "Trest No. 88" as an organization with huge capacities and experience in this area, which is fully responsible for the proposed work to clients. Another area of work with competitors is the offer of partnership in the construction of particularly significant facilities with a large amount of work in a short time.

However, one of the most important conditions for achieving the goals set for the enterprise is the formation of a strong corporate culture and a healthy climate in the team. Therefore, in addition to the factors influencing the formation of a corporate culture, it is necessary to analyze the current corporate culture in the organization in order to determine its strengths and weaknesses and develop appropriate recommendations.

2.2. Analysis of the current corporate culture of the enterprise

The corporate culture of CJSC "Trest No. 88" has been developing for many years and has repeatedly undergone changes. It includes the mission, vision and corporate philosophy and comes down to the corporate social responsibility of the organization to its customers, employees and society as a whole. Let's take a look at some of its main components.

The mission of Trust No. 88 can be expressed in the following words: “With care for those around us, we strive to create new buildings and structures with high quality and efficiency so that each person can live in them better than yesterday and today.”

This proposal reflects the key aspirations of the Trust:

Attentive attitude to the wishes of the client,

Caring for our own employees, their working conditions and their safety,

Responsibility for the work done and its results to the population of Nizhny Tagil

The fulfillment of all these requirements implies speed, quality, high technical level of construction, which is also indirectly reflected in the above mission statement.

The strategic goal of the organization, or vision, reflecting the description of Trust No. 88 in the future, is to achieve a leading position in Tagil in the construction and reconstruction market.

The strategic goal of the company is realized with the help of three key areas, which are quite well balanced in this company:

1. The first direction ("image") is aimed at the long term and is reduced to the formation of a favorable image of the company, which is created over the years and increases its value gradually.

2. The second direction ("customer base loyalty") is important for the company's value growth process in the medium term. Customer loyalty is created within one to two years after the launch of the loyalty program, and during the same period it can be lost if subsequent measures to maintain customer loyalty are ineffective.

3. The third direction (“profitability”) clearly operates on a short-term horizon, since financial indicators are by their nature turned “to the past”, and therefore can be considered as evidence of an increase in the company's value only in the nearest time after the reporting period.

The implementation of professional activities of CJSC "Trest No. 88" is carried out only in accordance with applicable laws and established standards.

The corporate culture of the company is based on the value of labor traditions and excellent personnel, as well as competition with industry leaders due to the professionalism of the people working in the Trust, non-standard solutions and focus on results. This culture is an advantage of Trust No. 88, which guarantees some stability to the team, which allows employees to be "confident in the future" and work even more efficiently.

In the most general form, the main principles of corporate philosophy can be represented as follows:

· Reliability and quality of all work performed: we apply advanced technologies in the construction of industrial and civil facilities, carefully select all building materials and components, and ensure constant quality control at all stages.

· Openness: we carefully listen to the opinions of our customers, our partners, suppliers and our employees, because we respect the goals of other people and are always open to dialogue.

· Responsibility: we feel responsible for the work done to the public, as well as to each other.

· Continuity: by attracting young specialists to cooperation, we honor the glorious labor traditions of our trust and form the continuity of generations.

· Creative approach to work: involving each employee in creativity, we are always ready to accept fresh ideas and unexpected solutions, considering the introduction of innovations as one of the priorities of the organization.

The company's management strives to maintain the positive elements of the corporate culture, since in addition to business benefits, they contribute to the health of employees. It has become a good tradition to hold annual corporate celebrations of significant events in the life of the Trust, in which employees participate, which helps to maintain cohesion and unity in such a large team.

All employees of CJSC "Trest No. 88" must have the following skills:

Be able to organize your work (plan things and monitor results, determine priorities in business);

Self-motivation and self-learning (the key to a good mood and excellent success);

Knowledge of customer service technology

Deep knowledge in the field of construction and reconstruction;

Knowledge of business fundamentals.

Thus, the most important thing in the work is to understand and understand the needs of the client: to find a compromise between his needs and capabilities, to connect them with the realities of the existing market. It is important to meet the client's expectations in order to achieve the desired result.

With the help of the methods discussed earlier, an analysis of the existing corporate culture of CJSC "Trest No. 88" was carried out.

The overall assessment of the corporate culture of the enterprise is “good”. It cannot be defined as "excellent" ("strong") for the following reasons.

· There is no clearly developed regulatory framework for corporate culture: a corporate code, a code of conduct for employees, a code of customer relations, etc.

· Programs of indirect material interest are not implemented, which causes some dissatisfaction with the work of some employees.

· There is no well-established periodic reporting on the state of affairs and further actions from superiors to subordinates, which causes distrust and tension of the latter.

But the corporate culture of CJSC Trest No. 88 cannot be defined as “unsatisfactory” (“weak”) for the following reasons.

· There is a clearly defined mission, strategy and core values that are supported by the majority of employees.

· Developed the optimal organizational structure of the corporation.

· There is a developed set of collective events (celebration of the Builder's Day, competitions of professional skills), which contribute to the establishment of warm relationships between employees, and, consequently, a "healthy" corporate climate in the team.

· Presence of uniform corporate style.

Based on the analysis of the corporate culture of JSC "SK Trest No. 21", a number of recommendations can be proposed for improving the culture of the corporation.

In this case, there is no need to change the deep structure of the organization, since the mission and strategy of the corporation has already been clearly formed, and the team has a common vision of the goals of the corporation, and the optimal organizational structure of the corporation has been developed - all this helps to work effectively in the chosen areas. However, some questions remain open.

Obviously, even companies with a strong corporate culture need to constantly maintain and develop their cultural values, since environmental factors, the selection and hiring of new employees, the exclusion of employees, entering new industry positions, changing status - all this contributes to a change in corporate culture.

At the same time, it is very important to observe the gradualness and gradualness of innovations. In addition, it is equally important that the elements of the new culture do not come into direct conflict with the existing corporate value system. It is necessary that the new culture be accepted and supported by all senior leaders. Only in this case, the improvement of corporate culture will further contribute to the prosperity of the organization.

It is also important to point out that when developing and implementing a set of measures aimed at improving the QC, the following circumstances must be taken into account:

Such a volume of work can be carried out qualitatively only with the involvement of process consultants (a “fresh look” is needed, these people are not inside the corporation itself and at the same time are not bound by formal and informal production obligations to the employees of the corporation);

Involving only the specialists of the organization itself to perform this work, in principle, does not allow one to hope for the desired end result (these are the people of the system, they are already working in a given mode, there is a certain subordination, etc.).

· It is necessary to develop a clear regulatory framework for corporate culture (you need to develop your own code of corporate governance, which includes the rules of conduct for employees, partnership provisions, as well as the already existing “philosophy” of the corporation).

· It is necessary to implement programs of indirect material interest (for example, the issuance of housing subsidies, medical care, assistance with transport, etc.), that is, it is necessary to introduce developed forms of staff motivation using material and non-material incentive systems.

Creation of a staff informing standard (what information, in what form, with what frequency, through what channels and by whom should be communicated to the team), which is necessary for greater staff awareness of the plans and actions of management, and, therefore, helps to establish trusting relationships between management and subordinates and creates a sense of belonging and necessity in this work among employees.

· The practice of further implementation of a set of collective events (joint field trips, trips to the theater, excursions, joint banquets) to maintain a "healthy" climate in the team and build relationships between employees, superiors and subordinates.

Of course, these recommendations are not perfect and complete enough, since they are developed only on the basis of observations, the study of regulatory documentation, and interviews with some employees. However, their implementation may become one of the first steps on a long and difficult path to improving the corporate culture and using it to further improve the efficiency of CJSC "Trest No. 88".

Conclusion

The problem of improving management efficiency constantly arises before the leadership of any organization. These problems are especially relevant for Russian enterprises that have switched to market relations not so long ago.

Corporate culture is a set of values, principles, norms, rules of the corporation, which are shared by the majority of employees, are passed down from generation to generation and have a certain impact on the nature of the implementation of the goals of this corporation. Its structure includes such elements as artifacts, proclaimed values and basic ideas.

To describe the corporate culture, many models have been built, including the model of G. Harrison and C. Handy, the model of T. Parson and the model of G. Hofstede. There are also several types of corporate culture: feudal, “participatory culture”, joint-stock, entrepreneurial culture.

In the process of forming and implementing a corporate culture, one should take into account, first of all, such factors as the leader’s culture and national culture, the mission of the organization, the industry, the external environment, the structure and size of the organization, etc. In addition to them, it is necessary to study the principles and tasks of forming this culture in general . It is the ability to resolve the goals and objectives set for the corporate culture that determine its effectiveness, which can be measured and evaluated through various qualitative and quantitative methods.

A qualitative assessment of the state of corporate culture can be given on the basis of an analysis of real opportunities to fulfill the requirements arising from its functional role. A characteristic indicator in this case is the strength of corporate culture - a characteristic of culture that describes its stability and effectiveness in resisting other trends.

The paper also analyzed ways to improve the efficiency of a corporation based on improving corporate culture and studied the main methods of diagnosing corporate culture, namely: the method of system analysis, normative, comparative, constructive-critical methods, survey methods (questionnaires, interviews), etc.

Based on the analysis of the activities and the existing corporate culture of CJSC "Trest No. 88", the main problems were identified and recommendations for its improvement were proposed.

Summing up, it should be noted once again that corporate culture is a subtle tool in the hands of a manager, with which you can lead the organization to success, prosperity and stability, but with inept or inappropriate use, directly opposite results are possible. Therefore, it is necessary to study corporate culture, monitor its formation, improve and regulate its changes. It should become an integral part of the entire organization, be adequate to modern requirements dictated by economic and technological development, the specifics of legislation and mentality, as well as the specifics of a particular corporation, and contribute to the achievement of goals, and, consequently, increase the efficiency of the corporation.

BIBLIOGRAPHY

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a culture is ignored that seriously impedes the effective implementation of the chosen strategy;

the strategy is changed in order to adjust it to the existing culture.

In general, there are two ways in which corporate culture influences the life of an organization.

First, as shown above, culture and behavior mutually influence each other. Second, culture influences not so much what people do as how they do it.

Model V. Sate. V. Sathe identified seven processes through which culture affects organizational activity:

cooperation between individuals and parts of the organization;

making decisions;

control;

communications;

loyalty to the organization;

perception of the corporate environment;

justification for their behavior.

Faith in action. According to this value, decisions are made even in the absence of information. Postponing decisions is tantamount to not making them.

A wide range of tools that allow you to change corporate culture will only work effectively if the customer and the provider of this process use them correctly.

Diagnosis of different attitudes towards business and the way it is conducted by representatives of different national cultures (for example, Russians, Belarusians and Lithuanians);

Restructuring the organization into a self-developing and self-learning organization (the market is divided, there is fierce competition, it is difficult to attract additional external resources);

Corporate culture, its concept and impact on the effectiveness of the organization. The impact of corporate culture on business performance Corporate culture and enterprise performance

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