Organizational culture and mergers. A guide to mergers. Merger success factors

COURSE WORK

on the topic:

"Organizational culture of the company and its impact on the behavior of the organization"

Introduction

The term "organizational culture" covers most of the phenomena of the spiritual and material life of the team: the dominant material values ​​and moral norms, the adopted code of conduct and ingrained rituals, the manner of the staff to dress and the established quality standards of the manufactured product. We are faced with manifestations of organizational culture, barely crossing the threshold of the enterprise: it determines the adaptation of newcomers and the behavior of veterans, is reflected in a certain philosophy of the management level, especially top managers, is implemented in a specific strategy of the organization. Culture has an all-pervading effect on the activities of an organization. Therefore, organizational culture is a popular and relevant topic today.

In addition, organizational culture is a new area of ​​expertise that is part of the management science series. It also emerged from a relatively new field of knowledge - organizational behavior, which studies general approaches, principles, laws and patterns in the organization.

Target term paper is to study organizational culture and develop recommendations for its improvement.

Coursework objectives:

Expand the concept of organizational culture

Specify types of organizational cultures

Describe the impact of organizational culture on the organization's performance

Describe the Russian and foreign experience of the influence of organizational culture on the activities of the organization

· Give a description of CJSC "Energy Construction Company of Siberia"

Assess the financial and economic activities of the enterprise

Analyze the control system

· To study the organizational culture of CJSC "Energy Construction Company of Siberia"

The object of the course work is organizational culture.

The subject of the course work is the influence of organizational culture on the behavior of an organization, and not on its development, as exemplified by CJSC Energy Construction Company of Siberia. Since culture plays a very important role in the life of an organization, it should be the subject of close attention from the leadership. A manager can influence the formation and development of organizational culture, but for this he must be able to analyze the organizational culture and influence its formation and change in the desired direction.

The information base for writing a term paper was educational and scientific literature on organizational behavior by authors such as O.S. Vikhansky, T.O. Solomanidin, and other books. In addition, various periodicals were used: "Personnel Management", "Management in Russia and Abroad". The course work also contains practical material from ZAO Energy Construction Company of Siberia: balance sheet, profit and loss statement, statement of changes in equity, personnel reference and other data. Various tests and questionnaires were used to conduct research in the organization and identify problems.

Research methods - questioning, testing, interviews, conversation with employees of the enterprise.

Legal and regulatory framework - reporting documentation, job descriptions, organization charter.

1. Theoretical aspects of organizational culture

1.1 The concept of organizational culture and its impact on the activities of the organization

There are many definitions of organizational culture, but all definitions can be summarized as follows. Organizational culture is a set of the most important assumptions adopted by members of an organization and expressed in the organization's declared values, which guide people from behavior and actions.

Any commercial enterprise, each organization is a complex organism, the basis of the life potential of which is organizational culture: how relations are built between them, what stable norms and principles of life and activity they share; what in their opinion is good and what is bad, and a lot of what is customary to refer to values ​​and norms. Culture not only distinguishes one organization from another, but also predetermines the success of its functioning and survival in the future.

It is advisable to consider work in a modern enterprise as a group, and not individual. Hence, the conclusion is clear about the importance of the formation and use of the capabilities of the organizational culture, which gives people an idea of ​​the nature of the activity, generally accepted values, orientation and philosophy of the company. A high culture opens up the opportunity for a manager to lead through norms and values, make decisions on the ground faster, offer clear quality standards, specific criteria for self-assessments, and facilitates a comprehensive understanding of what is happening in the team. Organizational culture enriches people with a sense of confidence, pride in their company, counteracts possible exit from it, which significantly increases the stability of functioning.

There are many approaches to highlighting the various attributes that characterize a particular culture. Thus, F. Harris and R. Moran propose to consider a specific organizational culture on the basis of the following characteristics:

1. Awareness of yourself and your place in the organization... Some cultures value the employee's concealment of their inner moods, while others encourage their outward manifestations; 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 open communication differs from group to group, from organization to organization. Jargon, abbreviations, gestures vary depending on the branch, functional and territorial affiliation of organizations.

3. Appearance dressing up and presenting yourself at work... A variety of uniforms and workwear, business styles, neatness, cosmetics, hairstyle, etc. confirm the presence of many microcultures.

4. What and how people eat, habits and traditions in this area... Organization of catering for employees; people bring food with them or visit the cafeteria inside or outside the organization; food subsidies; the frequency and duration of meals, whether workers 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 time among workers; observance of the temporary schedule and reward for it.

6. Relationships between people... By age and sex, status and power, wisdom and intellect, experience and knowledge, rank and protocol, religion and citizenship, etc .; the degree of formalization of relations, support received, ways of resolving conflicts.

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

8. Faith, an optimistic attitude towards life... Belief in leadership, success, in oneself, in mutual assistance, in ethical behavior, in justice, attitude towards colleagues, towards clients and competitors, towards evil and violence, aggression, the influence of religion and morality.

9. The process of improving the employee, his training and retraining... Thoughtless or deliberate performance of work by an employee; whether employees rely on intelligence or strength; procedures for informing employees; recognition or rejection of logic in reasoning and actions; approaches to explaining the reasons.

10.Work ethics and motivation... Attitude to work and responsibility for its quality; division and substitution of work; cleanliness of the workplace; work habits; performance evaluation and remuneration; individual or group work; career advancement.

These characteristics of the organization's culture, taken together, reflect and give meaning to the concept of organizational culture.

Members of the organization, sharing faith and expectations, create their own physical environment, develop a language of communication, perform actions that are adequately perceived by others and show feelings and emotions understood by all. All this, being perceived by the employee, helps them to understand and interpret the culture of the organization, i.e. give meaning to events and actions and make meaningful in your work environment. The behavior of individuals and groups within an organization is closely linked by norms arising from these shared beliefs, expectations and actions.

Thus, the organizational culture has a great influence on the behavior of the organization: firstly, it forms a certain image of the organization, distinguishing it from any other; secondly, it is expressed in a sense of community of all members of the organization; third, it enhances involvement and dedication to the organization; fourthly, it strengthens the system of social stability in the organization. Organizational culture is a kind of social glue that helps to unite an organization by providing its inherent standards of behavior; Fifthly, it is a means by which forms of behavior and perception are formed and controlled, appropriate from the point of view of a given organization.

1.2 Types of organizational cultures

There are 4 types of organizational cultures:

"Culture of power"- in this culture of the organization, a leader, his personal qualities and abilities play a special role. As a source of power, a prominent place belongs to the resources at the disposal of one or another leader. Organizations with this kind of culture tend to have a rigid hierarchical structure. Recruitment and advancement of the hierarchical ladder are carried out quite often according to the criteria of personal loyalty. An example of power cultures can often be found in small business organizations, in companies dealing with property, trade, and finance. This structure is best thought of as a spider web. It depends on a central source of power, power comes from the center and spreads in the form of central waves. Control is carried out centrally through persons selected for this purpose, taking into account some rules and techniques, and a small amount of bureaucracy. Most of the problems are solved on the basis of a balance of influences, not on a procedural or partly logical basis. Organizations with this type of culture can react quickly to events, but are highly dependent on decision-making by people from the center. They will seek to attract people with a political inclination, power-oriented, risk-taking, and those who value security. Resource power is the foundation of power in this culture, with some elements of personal power at the center. Size is a problem for power cultures: it is difficult to combine too many activities and still maintain control. Such organizations succeed in creating organizations with a greater degree of independence while maintaining control over finances.

To get along well with the culture of power, an employee must be oriented toward power (strength), be interested in politics, and not be afraid to take risks in unsafe situations. He must be confident in himself, and not in other team members, focused on results, be “thick-skinned” enough to withstand tough competition.

"Role culture"- characterized by a strict functional distribution of roles and specialization of areas. This type of organization operates on the basis of a system of rules, procedures and standards of activity, the observance of which should guarantee its effectiveness. The main source of power is not personal qualities, but the position occupied in the hierarchical structure. Such an organization is capable of successfully operating in a stable environment. Role culture is embodied in a classical, strictly planned organization (better known as bureaucracy) that can be thought of as a temple. This type of organization is characterized by strict functional and specialized areas, such as the finance department and the sales department (its columns), which are coordinated by a narrow link of management from above. The degree of formalization and standardization is great; the activities of functional areas and their interaction are governed by certain rules and procedures that determine the division of work and power, methods of communication and resolution of conflicts between functional areas. In role culture, strength of position is the primary source of strength. Individuals are selected to play the role, personality strength is frowned upon, and the strength of a specialist is valued only in its proper place. Impact is governed by rules and procedures. The effectiveness of this culture depends on the rational distribution of work and responsibilities, and not on individuals. This type of organization is likely to operate successfully in a stable environment, with a stable market, predictable and controllable, and where the “life” of the product is long. And vice versa, role-playing culture poorly adapts to changes, poorly “realizes” the need for changes and reacts slowly to them. Role-based organization is found where production stability is more important than flexibility, or where technical competence and depth of specialization are more important than new product introduction or service cost.

The role culture gives the individual employee security and the opportunity to become a competent specialist; diligence within certain limits is rewarded by an appropriate pay scale and, possibly, by promotion within the functional area. But this culture is destructive for aspiring power-oriented individuals seeking to manage their work, for those who are more interested in results than methods. Such persons will be satisfied only by being in the group of senior managers. The role culture appears to be suitable for managers who love safety and predictability, who want to achieve a goal by performing a role rather than making outstanding personal contributions, and those who are interested in the ability to skillfully apply an adopted methodology rather than an end result.

"Culture of the task"- this type of culture is focused, first of all, on solving problems, on implementing projects. The effectiveness of organizations with such a culture is largely determined by the high professionalism of the employees and the cooperative group effect. Those who are currently an expert in a leading field of activity and who have the maximum amount of information have great power in such organizations. This culture is effective when situational market demands are central to the organization's operations. This culture is project-oriented or work-oriented, its structure is best represented as a grid, some threads are thicker and stronger than others, with power and influence located at the intersections of this grid, at the nodes. A "matrix structure" organization is one example of a task culture. The focus in this culture is on the early completion of the work. An organization with this culture tries to combine the right resources and the right people at the right level and enable them to complete the job well. The culture of the task depends on the ability of the team to improve performance and to integrate the personal goals of the employee with the goals of the organization. It is a team culture, where the result of the team is more important than individual goals, position and style differences. Influence is based more on the strength of an expert, specialist, and not on the strength or position of the individual. The influence here is wider than in other types of corporate cultures.

The culture of the task is highly adaptable. Groups, project teams or special commissions are created for specific purposes and can be reorganized, disbanded or abandoned. An organization can react quickly because each group ideally contains all the necessary elements to make decisions. Individuals find this culture to be characterized by a high degree of autonomy, performance appraisal, and easy working relationships within the group, with mutual respect based on ability rather than age or position. Therefore, the culture of the task is suitable where the life of the product is fleeting, and where the speed of reaction is important. These advantages are opposed by the difficulties of managing a large mobile organization, the difficulties associated with the creation of a rational structure, the difficulties of achieving professionalism. Management in these organizations is difficult. The main control remains with senior management, who distributes projects, people and resources, and retains little day-to-day control over work without disrupting cultural norms. This works well in a supportive environment and when resources are available to all who need them. However, if they are less accessible, senior management begins to feel the need to control performance and results, and team leaders can compete for these resources using political influence. The morale of the group drops, the work is less satisfying, and employees begin to act in their own interests. This makes it necessary to establish certain rules and procedures for work. The manager is forced to use the work execution. Thus, a task culture tends to shift to a role or power culture when resources are limited or the enterprise is performing poorly.

Most managers, of course, at the middle or lower level, would prefer to work in an organization with a culture of challenge, where the emphasis is on groups, specialist (expert) capabilities, performance rewards, and a combination of personal and group goals. This fits well with modern trends of change and adaptation, individual freedom and low status differentials, but this culture will not be suitable for all situations. A manager in such a culture needs to be flexible and confident when dealing with erratic and possibly short-term work. He or she should be prepared to be judged by results and should feel good about coordinating the work of colleagues, each of whom may be more competent than the manager, in certain aspects of the task. Everyone in the group can expect to be in control of their activities. It is assumed that this type of culture is preferred by most middle managers.

"Culture of personality"- an organization with this type of culture unites people not to solve any problems, but so that they can achieve their own goals. Power is based on proximity to resources, professionalism, and the ability to negotiate. Power and control are coordinating. This type of culture is unusual. It is not found everywhere, however, many individuals adhere to some of its principles. In this culture, the personality is at the center; if there is some structure and organization, it exists only to serve and help individuals in this organization, to promote the fulfillment of their own interests without any purpose. This culture is best thought of as a swarm of bees or a "star galaxy". Obviously, few organizations can exist with this kind of culture, since organizations tend to have some kind of corporate goals that rise above the personal goals of the members of the organization. Moreover, for this culture, control or even a hierarchy of management is impossible except for mutual consent. The organization is subordinate to the person and owes its existence to this person. An individual can leave the organization, but the organization rarely has the power to "evict" a person. Influence is distributed equally, and the basis of power, if necessary, is usually the power of a specialist: a person does what he knows how to do well, so they listen to him.

Law firms, the union of architects and small consulting firms are often “personality-oriented”. A cooperative may strive for a culture of personality in an organizational form, but as it develops, at best, it arrives at a culture of a task, but much more often towards a culture of role or power. Although organizations with a culture of personality are rare, it is often possible to encounter individuals who have a preference for personal interests and fit this type of culture, but work in more typical organizations (consultants in hospitals, architects in local councils). They have little devotion to their organization and see it as a place to do their own business with some benefit to the employer. Such personalities are not easy to manage. As a specialist, it is easy for them to find another job; the power of position, not backed up by the power of resources, does not work. These individuals do not recognize the power of experts and do not submit to the power of coercion. Only the strength of the personality remains, but it is generally difficult to influence such people. In addition, they are usually not influenced by group norms and relationships with colleagues, which could moderate their personal ambitions.

Perhaps no manager would be happy working in an organization with a culture of personality. These “personalities” would seem to be literally unmanageable, but even in a culture of personality, people need means to achieve their goals, and the person who controls access to these means may exert some pressure and insist on foster care for the use of these resources.

But it should be noted that two or more of these cultures can exist in one organization along with subcultures, they all complicate the life of the organization, are sources of anxiety, joy, disappointment and opportunity for those who work there.

Strong and weak culture. It is necessary to distinguish between strong and weak culture. Strong culture characterized by the main (core) values ​​of the organization, which are intensively supported, clearly defined and widely disseminated. The more members of the organization who share these core values, recognize the degree of their importance and are committed to them, the stronger the culture. Young organizations or organizations characterized by a constant rotation of opinions (concepts) among their members have weak culture... Members of such organizations do not have sufficient shared experiences for the formation of generally accepted values. However, not all mature organizations with a stable workforce are characterized by a strong culture: the core values ​​of the organization must be maintained at all times.

Successful organizations have their own culture that leads them to achieve positive results. Organizational culture allows you to distinguish one organization from another, creates an atmosphere of identification for members of the organization, generates commitment to the goals of the organization; strengthens social stability; serves as a controlling mechanism that guides and shapes employee attitudes and behavior.

1.3 Foreign and Russian experience of the influence of organizational culture on the activities of the organization

Foreign organizational culture begins with the situation within the company: with the culture of relationships between personnel of different levels among themselves and with the management, with respectful attitude of the bosses to their subordinates, with the recognition of their merits by the company and reward for achievements.

The organizational culture management process is divided into two key points:

– Performance and consensus - top management must clearly articulate what they want the culture of the organization to be. It must then demonstrate its willingness to work in accordance with the agreed vision;

– Communication- employees need to understand and discuss the rationale for cultural change.

One of the striking examples of the influence of organizational culture on the activities of an organization is the experience of British Airways. British Airways has decided to change the culture of the company. The main area of ​​change turned out to be passenger service, and the key to success in this business is to make employees feel confident in themselves and their company, by improving the social and psychological climate in the team. Caring for passengers required new skills among British Airways employees that had not been developed before.

The culture change program was divided into three parts:

1. A two-day intensive workshop for personnel who are in contact with passengers. The purpose of the seminar is to get people to think about the importance of serving passengers. The seminar addressed such problems as: how important is the mutual assistance of employees for good passenger service, who is in charge of passengers' problems, how important is the language of gestures and facial expressions in interpersonal contacts, etc. All 40,000 employees studied this program;

2. One Day - A one-day event dedicated to helping all staff understand their dependence on each other in their work. Approximately 30,000 people attended the event;

3. First of all - people management - an event for managers, designed for five and a half days. Managers had to learn the following concepts:

· Urgency... This term means that the leader by his actions must be ahead of events, not react passively to what is happening;

· Vision, which means having a picture of the entire building in your head at the moment when the cement is just being mixed. In other words, managers must work here and now as they mix the cement, keeping the focus of attention on the consequences, figuratively speaking, of the entire construction process;

· Motivation, which stands for results-based management. It is necessary to be able to engage people with work so that they can effectively carry out the tasks assigned to them;

· Confidence... It gives a person confidence when he works alone, and inspires the group when people work together, gives employees the opportunity to make their own decisions;

· A responsibility for the work done. In addition, British Airways has introduced a new mentoring-based performance appraisal scheme that has brought the work of the manager into the spotlight.

These events held at British Airways had a noticeable positive impact on its activities: an increase in the number of people using the services of this organization, an improvement in the quality of service, the interest of the company's employees in their work, and therefore, an increase in labor productivity, an increase in the efficiency of the company as a whole. ...

Another example of a change in corporate culture is the experience of the ICL corporation. ICL's Cultural Change Agenda was spawned by a new manager who said, “I gradually realized that I did not have the leverage to put my strategic views into the souls and minds of the organization's members in a way that shared their commitment. I was completely disappointed - hundreds of people, all working diligently, and no one obeying the instructions. " After this speech, the direction of the company's work was significantly changed. ICL soon developed into the largest information technology manufacturer in Europe, focused on specific markets, and rose to prominence as a systems integrator with a reputation for excellence. Here are the basic principles she followed:

1) Ensuring the openness of the system - giving consumers more freedom to choose manufacturers and creating guarantees for the future;

2) Organizational flexibility - the ability to respond to a rapidly changing market;

3) Focusing on systems and solutions aimed at satisfying customer needs in order to create real added value;

4) Changing the way of thinking of people, as a result of which they learned to make independent decisions.

By the way, practically all elements of the modern concept of "organizational culture" were used in the Soviet era and in our country: subbotniks with music, songs, vegetable bases, May demonstrations and trips out of town, "for potatoes", etc. The goals are the same as those of the capitalist Ford: to improve the quality and intensity of labor, to tie it to the place of work. Even in accordance with the criteria of corporate culture, tasks were set before people, but in a cut with it - tasks are absolutely unrealistic: to catch up and overtake all the same America, from each according to his ability - to each according to his needs.

In Russia, the concept of "organizational culture" in the theory and practice of managing an organization has not been practically used until recently. However, this does not mean that there are no organizations with a developed corporate culture in our country. As a rule, many rather large organizations with a long history of existence and a large number of employees have a developed culture. There are many such enterprises in mechanical engineering, energy, manufacturing and other leading sectors of the economy.

Let us turn to the experience of the influence of organizational culture in two organizations operating in Russia. The first of them is the international air parcel delivery company DHL, which has been operating in Russia for 15 years. As her HR managers say, the main thing for the company is for each employee to feel like a part of the team, to work for the overall success of the company, which is more important for people than recognition of the bosses. Sports are not forgotten either. Each DHL branch in different countries has its own football team, employees play in it: whoever can and wants, without coercion. The championship of the company's teams is regularly held in Holland. The Russian team once became the champion of DHL. Amateur football players come to the competitions with their own support groups. These are female colleagues. They must not only acquire the appropriate flags, but also prepare an original program for participation in the fan competition. It is not surprising that married couples have already formed in the Moscow branch of DHL. Each New Year the company organizes parties for its employees and, separately, parties for their children.

A favorable atmosphere within the company helps people to cope more easily with external adversities, today's general difficulties in the country. This is about morale. Now about the material. DHL has a high prestige in the world market, in Russia it works no less successfully, so it has no right to treat its employees under underestimated standards. The company's social package includes hot meals and medical insurance - today, a considerable help for the family budget. It must be said that the company did not abandon them even in difficult times, after the August crisis. Of course, such moments as a company car and salary are clearly differentiated, but the company has also developed a system of bonuses and rewards for excellent work: a person is directly made clear that he is needed. And such an employee respects himself and his colleagues, which in itself minimizes production conflicts. Again, savings for the company - it is estimated that they cost the company tens of thousands of dollars.

The second organization with an extremely developed and unique corporate culture with a long history is the Moscow State University named after M.V. Lomonosov. Within the culture of this organization, you can find all the possible elements of the manifestation of the values ​​of the organization that can only be imagined. The corporate culture of MSU has been supported by the members of this organization for almost two and a half centuries and is perfectly adapting to modern conditions.

At present, in the domestic theory and practice of management, interest in the study of organizational culture has become more active. Scientists and specialists more often pay attention to the culture of the organization, giving it a special place in the management activities of all levels. Thus, organizational culture is one of the basic elements that influences the behavior of any organization and is necessary for the correct understanding and management of organizational behavior.

2. Management analysis of the activities of CJSC "Energy Construction Company of Siberia"

2.1 Characteristics of CJSC "ESKS"

Full corporate name: Closed Joint Stock Company Energy Construction Company of Siberia

Location: 650099, Kemerovo, Kuznetskiy Ave., 17.

Date of state registration: July 26, 2001

State registration certificate number: 39329

The body that carried out the state registration: Novosibirsk City Registration Chamber.

The form of ownership is private. The founder of CJSC Energy Construction Company of Siberia is OJSC Industrial Investment Company, which owns 100% of the shares. Authorized capital CJSC Energy Construction Company of Siberia is 100,000 (one hundred thousand) rubles, which consists of 40 (forty) ordinary registered uncertified shares with a par value of 2,500 (two thousand five hundred) rubles each.

According to the charter of the Company, the main activities are:

- construction and installation work;

- engineering services;

- services for electrical and radio communications;

But priority is given to the implementation of construction and installation work at the enterprises of the energy complex. The main customer of CJSC ESKS is OJSC Kuzbassenergo. The company carries out the construction and reconstruction of buildings and structures for CHP and TPP, construction and reconstruction of ash dumps, construction, reconstruction and overhaul of heating networks, construction and reconstruction of power lines, as well as the production of metal structures and non-standard equipment.

In addition to the main activity, the Company carries out the sale of goods and materials, rental services, the provision of general contracting services

The main goal of the Company is to make a profit. In accordance with the set task, the Company in the period 2001-2005. carried out different kinds activities, striving to achieve a level of profitability that ensures stable profit in the amount necessary for a stable financial position.

2.2 Analysis of the financial and economic activities of CJSC "ESKS"

A financial and economic analysis of the activities of any enterprise is the basis for identifying trends and problems in its activities, it allows making effective management decisions, and also serves as the basis for developing recommendations for improving management at the studied enterprise. Therefore, it is necessary to conduct a financial and economic analysis.

The main technical and economic indicators of the activities of CJSC "ESKS" are presented in table 2.1.

Table 2.1 - Main technical and economic indicators of CJSC "ESKS" for 2003-2005.

Due to the fact that the structure of the enterprise in 2002 and 2003. was different (the Company in 2002 and 2003 did not have branches, but only coordinated the execution of contracts for construction and installation works, the direct executors were subsidiaries with which the contracts were concluded, the Company had income from general contracting agreements) than in 2004 and 2005, it is advisable to analyze the activities of the enterprise for the period of 2004 and 2005.

Revenue of the Company by type of activity:

In 2004, the total revenue of the Company for 9 months amounted to 289.176 million rubles, in 2005 - 416.746 million rubles, which was 144% of the proceeds of 2004, that is, the excess of last year's results was 44%.

Indicators of revenue volumes, its structure and growth rates are presented in Table 2.2.

Table 2.2 - Structure and dynamics of revenue

Compared to the period of 2004, the volume of construction and installation work increased by almost 1.5 times (Table 2.3).

Table 2.3 - Structure and dynamics of proceeds from construction and installation works

The share of construction and installation work performed by subcontractors decreased from 68% in 2004 to 45% in 2005. In absolute terms, the decrease is insignificant - 2.7 million rubles. or 2%. The share of construction and installation work carried out on their own increased from 32% to 55%. In absolute terms, the increase amounted to 125.7 million rubles. or 159%.

Thus, the increase in the total volume of work was due to work performed on its own, which is a positive trend in the construction activities of the Company.

The scope of construction and installation work was carried out in 2004 with an average number of industrial and production personnel of 260 people, in 2005 - 287 people. Due to the increase in the number of PPPs by 10%, the increase in construction and installation work amounted to 8.2 million rubles. The second factor in increasing the volume of work performed is an increase in the average output of one worker - from 303,781 rubles. up to 713,314 rubles. or by 135%, due to which the volume of construction and installation works increased by 117.5 million rubles.

That is, the total increase in the volume of construction and installation work by 125.7 million rubles. (8.2 + 117.5) was provided by 93% increase in average output and only 7% in average headcount.

For 9 months of 2004 with the plan of construction and installation works at current prices of 265,733 thousand rubles. execution amounted to 250,475 thousand rubles. or 94%. The underperformance was 6%. For the same period in 2005 with the plan of 362 334 thousand rubles. implementation was 103% (see table 2.4).

The main customer, OJSC Kuzbassenergo, accounted for 97–98% of the total volume of construction and installation work performed during the periods under review. Other customers, respectively, accounted for 3–2%.

Table 2.4 - Implementation of the construction and installation work plan for customers at current prices

Cost of sales by type of activity:

The cost of sales of works and services for 9 months of 2004 amounted to 276 107 thousand rubles, for 9 months of 2005 - 392 393 thousand rubles. The growth rate was 42%.

The structure of the cost of works and services for the analyzed period is similar to the structure of revenue (revenue from construction and installation work together with revenue from general contracting services amounted to 91% in 2004, 94% in 2005, other revenue 9% and 6%, respectively). Structure and dynamics construction and installation costs is also close to the structure of proceeds from construction and installation work.

In dynamics over the years, the revenue growth (by 44%) outstrips the cost growth (by 42%) by 2%. In general, the cost per 1 ruble of proceeds in 2005 compared to 2004 decreased from 0.954 kopecks to 0.941 kopecks. The share of construction and erection costs in the total proceeds from construction and erection works in 2004 amounted to 96.1%, in 2005 - 94.5%.

An increase in the volume of construction and installation work performed on our own by 159% in relation to the previous year should have caused an increase in the total volume of costs by 126,917 thousand rubles. (79 822 * 159%). In fact, the increase in total costs amounted to 120,038 thousand rubles. (199 860-79 822). Thus, for the period of 9 months of 2005, the Company obtained in relation to the previous year a total cost saving in the amount of 6,879 thousand rubles. (126 917-120 038). This savings resulted from savings of overhead costs by 32,569 thousand rubles. (27 105 * 159% -10 528) and cost overruns of direct costs by 25 690 thousand rubles. (52 717 * 159% -109 510).

Gross profit for 9 months of 2004 amounted to 13,069 thousand rubles, for the same period of 2005 - 24,354 thousand rubles. The increase in the volume of profit in comparison with the previous year amounted to 11,285 thousand rubles. or 86.35%.

The bulk of the gross profit was received from the main activity - the implementation of construction and installation work. In 2004, the proceeds from the implementation of construction and installation work amounted to 10,070 thousand rubles. or 77% of the total profit, in 2005 - 21 260 thousand rubles. or 87%. Accordingly, revenue from other sales accounted for 23% and 13%.

Factors influencing the change in the volume of profit relative to the previous year:

1. An increase in the volume of work and services performed by 44.115% resulted in an increase in profit by 5,765 thousand rubles. (13069 * 44.115%).

2. Decrease in the level of costs in the total volume of works and services by 13.24 rubles. from each thousand increased profit by 5,520 thousand rubles. (13.24 * 416746/1000).

The total increase in profit due to an increase in the scope of work and a decrease in cost amounted to 11,825 thousand rubles. (5765 + 5520).

The activities of the Company for the analyzed periods of 2004 and 2005 is profitable and profitability (the share of profit in the volume of work and services performed) amounted to 4.52% and 5.84%, respectively.

The excess of the profitability achieved in 9 months of 2005 over the profitability of the same period of 2004 was 1.32%, the growth rate was 29.31%. The increase in the volume of work and services reduced the profitability by 1.38%, the decrease in the cost price increased the profitability by 2.7%. The total change in profitability was 1.32%. This excess in comparison with 2004 testifies to the positive dynamics in the production and economic activities of the Company.

The largest profit for 9 months of 2004 from the main activity - carrying out construction and installation work on its own - was brought to the Company by the branches:

- Central Office - 30% of the total profit,

- Northern Office - 20%.

For the same period in 2005, 42% of the total profit was received by the Southern Directorate and 18% by the Central Directorate. The Northern Directorate in this period received a loss in the amount of 59 thousand rubles.

The management organization does not perform construction and installation work, however, profit (36% of the volume of 2004 and 40% of the volume of 2005) is accounted for in this category, since it was formed at the expense of deductions from the volume of construction and installation work performed by the branches of the Company and subsidiary dependent companies:

1. Timely delivery of materials to construction sites.

2. Reduction of downtime of workers, construction equipment.

3. Reducing the duration of construction work.

4. Reduction of procurement, storage and transport costs for construction materials.

5. Increase in labor productivity.

6. Improving the organization of construction work.

Improving the quality of building materials and construction and installation works. Elimination of losses from rejects and from redoing the work performed.

Liquidity ratios as of 01.10.2004 and 01.10.2005 are within the standard values, except for the absolute liquidity ratio. Ratios of general and urgent liquidity have a positive trend, absolute liquidity - negative.

The rate of decrease in accounts receivable (issued invoices) - 42.3% exceeded the rate of decrease in accounts payable (received invoices) - 29.9%. That is, if a full settlement with suppliers and contractors was required at the end of the 3rd quarter of 2005, funds received from buyers and customers would not have been enough. This indicates a decrease in the Company's solvency.

The autonomy ratios (the ratio of equity and borrowed funds) are below the recommended level - less than 1 - due to the high share of borrowed funds from third-party creditors and insufficient profitability of the Company. The turnover of current assets (working capital), compared to last year, accelerated by 28.4 days (87.6-59.2), the turnover of permanent (non-current) assets slowed down due to an increase in the size of fixed assets by almost 8 days, thereby the turnover of all assets of the Company accelerated by 20.4 days. The acceleration in turnover indicates an increase in business activity in 2005.

In the sphere of main activities, there is an increase in the share of construction and installation works performed by our own forces, and, accordingly, a decrease in the volumes performed by the forces of subcontractors. In 2005, the proceeds from the construction and installation work on their own amounted to 204,721 thousand rubles, which is 2.6 times more than in 2004. - 168,775 thousand rubles, a decrease of 2%.

In dynamics, the growth of revenue (by 44%) outstrips the growth of prime cost (by 42%) by 2%. In general, the cost per 1 ruble of proceeds in 2005 compared to 2004 decreased from 0.954 kopecks to 0.941 kopecks. The share of construction and installation costs in the total proceeds from construction and installation activities decreased from 96.1% in 2004 to 94.5% in 2005.

Gross profit for 9 months of 2005 amounted to 24 354 thousand rubles, for 9 months of 2004 - 13 069 thousand rubles. The increase amounted to 11,285 thousand rubles. or 86.35% (1.86 times). Including the profit from the work performed on our own was: 2005 - 21 260 thousand rubles, 2004 - 10 070 thousand rubles.

The company completed 9 months of 2005 with a net profit of 17,475 thousand. rubles, the same period in 2004 with a net profit of 19 688 thous. rub. Excess of net profit in 2004 by 2 213 thousand rubles. due to the profit transferred by subsidiaries dependent companies for 2003 in the amount of 8,087 thousand rubles.

The total profitability of works and services in terms of gross profit for 9 months of 2005 amounted to 5.84%, for the same period of 2004 - 4.52%. The increase was 1.32%.

The indicators of solvency and financial stability for the period of 9 months of 2005 are below the level of normative values, except for liquidity indicators, and are reduced compared to the level of 2004, however, since the beginning of 2005 they have shown positive dynamics. The level of the general and urgent liquidity ratios was also reduced as compared to the previous year, however, as of October 1, 2005, it reached a sufficient regulatory limit for recognizing the Company as solvent at the end of the analyzed period, but the Company has not yet reached absolute solvency at the end of the current year ( absolute liquidity ratios are below standard values).

Asset turnover indicators for the analyzed periods have improved. On the whole, since the beginning of 2005, there has been a shortage of own circulating assets, which is covered by long-term borrowed sources of formation of the Company's assets.

2.3 Analysis of the management system of CJSC "Energy Construction Company of Siberia"

To achieve a higher level of profitability for the final product - making a profit, the management of CJSC Energy Construction Company of Siberia decided to attract assistance in the development of a new model of the organizational structure of the enterprise, the development of business processes for the enterprise as a whole and separately for branches, as well as development business processes by departments of a specialized firm Consulting group "Siberia".

The introduction of a new organizational model of the enterprise (Appendix A) was made in January 2006, and implied a change in the structure of personnel, the creation of a new management team - a cohesive, specially organized group of managers who:

- share goals, values ​​and common approaches to the implementation of joint activities;

- belong to different areas of organizational activity and have complementary skills;

- take responsibility for the final results;

- are able to perform any intragroup roles;

- work together to solve certain problems.

Thus, the company assumes that the change in the personnel structure will allow the company to work in a new way when making management decisions, which will lead to the achievement of the intended goals - obtaining higher profits.

The technical, commercial, financial and executive director, chief accountant are directly subordinate to the general director.

The technical director determines the technical policy and directions for the technical development of the organization, exercises technical control over the timing and quality of all construction and renovation works, supervises the activities of the technical services of the enterprise. The CFO organizes the effective management of the organization's financial resources in order to maximize profits, manages the planning and economic department. The chief accountant organizes the accounting of the financial and economic activities of the enterprise and controls the economical use of various resources, leads the work on the preparation and adoption of the working chart of accounts, forms of primary accounting documents, ensures the development and implementation of measures aimed at strengthening financial discipline, and supervises the accounting staff. The executive director manages the personnel of the HR department, AXO, legal advisers and an office manager.

The organizational structure of the company is linear and functional, the main advantages of which are: ensuring the strategic focus of the management process, the reliability of communication processes vertically and horizontally, eliminating duplication of certain functions, stimulating the formation of employees as specialists in their field. But this organizational structure also has a number of disadvantages: the emergence of bottlenecks during the transition of work from one functional unit to another, the interest of departments in the implementation of the goals and objectives of their units, rather than the general goals of the entire organization.

This chapter provides a description of CJSC Energy Construction Company of Siberia, analyzes its financial and economic activities and management system.

The financial condition of the Company at the end of 2005 can be characterized as unstable. The Company has a high dependence on external borrowed sources: in comparison with 2004, in which the financial condition was stable, in 2005 stability is ensured by attracting long-term liabilities .

Thus, comparing the period of activity in 2005 with the period in 2004, the following conclusions can be drawn:

1. Insufficient equity capital to meet the needs of the Company in permanent assets and production reserves, despite the positive dynamics.

2. High dependence of the Company on external borrowed sources. In comparison with the stable financial position of the Company in 2004, stability in 2005 is ensured by attracting long-term liabilities and guarantees short-term solvency.

3. The business activity of the Company is gradually increasing, characterized by an increase in the number of turnovers and an acceleration of the turnover of invested capital.

4. There is a tendency to increase the financial stability of the Company.

Generally existing system management accounting and management decisions are satisfied with the management of CJSC ESKS.

Management decisions are made reasonably based on economic analysis and calculations. The high level of qualification of the personnel, competence in technical and economic issues allows the employees of the enterprise to be timely and correctly focused on the performance of the assigned tasks. The territorial location of the Company's structural units also makes it possible to coordinate the solution and implementation of tasks according to production plans.

But along with the good sides, there are also disadvantages, such as insufficient financial stability, low wages, reduced quality of construction and installation works, weak competition, low employee motivation, dependence of profitability and pricing policy on the main customer of OJSC Kuzbassenergo, lack of objective opportunities for the development of potential market segments, high rates of emergence of expensive new technologies and equipment, non-fulfillment of customer payments, fierce market competition.

3. Features of the organizational culture of CJSC "Energy Construction Company of Siberia" and its impact on the company's activities

All existing organizations are different from each other, like snowflakes. Each has its own history, organizational structure, types of communication, systems and procedures for setting goals, organizational rituals and myths within. Therefore, the organizational culture of each organization is unique.

To study the organizational culture of CJSC Energy Construction Company of Siberia and its impact on the activities of this enterprise, a group of employees consisting of thirteen men and twelve women was selected, for which a questionnaire was developed. With the help of this questionnaire, it was possible to find out the age, gender, position, length of service in the organization and the total length of service of the employee. A sample of the interviewed employees of CJSC Energy Construction Company of Siberia is presented in Table 3.1.

Table 3.1 - Samples of characteristics of employees of CJSC "Energy Construction Company of Siberia"

Generalized portrait of employees

According to the age

Work experience at the enterprise

According to the tables compiled, it can be seen that at the enterprise the prevailing composition of the team is aged, which is an indicator of maturity and experience in this field of work, at the same time, the team leader needs to think about the rejuvenation of the team. In order to find out the general level of organizational culture at CJSC Energy Construction Company of Siberia and to identify its bottlenecks, the test “Level of organizational culture” was carried out among the selected employees of the enterprise (Appendix B). Twenty-nine judgments were proposed to be evaluated by employees on a ten-point scale.

With the help of this test, it was possible to determine that, in the opinion of the majority of respondents, the organizational culture in CJSC Energy Construction Company of Siberia is at an average level. For clarity, the test results are presented using the diagram shown in Figure 3.1.

Figure 3.1 - The level of organizational culture

According to the diagram, the majority of employees (60%) of CJSC Energy Construction Company of Siberia define the level of organizational culture as medium, 28% of respondents - high, 8% identified a level tending to degradation, and only 4% of employees' answers showed that the organizational culture of the organization is on very high level.

Thus, in the opinion of the majority of employees, the organizational culture of CJSC ESKS is not sufficiently developed and is at a low level. In order to take the right measures to improve the organizational culture in the future, it is necessary to analyze in more detail the answers of the employees of the enterprise, which will reveal the bottlenecks and indicators by which the employees have determined one or another level of the organizational culture.

The questions of this test can be divided into four groups, i.e. we will analyze and respond accordingly to the indicators of the four sections: work, communication, management, motivation and morality. The indicators will indicate a different state of the team of the studied organization: magnificent, major, noticeable despondency or depressive.

The distribution results are presented in Table 3.2.

Table 3.2 - "Bottlenecks" of organizational culture

Section work: according to table 3.2. the majority of employees (18 people - 72%) assessed the state of work in the team as excellent. Thus, employees believe that the organization provides an opportunity to master their specialty and acquire a new one, in addition, they consider their work interesting.

Communication section: according to the majority of employees (12 people - 48%), the state of communications is major. 7 people noted that the state is excellent, and 4 and 2 - noticeable despondency and depressive, respectively. Those. The communication system at ESKS CJSC is quite developed: subordinates can directly communicate with their supervisor, receive informational printouts, and various meetings are held in the organization, where employees find out questions of interest to them.

Management section: 3 people each believe that this indicator is in a noticeable despondency and decline. These employees do not feel involved in decision-making, they consider the activities of the organization poorly organized. Most of the respondents (13 people or 52%) have the opposite opinion.

Section motivation and morality: the majority of the interviewed employees (36% and 40%) believe that this indicator is in a state of decline and in a noticeable depression. Those. the relationship of employees with each other, their cooperation and mutual respect are at a low level.

Based on the testing carried out, it can be concluded that the general level of the organizational culture of CJSC Energy Construction Company of Siberia is at an average level. Employees of the organization believe that their work is interesting and consistent with their specialization, but the relationship between employees is poorly developed. Thus, at the studied enterprise, such an element of organizational culture as the socio-psychological climate is at a low level.

In order to investigate in more detail the problem associated with the socio-psychological climate, we will conduct a test to determine the psychological climate in the organization. The purpose of testing is to identify the most important problems associated with the socio-psychological climate, and in the future to give the necessary recommendations for solving these problems.

Employees' responses were grouped according to various characteristics, reflecting the level of development of the socio-psychological climate. The test results are summarized in Table 3.3.

Table 3.3 - Answers of employees to the test "Determination of the socio-psychological climate in the organization"

To illustrate the answers related to responsibility, let's build a diagram (Figure 3.2.).

Figure 3.2 - Level of responsibility of employees

According to the diagram, the majority of employees of CJSC ESKS (14 people or 56%) believe that the responsibility of employees is at the optimal level, 9 people or 36% believe that the level is ideal and 2 people or 8% are average. It should be noted that none of the employees defined the level of responsibility as low or very low. Thus, many employees of the organization have a highly developed sense of duty and are jealous of their duties. The manager, having entrusted such a subordinate with any important task, will be sure that this employee will complete the work he has begun to the end, will work with full dedication. The work of such employees will undoubtedly have a positive effect on the activities of the enterprise.

In the opinion of the company's employees, the awareness of the employees is also at a high level. The results of the responses are shown in Figure 3.3.

Figure 3.3 - Employee awareness level

8 people or 32% of the respondents noted that the level is ideal, 10 people or 40% consider it optimal, 3 people (12%) - average, and only 2 people consider the level of awareness low and very low. But when analyzing the completed questionnaires, it turned out that the employees put this indicator at a high level due to the assessment of such criteria as the highest scores: knowledge of tasks, the results of the team's activities, rules of behavior, duties. When assessing awareness on the account of knowledge of habits, inclinations, character traits of each other, employees of CJSC "ESKS" gave low scores for these criteria. Consequently, the relationship between employees is poorly developed.

The results of responses characterizing the level of collectivism are presented using the diagram shown in Figure 3.4.

Figure 3.4 - The level of collectivism of employees

The majority of employees (15 people or 60%) consider the level of collectivism to be low, and 5 people (20%) - very low and 5 people - medium. Thus, the team of the company under study lacks the principles of community, there is no collective beginning in public life... Employees do not resolve issues together, do not believe in their team, therefore, do not try to maintain the traditions that have developed in it, thereby lowering the organizational culture of the company to a lower level. With such an attitude of workers to each other, informal groups may not form, and the absence of such groups will complicate both personal and business relations between managers and their subordinates.

Also, the employees of CJSC "ESKS" noted their low level of openness. The workers' responses are presented using the diagram (Figure 3.5.).

Figure 3.5 - Employee openness

Only 3 people (12%) consider the level to be optimal, 3 people - average, 17 people or 68% - low and 2 people (8%) - very low. Thus, many employees of the organization do not take into account the interests of each other, try not to share information regarding their personality, family, may be insincere towards each other. Open-minded relations of employees will increase the degree of conflict in the enterprise, in turn, conflict situations will contribute to the emergence of aggression, stress, and disruption of interpersonal relations. Such factors will negatively affect the activities of the organization as a whole: obstacles are created for the implementation of changes and the introduction of a new one, there is a loss of working time, a lesser degree of cooperation in the future, etc.

The results of the responses characterizing the level of cohesion are shown in Figure 3.6:

Figure 3.6 - Team cohesion

As can be seen from the presented diagram, according to 4 employees (16%), the level of cohesion is at an average level; 2 people (8%) consider it ideal and 1 person (4%) - optimal; 14 people or 56% of the respondents noted a low level of team cohesion and 4 people (16%) - very low. Thus, the staff of CJSC Energy Construction Company of Siberia is not very friendly and unanimous. To a greater extent, this is manifested in various beliefs and various occupations outside of working hours.

The indicators of the level of contact of employees of this organization are also not very high (Figure 3.7.).

Figure 3.7 - Contact of employees

According to the diagram, 5 people (20%) consider the level of contact to be optimal, 8 people or 32% - average, 9 people or 36% of respondents - low and 3 employees (12%) - very low. Thus, most of the actions of the company's employees will be inconsistent, since many employees do not trust each other and are inattentive to their colleagues.

The answers of employees characterizing the level of organization are presented graphically in Figure 3.8:

Figure 3.8 - Organization of employees

As can be seen from the presented diagram, the majority of employees (9 people or 36%) defined the level of organization of the team as average. 4 people (16%) - ideal, 20% of those surveyed - optimal and low, and 2 people (8%) - very low. Employees of the company in a difficult situation will be able to independently think over actions, draw up a work plan, correct shortcomings in work. Thus, the further development of this parameter will contribute to an increase in the productivity and efficiency of the organization as a whole, which will increase the profit of the enterprise.

The test results showed that the staff of CJSC Energy Construction Company of Siberia does have some problems associated with such an element of organizational culture as the social and psychological climate. Unsatisfactory indicators of cohesion, openness, contact and collectivism contribute to the deterioration of the development of both business and personal relations between employees of the enterprise.

Another important element of organizational culture is undoubtedly the values, on the basis of which norms and forms of behavior in the organization are developed. It is the values ​​shared and declared by the founders and the most authoritative members of the organization that often become the key link on which the cohesion of employees depends, the unity of views and actions is formed, and, therefore, the achievement of the organization's goals is ensured. In addition, it is important to know to what extent the image created by the company coincides with the real idea of ​​the company's employees about the state of affairs in the company and to what extent the proposed values ​​are shared by the employees. To find out, we conducted a study of value systems among employees of CJSC Energy Construction Company of Siberia, who do not leadership positions(16 people). For this survey, a list of statements developed by T.O. Solomanidina was used. If the employee shares the proposed value, then he should have answered “Yes”, otherwise “No”. Based on the results of the study, we will draw up a table (Table 3.4.)

Table 3.4 Company values

As can be seen from the presented table 3.4., Several values ​​can be distinguished, according to which the unanimity of the employees of the studied enterprise is noted: "Diligence is the basis of our achievements", "Everyone is informed about the state of affairs in the company", "We value and respect our clients", "We we are not afraid of responsibility ”,“ We ​​know how to keep confidential information ”. Thus, the employees of CJSC Energy Construction Company of Siberia really have common values, which will also be the values ​​of companies.

But in order to check whether these values ​​are significant and consistent, we will carry out some calculations: we will calculate the coefficient of coincidence of each of the values ​​according to the formula (1) below.

Kts = ∑ positive answers * 100% (1)

∑ interviewed employees

The calculation results are shown in Table 3.5.

Table 3.5 Coefficients of coincidence of values

Based on the data in the table, 13 values ​​are significant and consistent (coefficient ≥75%). The group of these values ​​includes: responsibility, diligence, awareness, concern for subordinates, the ability to keep confidential information. Employees with such values ​​are people you can rely on, because the likelihood that they will fail or not do the work assigned to them is very small. The 10 proposed values, with a ratio ranging from 40 to 60%, are significant for team members, but contradict the organizational culture of the company. 14 values ​​(coefficient from 0 to 40%), which include: authority, power of authority, creativity and promotion as symbols of success, etc. do not matter for team members and contradict the culture that has developed in the company.

Also among the values ​​there are those that are gradually becoming more significant (treating employees as partners, material reward for each achievement). Making these values ​​more significant will increase the organizational culture of the company, which will make the organization even more different from other enterprises.

According to the survey, it can be seen that ZAO Energy Construction Company of Siberia has its own values, but a large number of values ​​either do not matter for the team members, or are contradictory. Thus, the organizational culture of the company cannot be recognized as formed and consistent.

An important role in the organizational culture of the enterprise is played by the appearance of employees and the design of the premises in which they work. To find out the characteristics of the studied organization on these issues, we conducted an oral survey of employees who do not occupy leadership positions. The purpose of the survey is to find out the positive and negative aspects of the environment in which the employees of CJSC Energy Construction Company of Siberia work and the peculiarities of their appearance.

The survey revealed that employees are not very happy with the environment in which they work. Employees of the company, who work in the head office, noted the dullness of the paint on the walls, which are painted in a color that has a yellowish tint. According to employees, this color symbolizes illness, which forces them to take frequent breaks when leaving their workplace.

But the company's employees have a feature that helps them not to notice and not pay attention to this negative factor. Each worker tries to decorate his workplace by hanging various pictures of nature above his desk.

In order to find out the opinion of the manager about the features organizational CJSC"Energy Construction Company of Siberia" and to identify the problems associated with it, we developed questions and conducted interviews. This interview was conducted with the CEO of the company, who is 40 years old and has been with the organization since its inception. Questions designed for interviews are presented in Appendix D.

When assessing the level of organizational culture of the enterprise, the head noted that the organizational culture of the company is at a high level. But there is also a problem - there are few corporate events held in the company that would have a beneficial effect on the company's culture.

To create a friendly atmosphere in the company, according to the head, nothing is done on purpose. When hiring, they try to accept open, curious, proactive and knowledgeable employees, for whom the company's values ​​are not an empty phrase. Much depends on top management. The principles on which the CEO and line directors base their work are fundamental to all other employees.

When characterizing the wage policy, the manager noted that if the size of the wage does not satisfy the employee, then it is the corporate culture that helps to keep the employees. Because corporate culture is not even a code, but a state of mind. The state of mind of the enterprise and the employees who work there. If a person is good, comfortable at work, he will never leave.

While listing the values, the leader pointed out that the universal values ​​that are welcomed in employees are enthusiasm, openness, curiosity, and the desire to learn. According to the executive director, it is important that a person is open to new knowledge, is interested in the environment and does not hesitate to make mistakes - only those who do not work do not make them.

During the interview, the head pointed out that one of the company's traditions is a large meeting of the labor collective, at which the results of work are usually summed up, pressing issues, good luck, problems are discussed.

There is also a tradition that each new specialist must be introduced to all employees. In addition, each specialist is given a booklet about the company - its history, features, priorities. Employees are constantly informed about events inside and outside the company.

The head named the document that regulates the relationship between the employees of the company. Such a document is the "Internal Regulations", which fix the work schedules and requirements for the behavior of employees in the workplace.

The director did not indicate a specific set of actions for changing the organizational culture. In his opinion, it makes no sense to change the organizational culture. It just needs to be maintained and made more structural.

When comparing the answers of subordinates and managers, there are both similarities and differences in their points of view on the characteristics and existing problems associated with the organizational culture of the company.

According to subordinates, one of the main features of the organizational culture is the attitude towards responsibility. The willingness to make responsible decisions is also an organisation's value. The managers, however, consider the main values ​​of the company to be enthusiasm, openness and a desire to learn.

According to subordinates, there is a problem in the organization: the employees of the enterprise are unfriendly and closed in relation to each other. Managers also consider this problem to be the main one, therefore, timely measures taken to solve this problem will help to avoid negative consequences: various conflicts, stresses, reduced productivity and profits, and a decrease in the efficiency of the enterprise as a whole. In addition, subordinates consider it necessary to change the interior of the building in which they work.

Thus, ZAO Energy Construction Company of Siberia is an organization that has its own organizational culture. Perhaps not yet sufficiently developed, but it has its own characteristics that distinguish the company from other organizations. Therefore, in order to develop organizational culture, you need to maintain the spirit of the team, not break anything, strive for something new, create conditions for moving forward.

During the study of the organizational culture of CJSC Energy Construction Company of Siberia, several problems were identified. The socio-psychological climate of the organization is at a low level, since the cohesion, openness and contact of employees are low. In addition, the employees of the company are not satisfied with the interior appearance of the building. Also, the incompatibility of the values ​​of employees with the values ​​of the organization can negatively affect the activities of the company.

Studies show that company employees want to get more from the organization than just a salary: they expect not only to be financially successful, but also prefer to feel psychologically comfortable in an organization whose cultural values ​​correspond to their personal value orientations. ...

For the effective functioning of CJSC Energy Construction Company of Siberia, it must carry out its activities in accordance with the values ​​that are essential for its employees: responsibility, diligence, care for subordinates. In addition, for a more complete understanding and assimilation of values ​​by employees of the organization, it is important to ensure the different manifestations of corporate values ​​within the organization. The gradual acceptance of these values ​​by the members of the organization will allow achieving stability and great success in the development of the company.

To prevent the company's employees from painting the walls of the building from leaving their workplaces, the company's management should not save money on the work of a designer, so that he helps create corporate symbols and change the interior appearance of the building.

Corporate symbols are the most important component of the organizational culture. Beautifully executed calendars, souvenirs, clothing, interior decoration elements are usually a source of pride for employees and a reason to popularize the company's corporate culture in the external environment.

To improve the social and psychological climate in the team, namely to increase the cohesion, openness and collectivism of employees, the management should organize corporate events. Holding events and celebrations is an important part of the corporate culture.

The holiday will help to revive corporate pride, corporate honor, corporate history, restore the dignity of a corporation, enterprise, profession.

A special concern of the management should be the preparation and holding of mass events for the company's employees. For example, to organize such holidays as the day of generations (an annual meeting of young employees of the company with labor veterans), March 8 and New Year. A feature of corporate events held by CJSC Energy Construction Company of Siberia may be the rewarding of personnel with corporate awards. The traditions of the company should become its business card, a powerful means of advertising.

As a result of such events, the organizational culture of the company will become a powerful uniting, constructive and inspiring beginning in the activities of the organization, the main means of harmonizing the interests of employees.

Tradition and order in the organization are designed to consolidate the corporate culture. The management is obliged to carefully preserve and observe the traditions of the company. If, for some reason, the established rules are violated (for example, the monthly summing up of the results of the work, which usually congratulates and rewards the best employees), will not take place, then this will indicate the management's unwillingness to share the declared values, which, of course, will reduce the motivation of subordinates.

In addition, it is possible to attract external specialists to conduct trainings in order to relieve stress through the release of emotions. Such meetings help to bring groups together within departments and build good relationships with each other.

· A positive image of the company is created by smiling, polite and attentive employees.

Customers love organized people and order in organizations. The company must open on time. Employees should have everything they need close at hand. Employees must answer all questions from clients regarding the work of the firm. Avoiding answers or saying “I don’t know” leads to the loss of customers.

· Never try to cheat a client. A cheated client will never come to you again. In addition, due to the information he disseminates, the business reputation of the company will suffer.

· Talk to the client in simple, understandable language, without using professional terms, pay attention to how you stand, sit and move during contacts with clients. Don't forget about humor - all people love it.

· Look for useful information, even while on vacation, be interested in new products, master related professions. In this case, cost-effective ideas will come to you on their own.

· If you want to induce a person to share your point of view and create preconditions for the purchase of goods or services, use the Socratic method, asking questions in such a way that the client answers “yes”. Reassure the client that you are acting in their best interest. If something is clearly not suitable for the client, tell him about it honestly.

For employees to become patriots of their organization and contribute to raising the level of organizational culture, management should consider several factors:

Positive attitude of the administration towards employees (attention, support for the initiative)

The presence of a strong connection between the results of labor and its payment

An objective assessment of the employee's achievements

The possibility of professional and career growth

Good psychological climate in the team

Guarantees of social protection of employees

A sense of the significance, importance of the work performed

· Mutual understanding with the immediate supervisor.

There is no doubt that only intensive and purposeful work with the personnel of the organization can bring any worthy results in the field of cultivating corporate culture. Projects, memoranda, diagrams, notes and ideas will remain unclaimed papers, if one day the manager does not understand that the project has become something more, namely, the "soul", the air of the organization.

Naturally, corporate culture does not generate income and profit by itself, although the habit of getting up at six in the morning and going to work in the fields growing wheat is also a cultural characteristic. Therefore, it becomes important to establish a connection between activities for the formation, diagnosis and change, the development of corporate culture.

An effective corporate culture is the most effective way to unburden a manager. It, better with the participation of the team, sets the long-term goal of the organization's existence, creates corporate standards that must be adhered to in order to effectively achieve this goal, convinces of the correctness of these goals and standards of the employees of the organization, and, finally, implements a mechanism for transferring these corporate values ​​to new employees.

Conclusion

In the course work, the concept of organizational culture was given. In its most general form, organizational culture is a set of the most important assumptions that are accepted by members of the organization and are expressed in the declared values ​​of the organization, which give people guidance from behavior and actions. Also, 4 types of organizational cultures were identified: culture of power, culture of personality, culture of the task, role culture.

In the practical part of the course work, a characteristic was given of CJSC Energy Construction Company of Siberia, whose main activity is construction. During the financial and economic analysis, it was revealed that the organization's activities are profitable. In addition, there was an increase in the total volume of work, which is a positive trend in the company's construction activities.

During the analysis of the organizational culture of the enterprise, several problems were identified that reduce the efficiency of the company: an unfavorable socio-psychological climate in the team, the difference between the values ​​of the organization's members and the values ​​of the company itself. In addition, employees are not satisfied with the interior appearance of the building where they work directly.

If the manager does not take timely measures to resolve them, then the quality and speed of work along the entire production chain and their creative nature may decrease.

This paper also offered recommendations for improving the organizational culture of CJSC Energy Construction Company of Siberia. Such as: change the internal appearance of the building, create corporate symbols, organize corporate events, increase the motivation of subordinates. As a result of these events, the relationship in the team will improve, the interest of employees in their work will increase, which will lead to an increase in productivity and efficiency of the enterprise as a whole.

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an operator who manages the activities of business units;

the main service provider to the business units;

a strategy developer who determines the direction of activities of business units and controls them, without taking direct part in their current activities;

a financial holding company through which all financial flows pass.

In addition to these traditional functions, some companies assign the corporate center the role of "corporation builder". In this role, he creates small business units, endowed with the advantages of large companies such as convenient location, economies of scale, and low risk. Experience from a number of transactions shows that the merger provides an opportunity for a company to test new approaches to structuring its corporate center and business units.

Determine the leadership structure so that the top managers of the New Company quickly take control of the most important functions. Having developed the general principles of the organization's structure, it is necessary to take the next step and develop the structure of leadership and basic management systems.

Act decisively. Mergers provide a rare opportunity to start from scratch, relieving the burden of corporate history and personal relationships. Therefore, it is so important that the most professional staff carried out radical transformations. As the head of one bank said: "We had to make up our minds and cut the elephant in half, otherwise we would never have started the reform."

Choose the path you will follow and take the time to transform. The choice of the structure of the organization raises many questions: when will the new structure be introduced; whether the transformation will be carried out immediately or gradually; Will, and if so how, the transition to a structure that is "optimal" from a long-term perspective will take place?

Determine the size of your future company. To determine the size of the divisions, management must set the numbers in the business plan to determine the size of the "New Company".

These issues should be considered from the outset, ideally at the conclusion of the transaction. Time-consuming decisions about the structure of an organization at all levels of the company can in most cases be delayed for a while. The stepped approach, in which managers at the same level develop a structure for the lower level, is good because employees participate in the process and their responsibility increases. The equally complex work of sizing divisions can usually begin no earlier than a few months after the start of the merger, when the integration teams develop the concept of the New Company. This, however, should not be delayed, since a quick resolution of this issue will dispel the oppressive uncertainty of employees, and they will concentrate on their work.

High performance culture

The formation of a corporate culture in the company that focuses employees on increasing labor productivity is one of the conditions on which the success of the merger depends. You can do everything right - set clear goals, identify and develop potential sources of value creation, keep your business running smoothly - but if you don't solve the "cultural issue", you will witness the collapse of your "New Company". To avoid this, you must:

in the short term, identify "cultural issues" related to employees, communication, structural transformation, priorities in value creation, etc., and tackle them;

in the long term, to form a corporate culture in which employees would try to work more efficiently and fulfill the tasks set by the "New Company".

Scheme 4
Human factor

It is especially important to competently solve these problems if companies from different countries or industries are uniting and if the value of the transaction is created by people, not assets, that is, for industries where intangible assets prevail. Not surprisingly, for example, the mergers between Sony and Columbia Pictures and Deutsche Bank with Morgan Grenfell sparked a cultural conflict. Successful mergers, such as the creation of the industrial conglomerate ABB from Sweden's Asea and Switzerland's brown Boveri, or the merger of pharmaceutical companies Smithkline and Beecham (which later merged with Glaxo Wellcome), show that cultural barriers can be overcome by applying the appropriate methods.

Build a "cultural database" by examining the differences in company cultures. Without understanding the nature of contradictions, you cannot eliminate them. Such research can be conducted in different ways: by interviewing only managers, or employees at all levels, or focus groups, using other methods of collecting information. It all depends on what source of value creation you are dealing with. For example, the ability to create value in an investment bank merger is largely driven by the activities of a few professionals, and 90% of the success of a deal will depend on whether they stay with the company and their productivity. Therefore, naturally, in this case, cultural contradictions should be studied in this group, and not among, for example, the technical staff of the IT department.

Analyze the situation taking into account group differences. Companies with a homogeneous culture are rare (you’re unlikely to find much in common between, say, actuaries and insurance agents from the same insurance company). If you ignore this kind of distinction when creating a "cultural database," it will be of no use.

Form a cohesive leadership team committed to the New Company mission and values. The members of this team should be an example for the rest of the staff.

Develop a plan for building a new unified corporate culture. For this:

• redefine basic management practices to suit the challenges of shaping a new culture; for example, in the first month of the merger of European chemical companies, the integration team held an informal meeting at which they reviewed the main management methods (setting goals, monitoring activities, personnel issues, regularity of meetings) in terms of their alignment with the new "cultural benchmarks" ; the solution to this seemingly simple task may take longer than you expect; in the case of a merger of chemical companies with different corporate cultures, it took a year and a half;

  Rotate the integration team members; during the merger of two industrial companies, such a team became a "hotbed" of a new culture, because in three years up to a third of all employees of the combined company worked in it;

  place employees from different companies in the same office; during the merger of retail banks, mainly due to the "relocation" of employees, it was possible to avoid conflicts between them, reduce training costs during integration and retain customers;

  spread the principles of the new culture throughout the organization; it is best to do this in small groups - then you can have a meaningful conversation with employees;

  Conduct focus groups on a regular basis;

  Conduct surveys on a regular basis (for example, via the website) to monitor the process of cultural change;

  Make symbolic gestures, such as introducing a new uniform, refurbishing an office, or changing the name;

  allocate space and time for employee communication and for spreading new corporate culture;

One equipment company set aside an hour a day for two weeks for workers in the merging factories to meet and discuss how they would work together. The process of forming a culture can be influenced and it can be controlled - this is good. The bad news is that if this process is allowed to take its course, some culture will still be formed, but it will probably be difficult to change it.

Corporate culture

What is called corporate culture? Different people have different meanings for this concept. For some, it is primarily the behavior and actions of the company's employees. For others, a set of employees' personal beliefs. At McKinsey, we understand the term "corporate culture" rather narrowly - as the relationship between behavior and organizational performance. Thus, the corporate culture in our interpretation exists in three forms.

Management approach and management methods. The management of the two merging companies - equipment manufacturers, American and European, monitored performance in different ways. In the US, leaders at monthly meetings compared their goals and real performance indicators. At the European CEO, these metrics were discussed in one-on-one meetings with subordinates. During the integration process, these procedures were revised to comply with the standard of the combined organization. It is clear that management practices need to be developed that bring leaders together and form effective management information systems. Typically, a merger involves reviewing the decision-making and strategic planning process, performance monitoring, and executive and public relations committees.

Personnel policy. Do not forget that hiring and firing decisions are made differently in different companies, there are different procedures for evaluating employees, and they are promoted in different ways. Ignoring these differences can create conflict in the company.

Corporate rules. The most visible manifestations of corporate culture are corporate rules. Our experience shows that it is very important to identify all differences and formulate the rules and principles of the "New Company" as soon as possible, since the conflict of cultures turns out to be the most important reason for failures in mergers of companies around the world.

Thus, during the merger of German Daimler and American Chrysler, problems suddenly appeared that no one expected or considered important. For example, how to take measurements - in centimeters or inches? Should workers be allowed to smoke and drink beer at lunch, as the Germans are accustomed to, or should a puritanical American approach prevail? What should be the official language of the company? What is the daily routine in the company? What is the company's policy on expenses and travel?

Talented employees

How to ensure that all the most talented employees remain in the company? This one of the main problems in any merger was felt to the full by Chrysler. A year after the merger with Daimler, Chrysler employees saw a small snow-white plane over their heads, behind which a colorful banner was drawn urging to search new job, the address and telephone number of the local recruiting agency were also reported there. In any merger, employees are worried, not knowing what lies ahead, and competitors, taking advantage of the moment, are trying to lure the best workers to themselves. Employees often feel very uncomfortable: it turns out that they were in vain to associate their future with the company, and informal contacts with management, which are immediately cut off, were worthless. Not surprisingly, many people feel betrayed and start looking for new jobs. According to statistics, up to 75% of top managers leave the absorbed organization in the first three years. People, as a rule, leave in two "waves": some leave immediately, others wait until the situation stabilizes, assess their position and then make a decision. However, the problem of personnel can be resolved, if you just want it. To do this, management needs to take some steps.

As early as possible, even at the stage of the transaction, identify the most talented employees. It is important to understand that a talented employee is not necessarily a top manager. Often - especially in areas such as information technology, dealerships, investor relations - the employees on whom the company's success depends are not at the highest level.

Implement an employee retention program. Such programs usually involve the payment of cash benefits to key employees who remain with the company during the period of the merger. If this is not enough, then you can introduce the practice of individual mentoring in the company or oblige managers to retain key employees from their departments. When IBM took over Lotus, IBM CEO Lou Gerstner spoke personally with developers of new products - one of its most important assets - and urged them to stay.

Quickly navigate appointments. BP - Amoco made several hundred key appointments in the weeks following the announcement

merger. Largely due to this speed, it was possible to retain key employees, because uncertainty weighs most of all in mergers. The atmosphere of uncertainty is also dangerous in that it favors power games between the management teams of the merging companies.

As a result, organizations lose efficiency and motivation decreases. Do I need to look for new employees? Take people from the outside? Any leader thinks about this during the merger. And while the answer depends on the specific situation, our experience suggests that CEOs are usually too conservative on this issue. The companies formed as a result of the merger often differ significantly both in size and in tasks from those that existed before the merger, and here you cannot do without new professionals. We often recommend that our clients work with recruiting companies that specialize in finding top managers: they will help you find the best ones on the market.

Scheme 5
Integration options

Integration

To complete the development of the integration program, you need to approve the detailed integration plan as soon as possible and appoint those responsible for its implementation, form an integration committee - it will coordinate and guide the process of merging the two companies - and the teams conducting the integration, and implement the plan. These tasks can be solved in different ways, and there are no ready-made recipes here.

The art of integration is precisely in making decisions that meet the specifics of a particular situation and take into account many factors: long term goals the combined company, unique sources of value creation and organizational effectiveness.

Key decisions should be made at three levels (see figure 5):

general approach to merger: what is its plan?

Leadership: Who Should Lead the Integration?

procedure: how should the integration be done?

The most important decisions concern the general approach to merger: will the integration be carried out as an acquisition, merger of equals, or as a transformation? We have already said that there is no single answer to this question, although there are models that can be taken as a sample.

Pharmaceutical company Novartis chose the transformation because it wanted to get work done at the Ciba and Sandoz it had bought, and this form of merging of equals was not suitable for this.

Chase Manhattan and Chemical Bank were leaders in different sectors of the banking market, and in order to combine their advantages, they decided to create a single company as equal partners. NationsBank and Bank One have successfully followed the standard formula, extending their banking model through successive acquisitions.

Cisco Systems often allowed the companies it bought to operate independently for a long time, while its managers extracted value from the main source - selling the products of the acquired companies through the Cisco distribution network.

Merging

How do I merge? The company must decide as early as possible how to integrate and choose the appropriate approach. Organizing a merger is a complex issue. The structure and mechanisms for most mergers are the same, yet each element of the structure depends on the long-term goals of the New Company, the sources of value creation and the culture of the new organization. At the same time, there is a general rule: good results can be achieved only if the approach to integration is systematic and structured. First of all, this means the creation of a permanent committee and teams carrying out the integration (see Figure 6), as well as ongoing operational monitoring of the implementation of the developed integration plan. So how do you organize the integration process to fit the specifics of your merger? Here it is necessary to work out every step with the utmost care.

Scheme 6
An example of the distribution of responsibilities in the integration process

The first persons of the company

Top managers have a choice. They can lead the integration or focus on the current business, and delegate some of the integration-related functions to a dedicated team or manager. General manager Novartis Daniel Vasella played a very large role in the transformation of the organization that came from the acquisitions of other companies, and the manager responsible for the integration just made sure that everything went smoothly according to plan. We are of the opinion that in transformational mergers, a lot depends on top managers and they must take on a large burden of responsibility, in particular, determine which company's practice is best suited to the goals of integration. If a company is taken over from the same industry, with a similar brand and set of customers, the role of top managers may be less prominent. This approach is also justified when the company has extensive experience in mergers and acquisitions.

Integration committee

The Integration Committee is the key body that is fully responsible for the integration process, coordinates and guides it. He manages resources for the prompt resolution of general integration issues (management of the integration budget, PR, etc.), provides uniform standards and approaches to integration, consistent implementation of all stages of integration, plans and takes prompt corrective measures, forms the agenda of the steering committee, interacts with the teams conducting the integration.

The functions of the integration committee are determined by the specifics of the transaction. In some organizations, the integration committee is only responsible for the operational management of the integration process and makes key decisions, while the heads of departments are assigned to financial control, work with personnel, public relations and corporate culture issues. Sometimes all of these tasks may fall within the purview of the integration committee.

Integration manager

Appointing an integration manager is a life-changing decision and must be made as early as possible. This position can only be occupied by a person with high qualifications and extensive, versatile experience, otherwise he will not cope with the volume and complexity of the tasks that he has to solve. He should have a clear view of the general management tasks, have the skills of a project manager to manage the integration process, and be able to work hard. Typically, integration managers are either experienced COOs with a good track record or CEOs who have been with the company for five to seven years.

Integration teams

The responsibilities of these teams include the development and implementation of integration plans, calculation, monitoring and implementation of synergies. Sometimes two types of such teams are created: one is responsible for business mergers, the other is for functional integration. The first ones develop the main business processes and assess the possibilities of obtaining a synergistic effect; the second ones combine various functional divisions (financial, personnel, procurement, etc.), taking into account the most effective practices of both companies.

The organization of a merger is not limited to defining the structure, roles and responsibilities of the participants in the process. It is important to tune all the participants in the integration to receive the maximum cost, to accurately fulfill the assigned tasks. It is necessary to issue detailed plans to all employees, to outline their tasks and goals, powers and deadlines for solving problems, to ensure constant control over the integration process. Setting tasks will be greatly simplified if at a very early stage, before starting work on obtaining additional effects, clearly describe the state of the merged organization. To do this, we recommend compiling a list of financial and non-financial indicators. This will allow setting targets, assessing where improvements are needed, analyzing cost reductions and realizing synergies.

When the integration goals are formulated and the sources of synergetic effects are identified, detailed plans for the integration and implementation of synergies are drawn up. Then they are brought together into a single document describing all the planned activities for all departments. And already on the basis of this document, the tasks of the departments, the stages of integration and their expected results are written down with the obligatory indication of resources, distribution of responsibilities, interdependence and deadlines. Such a plan is a kind of merger roadmap, so it should be drawn up as early as possible and referred to as often as possible.

(We will consider in more detail the issue of organizing integration in accordance with the needs of the company in the following issues of the McKinsey Bulletin.)

Planning

We usually recommend that our clients plan all stages of integration as early as possible and outline the final results and deadlines. If you follow our advice, you will shorten integration time and build employee confidence, and your competitors will be less likely to retaliate.

In preparation for the merger, several issues need to be addressed:

identify all opportunities for obtaining synergistic effects; in many cases, at this stage it is possible to evaluate another company and conduct due diligence, then you will be sure that not only synergistic effects, but also all potential benefits from the merger are identified, assessed and documented;

to include in the transaction the main factors of value creation, for example, to determine where the head office of the "New Company" will be located, how many employees will be dismissed in total. By clarifying these issues, you will significantly speed up the integration process;

identify and interest the most talented employees; in most successful mergers, the most capable, competent and professional employees from both merging companies were identified well before the end of the integration process;

formulate the basic principles of integration; it is necessary at an early stage to develop clear principles that will form the basis of the integration plan (that is, what the merger will be - takeover, merger of equal partners or transformation), determine the methods of managing the integration and its implementation;

start developing a program of interaction with regulators as early as possible; at 30 major transactions held for last years, regulators considered transactions on average for about six months, and sometimes more; as this is often a major obstacle to consolidation, a strategy for dealing with regulators should be developed as early as possible.

Of course, early planning has its drawbacks. Some mergers are never completed due to various reasons, for example, without obtaining regulatory approval, due to disagreement from shareholders or political interference. If by the time it becomes clear that the deal will not take place, the companies have already spent a lot of energy on developing the integration program, they will have to go through complicated and lengthy procedures to terminate the agreements. Early planning is also difficult because the law prohibits companies from sharing information before the merger is complete. American and European antitrust laws, for example, restrict the exchange of information between competing companies... It turns out, however, that in all of the most successful mergers, companies planned everything in advance.

The merger is often the main event and the hardest test of a manager's career. And while mergers do not always bring the expected results, it is unlikely that they will decrease them. By skillfully managing the integration process, a company leader can accomplish the dual challenge of creating added value and handling the workload. If the CEO and his team prioritize value creation (rather than address all integration issues at once) and actively build a high-performing organization, they will be faster and more likely to succeed. And they will surely get satisfaction from the fact that they create something new.

Have a nice trip!

Footnotes

For more on the role of the corporate center, see: N. Foote, D. Hensley, M. Landsberg, R. Morrison. The role of the corporate center // McKinsey Bulletin, No. 1 (3), 2003.

For more information on HR in the integration process, see the Human Factors in Mergers article in this issue of the McKinsey Newsletter.

The emergence of certain cultural values ​​that determine the organizational behavior of Russian workers is today one of the most pressing problems of the national sociology of organizations. For all the ambiguity of the concept<организационная культура>and for all the turbulence and multidirectionality of socio-economic processes in the country, a scientific analysis of this issue and the development of some practical recommendations can seriously optimize the development of Russian companies.

The starting point of the study should be the statement that from the point of view of cultural values, Russian companies now appear to be extremely heterogeneous. At a minimum, two large types of organizations can be distinguished, which are very different in terms of the characteristics of the internal environment:

(1) organizations that have a Soviet past and, accordingly, have undergone a ten-year transformation in order to adapt to new conditions;

(2) newly created firms, initially focused on activities in a market environment.

It is clear that in each type many subgroups can be distinguished, but the processes of the formation of organizational culture in these two cases will have their own fundamental features.

Organizations created during the Soviet period (or even those that, like the Ministry of Railways, a number of large universities and industrial enterprises of Tsarist Russia, were founded before 1917) do not have a personal source of cultural values. In the socialist economy, enterprises were created by order and did not have their creator in the full sense of this word, who, as you know, in other cases was the main figure in the process of forming the initial cultural values. In some cases, his role could be played by the first leader (for example, in a design bureau), but his degree of freedom was significantly less than that of the real founder of a certain market structure. In addition, the Soviet Union, not only in the economic but also in the cultural and ideological sense, was a single gigantic corporation. Workers were primarily able to identify with the country, and not with the organization, which in a sense was simply<цехом страны>... Due to the integrity of the ideological structure (even small innovations in terms of ideology were often considered unacceptable) and the lack of competition, the organizational culture of the Soviet period lost its identification function, i.e. function of dividing social space into<мы>and<они>... Rather, this division was again suited to the division of peoples and countries of different socio-economic orientations, but not organizations within the country.

Despite the circumstances noted above, the organizational culture of the conscience period was very strong and well-formed. It clearly showed all three levels identified in his time by E. Shine - from symbolic (socialist competition, boards of honor, certificates, various titles, etc.) to deep (some general stereotypes of perception of reality and worldview preferences, the specificity of which became especially evident during the period of reforms). In terms of its essential characteristics, it was undoubtedly a role-playing culture (in the terminology of S. Khandi) with its inherent rigid hierarchy, determined by the party structure within the entire country. For ordinary workers, such a culture formed diligence, discipline, modesty, lack of desire to take initiative, but also pride in enterprises and for the country as a whole.

The organizational culture of the Soviet period was often a serious motivating factor in the difficult 1990s, when cultural values, despite their partial erosion and declared transformation, determined the loyalty of workers to enterprises standing out of work, did not allow destructive conflicts to grow, contributed to the preservation of organizations as some socially - significant formations. Scientists and ordinary workers, doctors and the military in a certain number of cases felt their involvement in some useful cause, without which the country would not survive. Despite the lack of salaries and a feeling of hopelessness, people continued to work, and, perhaps, the unconscious values ​​of the Soviet period were a certain help to them in this. It is no coincidence that, in contrast to Eastern Europe, most of the currently operating Russian companies existed during the period of socialism.

The new organizations that appeared in the country during the period of reforms had some other cultural foundations for their development. First, at their origins there was a certain founder or, in extreme cases, a group of founders. The freedom of these people to form organizations was almost absolute. Secondly, unlike their older counterparts, new businesses started out with some aggressive actions aimed entirely at making a profit. The desire for enrichment as a basic cultural value accompanied the majority of domestic enterprises in the early period of their development. Finally, thirdly, the emerging market relations in the country determined the situation in which for a long time the owners of the company were simultaneously its managers. The situation began to change very slowly in the most recent years, when a fairly large cohort of effective managers appeared and discussions began about civilized corporate governance and corporate behavior.

When the owner and manager are one and the same person, the power of that person in the organization is absolute. Therefore, the majority of new organizations - especially small ones - have a culture of power (in the typology of S. Khandi) and completely subordinate their activities to the will and wishes of the owners-leaders. The status of a person in such a company is determined by his proximity to the leadership. People build so called centripetal careers trying to sleep in<ближний круг>and thus get the opportunity to somehow influence decisions. The secretary of the director in such organizations, being often just a pretty girl, turns out to be much higher in status than older, educated and skillful people than her. This can be manifested in the fact that it is necessary to address her by her first name and patronymic, and she can call other people as she wants. In fact, there are some rational seeds in this seemingly absurd order. It was said above that in modern Russian culture there is no stereotype of servant behavior and this hinders the development of a number of sectors of the economy, distinguishing us from many other countries. The culture of power in young Russian organizations is designed to revive the role of a servant, since in them all employees are precisely the servants of the leader, they must fulfill his slightest whims and measure their pride in terms of some universal equality that supposedly exists between people.

Many organizations, which have not existed for a year or two, began to switch to other types of culture, but the obligatory passage through the culture of power, combined with the justification of an unbridled desire to enrichment, created specific prerequisites for the formation of a more mature culture. After the initial stage of development in most organizations, a completely understandable period of bureaucratization began, which made it possible to streamline the arbitrariness of those in power, as well as organize the work of a large number of employees. Subsequently, many companies (often with the help of management consultants) began to form more modern management structures with inherent cultural values.

What are the main modern priorities in the formation of the organizational culture of Russian companies? If we talk about the process of creating cultural values, then first of all it is necessary to dwell on a certain specificity of methods that can be used to achieve certain goals. The fact is that the majority of people employed today in Russian organizations remember well the Soviet period and the special methods by which the organizational culture of the Soviet period was created. These methods do not evoke nostalgia; moreover, they can cause serious rejection. Therefore, it is impossible for the heads of domestic companies to act in the field of organizational culture by the methods that are best known from the experience of their foreign colleagues. Not only the honor board or the badge will evoke not respect, but sarcastic smiles. It is hard to imagine a Russian employee happily singing the company's anthem before work or memorizing the code of conduct for a company employee.

The creation of codes of conduct should be discussed separately. Some leaders, when they hear about organizational culture, see it in a certain set of laws (code of conduct) essential tool formation of corporate culture. But if you take the code of conduct of some Western or Japanese company as an example, you will notice its obvious similarity with the code of the builder of communism or the rules of the pioneer organization. A Russian worker will not study it, voluntarily memorize it, let alone rejoice. Developers of codes of conduct for employees for domestic organizations get out of the situation, as a rule, replacing the main slogan of the Western code: love your consumer, to domestic: love your shareholder... This transformation gives the code<более капиталистическое>sound, does not evoke bad historical associations, but, in fact, changes little. It should be admitted that the time has not yet come when codes of conduct for company employees will play as significant a role in Russia as they play in foreign companies.

In general, direct methods of influencing the symbolic aspects of organizational culture (uniforms, awards and certificates, codes and hymns, and much more) are still inadequate to the mental stereotypes and preferences of Russian people. An employee can endure all these inconveniences by coming to work in a foreign company. Here he will be able to sing a hymn, teach some postulates of behavior, fight for some titles. In his mind, he attributes the inadequacy of methods to a foreign culture. This situation once again shows how closely the values ​​of the organizational and national cultures are intertwined. Soon enough, it will be possible to use similar methods in Russian organizations, a certain time must simply pass for the consciousness of the people to lose some historical associations and fill with some new value orientations. As so often in history, 25 years (of the sacramental generation) are enough for such a transformation, i.e. If we conditionally consider 1990 as the beginning of the creation of a market society, then by 2015 the situation with the use of means of creating an organizational culture, so similar to the Soviet ones, should change. During this period, the organizations will be dominated by personnel who actually did not find the Soviet period, and even those who will remember him will lose a certain emotional attitude towards him.

Despite the limited use of methods, the attention of the leaders of domestic organizations to the problems of organizational culture has been steadily increasing lately. This process has quite understandable economic roots - enterprises have real money, and top management has a desire to spend it in the best possible way. It is worth making some general remark here about the connection between two very different social categories - culture and of money... At the beginning of the chapter, culture was presented primarily as a kind of piggy bank, where everything created by mankind is collected. Organizational culture was also interpreted in the same plan. But culture has a second most important meaning: it embodies all the highest that is created by people. This is the narrow meaning of the category<культура>and it is very consonant with her everyday understanding. It is in this sense that we are talking about cultural organizations (meaning museums, theaters, etc.), about cultural people (meaning their education and upbringing), about culture as part of the life of society (opposing it to material production). From these positions, it is difficult to talk about<культуре бомжа>or plumbing as a phenomenon of human culture. In fact, these two interpretations of culture - broad and narrow - in practice are closely related to each other. A narrow understanding sets a certain vector in the systematization of cultural phenomena in a broad sense. For a person, one must first touch the works of high art in order to see their echoes in everyday things. Culture in the narrow sense of the word always requires certain money for its development, its consumer and creator must be rich enough. In history, culture in the narrow sense was occupied by representatives of the upper strata of society.

This state of affairs is typical for organizations. While the organization is on the verge of survival, it is almost impossible to talk about any attention to the problems of organizational culture. In the era of stagnation, violence of barter and monetary surrogates, enterprises that survived by exchanging crushed stone for bulldozers, bulldozers for monitors, monitors for bills of exchange could not form any significant cultural values ​​among their staff. To some extent, most organizations were likened to the same homeless people, in relation to whom one can even talk about culture only with great<натяжкой>... After 1998, the situation began to change, many organizations have real funds. The question arises as to how best to spend them. It is the various answers to this question that begin to form the diverse and sufficiently holistic cultures of domestic enterprises.

From a marketing standpoint, culture can always be viewed as a vector of capital investment. For a modern Russian company, organizational culture is primarily a culture of investment. The formation and ideological substantiation of a certain unified vector of capital investments is currently the most important direction in the formation of the organizational culture of companies. The management must form some ideal image of the organization and confirm it with real investments. financial resources... Such a unidirectional policy, like no codes, anthems and slogans, will serve as proof for the staff that the company does indeed have a set of some - albeit not always understandable, hidden behind routine activities - cultural values ​​and managers are trying to translate them into real deeds. Ideal company images that are capable of defining cultural values organizational development, enough. A company may strive to have the most qualified human resources and, accordingly, invest all the additional funds it has in the education of its personnel. It may strive to become an all-Russian or even global company and constantly finance the opening of branches in regions and countries. You can invest maximum funds in creating a certain image, thereby creating the most important competitive advantage in the modern market. It is important that such a direction was deliberately developed by the leaders and not changed in order to please the changed circumstances or the mood of individuals.

In practice, this activity is closely related to strategic management. In this regard, many managers do not separate the issues of the formation of organizational culture from the process of strategic planning. Moreover, when they turn to specialists for advice, they talk about what they need<составить бизнес-план>or to define the strategic directions of the firm's development. In reality, behind these formulations, there is an urgent need to create cultural priorities for the development of the organization. These priorities in the future can greatly increase the company's ability to survive, just as their absence will inevitably lead the organization, if not to extinction, then to a serious crisis. Here it is worth recalling those firms that in the early 1990s managed to make good capital through privatization or as a result of commercial activities, but without clear ideological guidelines for their development and were limited by the principle<бизнес ради денег>, today they either disappeared altogether, or they entail a miserable existence. Many of their names are well known -<Стиплер>, <Микродин>and etc.

If we use E. Schein's classification of levels of organizational culture, we can say that if the study of culture is directed from superficial, symbolic elements to deep ones, then its formation has the opposite direction. From some unclear feelings, stereotypes, mental preferences of leaders, some explainable strategy should be deduced. This strategy may well be presented in the form of some text, however, as with the books of individual entrepreneurs (supposedly sharing their experience), in relation to this strategy, it should be borne in mind that it is only a collection of some<теорем>, <аксиомами>for which the value preferences of the people who created it serve. After the formation of a logical and operational strategy, the organizational culture can be saturated with a multitude of symbolic, material components, as if confirming certain provisions of the structure of the organization's values.

For example, if the management of a company has purposefully invested considerable funds in personnel education for five years, trying to create an exceptional team of professionals, the introduction after a certain time of a uniform that remotely resembles academic regalia (hats, gowns, etc.) will not surprise the staff and rejection. Today's investments give meaning to future symbols.

Thus, the current stage of the formation of the organizational culture of Russian companies presupposes, first of all, the formation of a certain strategic vision of the development of their organizations among the management. This process at the level of visible activity should be in the nature of clearly directed investments. In the future, this vision should be extended to ordinary workers. Then there will be the necessary conditions for the formation of a holistic organizational culture, and the seemingly ridiculous methods of influencing organizational values ​​will become adequate to the new realities.

Questions and topics for discussion:

1. Why are cultural norms created by various organizations starting to play such a significant role in the modern world? Does a person become dependent on the norms of organizational culture? What social institutions and the values ​​they form have had an equally significant impact on human life in the history of mankind?

2. Give an example of organizational culture. To what type of organizational culture in the classification of S. Handy does this organization gravitate? What contradictory elements does the described culture contain?

3. What is the difference between the culture of a global company and a company predominantly operating in the domestic market? How strong is the influence of the national culture of the country where the central headquarters is based on the culture of the various divisions of a multinational company?

4. To what extent is the work of the company's management at the level of organizational culture a concomitant activity in the field of public relations? Can PR be considered as one of the tools for shaping the organizational culture of a company?

5. What elements of the organizational culture of Japanese companies are perceived today by Western and Russian organizations? Give specific examples. How organic is the coexistence of elements of Japanese and Western management in a modern company?

6. What is the role of the founder of the company in the process of developing the norms and values ​​of the organizational culture? What is the specificity of the culture of Russian companies, in relation to which it is impossible to talk about the personality of the founder? Can a hired manager replace the founder in terms of organizational culture?

File: Normal.dot

Another frequently used meaning of the word organization is ordering, creation.

Organizational or corporate culture— it is a stereotyped way of thinking, feeling and reacting inherent in the organization or its internal subdivisions. It is a unique “spiritual agenda” that reflects the “individuality” of the organization. The corporate culture orients all employees on what is valuable and important for the organization, indicates what behavior is considered acceptable.
Numerous studies show that the prosperity of an organization is inevitably associated with a high level of culture, which is formed as a result of thoughtful actions.
To the main sources of organizational culture include: the external environment, social values, the internal environment of the organization, etc.
External environment. In this case, environmental factors are understood as factors uncontrolled by the organization, such as natural conditions or historical events that influenced the development of society.
Public values. This group of factors includes the prevailing beliefs and values ​​in society, such as personal freedom, philanthropy, respect and trust in the authorities, focus on action and an active life position, etc. For example, different countries attach different importance to the problem of time spent. Studies carried out in six countries (Japan, USA, England, Italy, Thailand and Indonesia) have shown that in Japan time is spent most deliberately: they monitor the accuracy of clocks in banks, timely delivery of mail, speed of movement, etc. Indonesia is in the last place among the listed countries for this indicator. Different attitudes towards effective use of time will affect the organizational culture of companies: in different countries in different time the working day begins and ends, different times are set aside for breaks, different numbers of non-working days and different lengths of vacations. It is often difficult for specialists working abroad to get used to their unusual daily routine.
Internal environment of the organization. The third source of organizational culture is formed by the specific internal factors of the organization itself. For example, the development of the technological environment will affect the company's requirements for the level of personnel qualifications, which, in turn, may affect its organizational culture. High-tech companies will recruit qualified specialists who have formed a system of values ​​in the process of previous socialization. This situation can lead to the formation of individual elements of alien subcultures, such as groups with different ideologies and value systems, which will significantly complicate the development of a single strong organizational culture. This will also affect the structure of power in the organization: those groups that are directly related to the development of the technological environment will have more power and, thus, form a dominant coalition, the values ​​of which will determine the organizational culture of the company.
Organization-specific factors include industry, in which the company operates. Firms belonging to the same industry, operating in the same competitive environment and similar legal space, satisfy the same needs of buyers. For example, some cosmetic firms are focused on personal sales. Such firms have a limited number of managers, are guided by only a small number of well-defined rules, rely more on charismatic rather than rational leadership, and encourage family members to be attracted to the sale of company goods.
An important role in the formation of organizational culture is played by prominent figures and important events in the history of the company.

2. Functions of organizational culture

All the variety of functions of organizational culture can be reduced to three main ones:
1) ensuring the stability of the organization in conditions of constantly changing conditions of production and management;

• ensuring the unity and community of all members of the organization.
  This is especially important in large organizations with offices around the world. Organizational culture can connect everyone together, creating the image of the organization, its recognition;

3)ensuring the involvement of all members of the organization in its common cause and achievement of strategic goals.

3. Areas of manifestation of organizational culture
Organizational culture is manifested in the organizational structure, socialization strategy, class differences, ideology, myths and symbols, rituals and ceremonies, the language of communication.
1. Organizational structure the company is formed under the influence of the external environment, which to a certain extent determines the interaction of various subsystems of the company.
2. Selection strategiesand socialization determine where and how firms recruit new employees and how the process of their adaptation in the team is carried out.
3.Status differences are determined by the status and established relationships between different groups of employees.
4. The culture of any organization is built around a certain ideology. Ideology of the organization Is a system of views, beliefs and ideas that unite people, evaluate and explain people's attitude to reality from the point of view of cause-and-effect relationships.
5. Under myths usually understand a series of fictional events used to explain the origin or transformation of something. This is an unconditional belief, for example, in the superiority of a certain technology or behavior, not supported by real facts.
6.Symbols Are objects that the company wants to associate with in the eyes of others. Symbols include attributes such as the name of the company, the architecture and size of the headquarters building, its location and interior, the availability of dedicated parking spaces for employees, cars and aircraft owned by the company, etc.
7. Each company has its own specific unique the language of communication. And as in any country the national language is best understood by the indigenous people, so the language of the organization is best understood by its employees. The language of the organization is formed on the basis of a certain jargon, slang, gestures, signals, signs, widely uses metaphors, jokes, humor. All this allows employees of the organization to clearly convey specific information to their colleagues at work.
8.Rituals- these are thoughtful, planned theatrical performances that combine various forms of cultural manifestation into one event. Rituals and ceremonies are meant for the audience.
9.Ceremony- these are systems that combine several rituals associated with a specific event (for example, approval in a position, demotion or dismissal, etc.)

4. Types of organizational culture

One of the typologies is based on the personality of the leader, the business area and the stage of the company's development. Based on these principles, organizations can be distinguished with four main types of corporate cultures:

• personality culture (focus is on professionalism
  personalities: law firms, consulting firms);
• centrist culture ("genius and helpers", power, tight control: investment, trade, intermediary organizations);
• formalized culture (regulation, rigid norms and
  rules: industrial enterprises, banks);
• innovative culture (interest in achieving
  results, dependence on the external environment: marketing services, advertising agencies, business schools).

Personality culture. In organizations with this type of culture, the team of employees usually consists of highly professional people who work relatively independently. They can generally work both without a leader or without each other, although for some reason at the moment it is still more convenient for them to join forces and work together. Such a corporate culture is designed to satisfy personal ambitions and interests. The focus of these organizations is on bright and creative personalities. The basis of authority and influence in the organization is, as a rule, the knowledge, experience and abilities of the employee.
Centrist (power) culture. This culture is usually based on power and tight control. A distinctive feature of this culture is that the company is very mobile and easily adapts to any changes in the market. The problem with this type of culture is that it can hinder the growth of an organization. This type of corporate culture can be characterized by poor strategic decisions, low morale, and high turnover.
Formalized culture, or, as it is often called, administrative, - a bureaucratic culture characterized by a high level of formalization and regulation, norms, rules, procedures. A distinctive feature of such a culture is that all the rights and obligations of employees are clearly formalized; when selecting workers, not so much their professional abilities are taken into account, but the degree of their compliance with specific job descriptions, the ability to conscientiously fulfill the responsibilities assigned to them. The advantages of such an organization are the orientation towards ensuring personal security, stability, respect for hierarchy and experience. Its potential weaknesses are slow perception of changes in the external environment and response to them, which can lead to setbacks, defeat in competition, loss of market position and even bankruptcy.
Innovative (target) corporate culture. Here, in the absence of a center of power, there is a great interest in the results of activities, in the implementation of tasks. The advantage of such a culture is the ability to adequately respond to environmental conditions. Groups (teams) are formed to fulfill specific goals. This type of culture is mainly used where flexibility, responsiveness to market conditions, innovation are required, there is strong competition, in which the product life cycle is short, and the speed of response is critical. The structure of such organizations is often rather vague. The focus is on the professionalism of the staff. The target culture requires teamwork. In contrast to a formalized culture, control by managers is limited to making decisions on the allocation of resources and the appointment of people to key positions. The choice of methodology for daily work is left to the group itself. The development of the company provides a spirit of creativity and innovation.
Another typology is based on binary characteristics: flexibility and dynamism / stability and control, as well as external focus and differentiation / internal focus and integration.
Family culture. A very friendly place to work where people have a lot in common. Organizations are like large families. Leaders or heads of organizations are perceived as educators and perhaps even as parents. The organization is held together by dedication and tradition. The commitment of the organization is high. She emphasizes the long-term benefits of personal improvement, emphasizes a high degree of team cohesion and a moral climate. Success is defined in terms of feeling kind to consumers and caring for people. The organization encourages teamwork, people's participation in business, and harmony.
Organic culture. A dynamic, entrepreneurial and creative place of work. People are willing to stick their necks and take risks. Leaders are seen as risk-taking innovators. The connecting essence of an organization is a dedication to experimentation and innovation. The need for frontline action is emphasized. In the long term, the organization focuses on growth and acquiring new resources. Success means manufacturing / providing unique and new products and / or services. It is important to be a leader in the market for a product or service. The organization encourages personal initiative and freedom.
Bureaucratic culture. A very formal and structured place of work. What people do is controlled by procedures. Leaders pride themselves on being rational coordinators and organizers. Maintaining the smooth running of the organization is critical. The organization is united by formal rules and official policies. Her long-term concern is to ensure consistency and a smooth, cost-effective operation. Success is defined in terms of reliability of supply, smooth schedules and low costs. Employee management is concerned with job security and long-term predictability.
Market culture. A results-based organization whose main concern is the achievement of a given task. People are purposeful and compete with each other. Leaders are tough leaders and tough competitors. They are unwavering and demanding. What ties the organization together is an emphasis on winning. Reputation and success is a common concern. The focus of the prospect is tuned to competitive action, solving problems and achieving measurable goals. Success is defined in terms of market penetration and market share. Competitive pricing and market leadership are important. The style of the organization is a tough line on competitiveness.
Along with these typologies, there are a number of others. For example, a typology based on the relationship between five psychological personality types, which can be characterized as "Neurotic" and the type of organizational culture. So, the tendency of the leader to excessive dramatization leads to the emergence of charismatic organizational culture, suspicion in his character - to paranoid. The manager's penchant for depression is at the root of avoiding organizational culture, impartiality or indifference - at the heart of politicized. At the origin bureaucratic organizational culture is a formalist leader.
V individual situations it is not the leader's personality that influences the organizational culture, but vice versa. The state of affairs in a company can make the executive get nervous. For example, a possible imminent bankruptcy of a company may push a relatively mentally healthy person to depression. The influence of environmental factors can lead to the same result: the general unstable situation in the country creates a feeling of uncertainty about tomorrow leading people to become depressed and suspicious.
Strong / weak organizational culture
Organizational cultures that can be called “strong” are often shaped by strong leaders, and vice versa. However, the strength of organizational culture is determined by other factors in addition to the factor of leadership. Thus, a strong organizational culture is characterized by the fact that the basic values ​​of the organization are shared by the majority of employees, the commitment to them is quite "intense" (employees recklessly believe in these values, try to convince others of this). Another difference of a strong organizational culture is consistency over time. The core values ​​of this culture are adhered to by the majority of employees not on a case-by-case basis, but on a regular basis.

5. Organizational subcultures

V typical organization there can be both a dominant culture and several subcultures.
Dominant culture represents the sum of some of the values ​​shared by the majority of the organization's members.
Subculture represents the sum of values ​​that are shared by a minority of members of an organization.
When studying the organizational culture of a company, it is necessary either to consider the firm as a whole as a unit of analysis, or to consider the cultures of its various units (functional divisions, product divisions, various hierarchical levels of management or individual groups of employees), identify their common dominant attributes, and then combine them.
The main types of subcultures
Hierarchical subcultures. Hierarchical subcultures exist at various levels of company management and are manifested through differences in status, authority, power, symbols inherent in managers and subordinates. Hierarchical subcultures are most clearly delineated in mechanistic organizations, where there is a clear delineation between levels of government. A similar situation often develops in companies where highly specialized functions that do not require high qualifications are performed at the lower levels of the hierarchical ladder, which weakens the power of the lower level and leads to the centralization of control and decision-making. This situation can also arise if, in order to move up the career ladder, it is necessary not only to have a certain level of qualifications, but also to share the values ​​of the company's top management.
Professional subcultures. As a rule, the closest contacts among company employees are established with colleagues with a similar qualification level. In this case, people of the same profession or people working on the solution of the same problem can be considered as a group with its own subculture.
Subcultures based on cultural differences. Currently, in the context of globalization, many organizations are faced with a phenomenon that was previously characteristic only of large transnational corporations - with an increase in the differentiation of cultures. Many companies employ representatives from different countries, speaking different languages, professing different religions, and often having opposite value systems. The result of this process was the emergence of subcultures based on the beliefs and beliefs of various ethnic groups.
Subcultures of different age groups. In organizations that bring together a significant number of people of different ages, groups can be formed that include members of the organization who are close to each other in age. Such subcultures are typical, for example, for educational institutions, where pupils or students can represent groups corresponding to their age.
One or more of the subcultures of an organization may by nature fully correspond to the dominant culture, or differ only slightly from it. . In the first case, the adherence of this group to the basic values ​​of the dominant coalition is manifested to a greater extent than in other groups. In the second case, these values ​​are accepted by all members of the group simultaneously with a system of values ​​specific to a given subculture, but not in conflict with basic values. There may be a third type of subculture called countercultures, that reject the values ​​of the company and its goals.
Countercultures tend to emerge in an organization when individuals or groups are in conditions that, in their opinion, cannot provide them with the usual or desired job satisfaction. In a sense, countercultures are a call for help in times of crisis or stress, i.e. when the existing support system collapses and people try to regain some control of their lives in the organization. Some countercultural groups can become quite influential during periods of large-scale reorganizations associated with significant changes in the external environment or the company itself.
Subcultures can weaken or seriously damage an organization if they are in conflict with the dominant culture and / or the overall goals of the company.

6. Formation of organizational culture

The formation of corporate culture is influenced by: the mission and goals of the organization, development strategy, the nature and content of work, qualifications, education and the general level of culture of employees, the personality of the leader, his ideas, principles, values, behavior. In addition, the organizational culture is influenced by the external environment: political and economic conditions, national characteristics, traditions, culture, class, ethnic and racial differences, business environment.
How do organizations shape and maintain their organizational culture? First of all, this is the selection of personnel, corresponding to this type of organizational culture, and then the orientation of new employees - for example, to enhance their positive characteristics. In the process of orientation, tasks can be set - for example, to minimize those qualities of new employees that are undesirable from the point of view of affirming and maintaining the values ​​of this organization.
A significant role in the formation of organizational culture belongs to the founders of the company, top managers, who are often the subject of imitation for the rest of the employees. An important place in the formation of corporate culture is occupied by rituals, different symbols, nominations for the best employees, corporate events. All this together forms the image of the organization, its uniqueness in comparison with other organizations.

7. Approaches to managing organizational culture

There is a position that no matter what stage of development an organization is in, its top management can manage culture in two ways. First is a kind of vision from above, which should inspire the enthusiasm of the majority of members of the organization. A leader-leader inspires and realizes the core values ​​of the organization. This presupposes a clear and sincere personal commitment from the leader to the values ​​in which he believes. This method can be realized through public statements, speeches and personal example, indicating a consistent interest in the values ​​being introduced. Leaders are encouraged to speak in print, radio, and television as often as possible, preaching the values ​​that are being set.
Application second the method starts from the other end of the organization, from its lower levels. In this case, great attention is paid to the details of real life in the organization. Managers should keep track of what is happening throughout the organization, while trying to manage the culture of the organization step by step. It is known that a number of leaders confidently adhere to certain values ​​and beliefs, but do not transfer them to other members of the organization. In such a situation, they lose the opportunity to influence the culture of the organization. Recluse managers can grasp all the “technical” secrets of management, but they cannot influence the culture of the organization, remaining “invisible”. This method requires an understanding of the importance of culture in the daily life of the organization. At the same time, the manipulation of symbols and things of the material world of the organization, the creation and development of patterns of behavior, the introduction of rituals and symbols step by step can be effective means. If the day-to-day actions of managers in the organization are in accordance with their declared values, then this certainly contributes to the development of culture and its strengthening.
Obviously, managing organizational culture is not easy. Value orientations should not only be declared, but also become an integral part of the inner life of top management and be transmitted to the lower levels of the organization in all their details.
When managing culture, keep in mind that it can serve as a kind of "glue" that holds parts of the organization together. However, it must be remembered that if the parts are bad, then even the best "glue" in the world will not make the whole strong enough. The alignment of values ​​and the daily work of managers to "implement" them in life can lead an organization to success.

8. Factors affecting the possibility of changing organizational culture

Organizational crisis. It challenges existing practices and opens up opportunities for the adoption of new values. Examples of a crisis can be the deterioration of the organization's position, its financial takeover by some other organization, the loss of major clients, a sharp breakthrough of competitors into the organization's market.
Change of leadership. Since top management is a central factor in shaping the culture of an organization, replacing top leaders encourages the introduction of new values. But new leadership alone is not a guarantee that workers will embrace new values. New leaders need to have a clear alternative vision of what the organization can be and have credibility.
Stages of an organization's life cycle. It is easier to change the culture of an organization during the transition periods from inception to growth and from maturity to decline. When an organization enters the growth phase, a major cultural change will be needed. Another opportunity for culture change appears when an organization enters a phase of decline. At this stage, staff cuts, cost reductions, and other similar measures are usually required that dramatize employee sentiment and signal that the organization is in crisis.
The age of the organization. Regardless of the stage of an organization's life cycle, the younger its age, the less well-established its values ​​will be. Culture change is more likely in a young organization.
The size of the organization. It is easier to change culture in a small organization, as there is closer communication between managers and employees, which increases the possibility of spreading new values.
The level of culture. The more widespread the culture in an organization and the higher the cohesion of a team that shares common values, the more difficult it is to change the culture. A weak culture is more susceptible to change than a strong one.
The presence of subcultures. The more subcultures there are, the stronger the resistance to changing the dominant culture.

Issues for discussion

1. Multilevel model of organizational culture.
2. Charismatic and self-sufficient types of organizational culture.
3. Paranoid and trust-based types of organizational culture.
4. Avoidant and innovative types of organizational culture.
5. Politicized and accented types of organizational culture.
6. Bureaucratic and creative types of organizational culture.
7. Problems of organizational culture change.
8. Tactics of managing a "healthy" company.
9. Creation of an organizational culture in a new organization.
10. Creation of an organizational culture in a merger of companies.
11. National culture as a source of organizational culture formation.
12. Features of Russian national culture.
13. Features of national cultures of different countries of the world.

Practical Exercises

1. Exercise "Culture of corporate events"
Organization characteristics:
The company is Polygraphist LLC.
The profile of its activity is a printing company that provides layout, design and printing services for printed products.
The number of staff is 150 people.
The company has been operating for three years.
Situation. Over the past three years, the company has not developed a single culture of corporate events: general meetings are not organized at which employees could get acquainted with the strategy and goals of the company, develop a common vision, “imbue” with common values. Holidays, birthdays and other "red" dates are celebrated solely at the initiative of employees, in narrow groups, and most often they are not celebrated at all. There have been several attempts to bring the prepress and printing team together to discuss painful interaction issues, but the meetings were poorly prepared, and people felt the tension, boredom and uselessness of the event.
Currently, most of the team has formed an attitude towards general corporate events as interfering with work; Standard attempts at team building are met with rejection and irony. The CEO supports and communicates this position to the team.
At the same time, as a personnel manager, you notice that the lack of a unifying principle affects the quality of communication and interaction of groups and departments, the willingness of people to cooperate, at the level of interest in the development of the company and the desire to contribute, to show initiative. tivu.
Questions to analyze the situation

• How to bring the importance of uniting events to the general director? What arguments can you use? What indices and indicators should be used to demonstrate the validity of your findings and concerns?
• You managed to convince the CEO of your position, and now he expects from you a plan to create a culture of corporate events in the company. What kind of events will they be? How do you see the end result of your actions and step-by-step approach to it? How will you build employee loyalty to your ideas? Who will you involve in the implementation of this plan?

2. Exercise "Implementation of team values ​​into the corporate culture of the company"
Characteristics of the organization: Company - Management & Consulting LLC. Profile of activity - management consulting, pre-possesses a project form of work.
The structure of the organization is a matrix, horizontal hierarchy.
The number of staff is 50 people. The company has been operating for four years.
Situation. You were invited to the company for the position of HR director. Previously, there was no specialist in the organization purposefully dealing with human capital. Your first task is to conduct an audit of personnel and corporate culture: assess the state of the elements of culture, determine the core competencies of key employees, strengths and weaknesses of the company in both areas, and give recommendations. You chose structured interviews with employees and personal observations in the first weeks of work as a tool for collecting information.
In the course of your research, you drew attention to a significant discrepancy in the positioning of the company and the real situation in relation to one of the key values ​​- teamwork ™, cohesion. The company's website places a strong emphasis on the importance of the personnel: “A team of professionals”, “Each new employee is an important event in the life of our company,” etc. From interviews with employees, you found out what the situation really is. Everyone is united by the personality of the CEO, and the team members themselves are disunited. Low awareness of who is doing what, what is happening in projects. Even just about the person from the next office, almost nothing is known. Employees know only those people with whom they intersect at work. There are no “strong” corporate traditions.
From your own experience, you have felt that it is difficult for a new person to join the team. An additional obstacle, in addition to those named by the employees, is the attitude towards the newcomer from the position of “prove what you are worth”. In addition, you are faced with the fact that direct attention to the problem of "teamness, cohesion" causes a defensive reaction in people ("we are fine") and a reluctance to continue the conversation on this topic.
The CEO agrees with your observations and conclusions. He is interested in forming a team of professionals, ready to support actions to increase team cohesion, because this is important both for project activities and for the efficiency of the company as a whole.
Questions to analyze the situation

• Who will determine what values ​​and competencies the organization needs and how?
• What values ​​and competences these should be, in your opinion? What place among them will the team spirit and cohesion take?
• Prepare an action program for the coordination and implementation of corporate values ​​in the company (focus on team building, increasing team cohesion), be sure to indicate the expected result for each step. Consider all the possibilities.
• What is the role of the HR director in this project?

Cases

1. Case "Organizational culture of the company LEVI STRAUSS "

Goals.
1. Assess the impact of organizational culture on productivity, discipline, turnover, and job satisfaction.
2. Analyze the possibility of managing organizational culture in the interests of the development of the organization.
Situation.LeviStrauss Is the world's largest denim manufacturer with billions of dollars in sales. However, in the early 1990s. the company began to receive up-rivers that it is slowly updating its products, yielding to its competitors - HaggarApparel and FarahManufacturing. There were also critical remarks about the organizational culture. LeviStrauss. At that time, the company was implementing the idea of ​​its president R. Haas, convinced that the company has already proven its ability to occupy a leading position in the production of denim clothing. Now her task is to create a highly moral culture, to maintain the ethics of relationships, thereby transforming LeviStrauss in an example of high quality of working life. Ideas Haas boiled down to the following:

• openness: managers should show interest in employees, celebrate their successes, emphasize their contribution to the achievement of the results of the company's work;
• independence: at all levels of the organization's management, independent judgments, constructive criticism are encouraged;
• ethics: managers must clearly and openly articulate their
  requirements, set examples of business ethics and relationships inside and outside the company;
• delegation: managers must delegate authority to lower levels of management, those who directly produce
  products and contacts with buyers and customers;
• external Relations: LeviStrauss refuses to cooperate with partners whose actions are contrary to the company's ethical standards;
• staff appraisal: up to 30% of bonuses accrue to employees who comply with ethical standards. The employee who has achieved
  high production results, but did not perform well enough in terms of ethical norms and company standards, may not receive the award.

Ethical standards LeviStrauss many have questioned, believing that they do not contribute to improving the efficiency of the company, explaining its failure in the market. but Haas believed that the company's problems were caused by external factors and circumstances, and if it were not for the adherence of staff to these ethical standards, the company would have experienced much greater difficulties.
Questions.

• What is the organizational culture of the company LeviStraus?
• Can the organizational culture of the company be considered? LeviStrauss strong?
• Do you agree with the statement Haas, that the organizational culture he has created represents the company's main competitive advantage in the market? Give reasons for your position.

2. Case "New employee in the" Space "company

Target.
Learn to analyze the sources and manifestations of organizational culture.
Situation. The American company "Space" is a large profitable company operating in the field of high technology. It is engaged in the development and production of electronic products mainly for the space industry and specialized industrial production... Space research results are essential to ensure national security, and the production scientific potential of the company is highly estimated.
The president of the company, John Dowd, was once a lecturer at one of the major state universities in the department of electronics. After joining Space, he quickly made a career and became president of the firm. Dowd is a stubborn, arrogant leader, always focused on results. Its rules of the game are to give employees challenging tasks and reward the smartest and most executive. If someone makes a mistake, he is immediately summoned to the president "on the carpet." When Dowd is sure that someone is not doing their job, he can say it straight to their face.
The main divisions of the Space company are the production department and the R&D department, which is the pride of Dowd. Most of the employees of the firm are highly qualified physicists. The President is convinced that his company will prosper only as long as there is such a staff of specialists under its roof. Indeed, Space is developing, and for employees who have shown their best side, there is always an opportunity for promotion. In addition, the working conditions of the leading specialists are excellent: they have the best laboratories at their disposal, their offices are conveniently located and beautifully furnished.
In the late 1980s, the company received a government order to develop specialized computers. As a result, many of the company's employees, including the president, settled on the idea of ​​a laptop. Dowd challenged the research team to develop the notebooks themselves and their software. He and his team put together a very daring schedule to develop the computer and bring it to market.
At the same time, Dowd made a number of personnel decisions. In particular
he nominated a new employee, Sara Cunningham, as vice president of marketing, who he had lured out of a large California-based sales company. There she held the position of lead manager in the sales department of components and successfully coped with her work. Sarah was 35 years old, she lived alone.
Sarah recruited new hires in her department — highly skilled marketers — and the development of a laptop marketing campaign began. However, the marketing department soon faced a number of problems. The first thing that caused bewilderment was the department premises themselves and its location. The marketing offices were located five kilometers from the company's main offices, and although they were neat and furnished with the latest technology, they were still smaller than other employees of the same level. In addition, Sarah did not succeed in getting Dowd to listen to marketing problems: the entire management of the company was completely immersed in the technical side of the question of developing a new product. Sarah had to get approval for her programs from the executive team, which included only engineers. It became more and more difficult to obtain the requested information. Soon the terms of the project began to diverge from the planned ones. The best engineer assigned to Sarah's project was transferred to a new government order. Rumors spread throughout the company that the project team was facing some difficulties and that the project would soon be closed.
John Dowd brought together the leaders responsible for the project. He was practically enraged by the results achieved and said, “I don't know why you can't make this thing work. The best minds of the nation are at your disposal. I spent a lot of money on the project. If it fails, it will be your fault. And I will make everyone answer personally for it. "
Sarah was worried. It seemed to her that the criticism was unfair. She asked Dowd: “Don't you think your decision is a little rough? In the end, we do have some technical difficulties, and our best specialist has been transferred to another project. " Dowd looked at her fiercely and said, “Sarah, I don’t know what the hell you were doing in the store where you worked. Here we work with iron, not rags. We work for results. That's all I want. If you cannot achieve results, then you can look for yourself another job. " Then he turned and left the room.
Sarah didn’t know what to do, but John Rayet, the right hand man of Jim Harrison, the founder of the company, leaned over to her and said, “Don't worry. An old man in his usual repertoire. This always happens when things don't go according to plan. He'll be okay soon, and so will you. " Sarah, however, wasn’t sure.
Questions and tasks.

• Describe the organizational culture at Space.
• What are the manifestations of organizational culture in the firm?
• What are the main sources of the culture of the Space company?

3. Case "Red October" - Russian traditions of quality "

Goals.
1. Learn to characterize the organizational culture of the enterprise.
2. Assess the methods of staff motivation.
3. To master the ability to analyze the strength of the corporate spirit of the employees of the organization.
Situation. In 2001, one of the oldest Russian confectionery enterprises celebrated its 150th anniversary. Today "Krasny Oktyabr" is 20% of the production of all Russian chocolate, 10% - caramel, about 25% toffee and about 10% of glazed sweets. In the very center of Moscow, on an area of ​​6 hectares, there are workshops equipped with modern equipment where more than 60 thousand tons of various confectionery products are produced.
Now the company employs more than three thousand people, and it all began with a small workshop for the production of chocolate and sweets.
In 1851, Ferdinand Theodor von Einem opened a confectionery in Moscow on the Arbat, at which there was a small workshop for the production of chocolate. In 1856 the first chocolate factory was opened. Einem's partner was the talented entrepreneur Julius Geis. In 1886 the production was called “Einem Chocolate, Candy and Tea Biscuits Partnership”. Muscovites were offered a wide range of caramel, sweets, chocolate, marshmallow, cookies, biscuits, gingerbread and glazed fruits. Thanks to the excellent quality and skillful advertising, the products were in great demand. Much attention was paid to the choice of names, the development of packaging, and expensive finishing. Boxes with products were finished with silk, velvet, leather. The advertisement for the company was carried by theatrical programs, surprise sets with postcards or notes of specially composed melodies - "Waltz-Montpensier" or "Cupcake-Gallop" inserted into a box of sweets.
Einem's name sounded everywhere in those years, the company developed and flourished. Geis hired the best pastry chefs, updated equipment, and took care of the welfare of the workers. Most of the pastry chefs were natives of villages near Moscow. They lived in a factory dormitory and ate in the cafeteria. The factory administration provided workers with some benefits: a school was opened for apprentice children; for 25 years of impeccable service, a silver name badge was issued and a pension was assigned; a health insurance fund was created, which provided material assistance to those in need.
During the First World War, Einem was engaged in charitable activities: made monetary donations, organized an infirmary for wounded soldiers, sent carriages with cookies to the front.
The products, which are still the hallmark of the enterprise, have been produced at Krasny Oktyabr since the beginning of the 20th century: Golden Label chocolate, Truffle and Mishka Kosola-pyy sweets, Kis-kis toffee, Creamy Fudge sweets with candied fruit "," Creamy toffee ".
After the revolution in 1918, the factory was nationalized and renamed into "State Confectionery Factory No. 1 (formerly" Einem ")". In 1922 it received the name "Red October", which it still carries.
Over the 150 years of its existence, the factory has repeatedly found itself in crisis situations. In 1918, by the time of nationalization, the factory had the best equipment in its industry and possessed significant reserves of raw materials, therefore, the entire confectionery industry of the country was concentrated here. Most of the workers stayed where they were. The recipe tour, which was owned by the old masters, was restored.
During the Great Patriotic War about 500 workers of "Krasny Oktyabr" went to the front, but the factory continued to function. In addition to the usual confectionery products, food concentrates for the front, as well as Gvardeysky chocolate, developed especially for pilots, began to be produced. Military orders were also carried out - flame arresters, signal bombs, parts for gas tanks, aircraft, etc.
As a result of the economic crisis on August 17, 1998 in Russia, OJSC “Krasny Oktyabr” was forced to raise prices for its products, and although consumer demand began to fall, neither the Moscow confectionery factory nor its subsidiaries stopped working for a single day. ... Even the assortment of manufactured products remained the same. They tried to replace foreign exchange raw materials with domestic ones, and partially switched to the production of new products. By the end of 1998, the volume of production increased, the demand for products stabilized. "Krasny Oktyabr" got out of a difficult situation, completely retaining its state.
More than ten labor dynasties work at Krasny Oktyabr, in which experience is passed down from generation to generation. The company also takes care of training young personnel. At the factory, wages are paid stably, and an off-budget pension fund has been created for shareholders of retirement age. The maintenance of a canteen with two-shift hot meals, a health-improving center and a dispensary for employees are financed, and for their children there is a kindergarten-nursery and a camp near Moscow. The factory provides its employees with financial assistance for the purchase of housing, and issues interest-free loans.
Today the group of enterprises of OJSC "Krasny Oktyabr" includes several divisions: Moscow confectionery factory "Krasny Oktyabr", production number 1; factories with various confectionery specializations in Ryazan, Kolomna, Yegoryevsk, Tambov, Tula, Penza, Yoshkar-Ola, Birobidzhan.
Joint-stock company bought out 99.8% of the shares of the St. Samoilova, which belonged to the American firm Craf Foods International.
The Krasny Oktyabr brand is a Russian tradition of quality. The enterprise applies only natural products and does not use artificial additives. All raw materials and finished products comply with GOST standards. Constant quality control is carried out at all stages of production. The Tasting Council of the factory tests the entire range of products, constantly making comments and suggestions. The company trusts the opinion and taste of its consumers.
"Krasny Oktyabr" constantly conducts tastings of its products in branded stores, after which the participants fill out questionnaires. Many letters arrive at the factory. By studying and analyzing the information received, the factory has the ability to take into account the wishes of consumers.
"Red October" attaches great importance to the external design of products. On the boxes you can see images of works by masters Fedoskin, Zhostov, Khokhloma and Gzhel, Dymkovo toys. Consumers take part in the development of new products in special competitions, where they offer original names, recipes and label options.
The factory runs a charitable assistance program. "Red October" makes donations to the Foundation for the restoration of the Cathedral of Christ the Savior, takes part in the revival of the Cathedral of St. retirees, sports and medical organizations, as well as educational institutions.
For 150 years of its existence, "Red October" has received many honorary awards, diplomas, gold and silver medals, and insignia. The subject of special pride of the factory - Grand Prix at the World Exhibition in Paris (1900), Grand Prix International Exhibition in Brussels (1958), Grand Prix in Nizhny Novgorod (2000), Diploma "100 best goods of Russia" (1998, 1999, 2000), Gold medal in Plovdiv (1998, 2000), Gold medal "Polagra" in Poland (1999), "The National Brand of Russia" (1998, 1999, 2000), "Product of the Year" (1999, 2000), Platinum Quality Mark of the XXI century. (2000), Gold medal of the exhibition "Russian foodstuffs" (2001), Grand Prix and four gold medals of the WORLD FOOD MOSCOW exhibition (2001), etc. of the Russian confectionery market.
Questions and tasks.

• Describe the organizational culture of the enterprise. What are the common features of the organizational culture of the Einem partnership?
  the end of the XIX century. and JSC "Krasny Oktyabr" at the beginning of the XXI century?
• What methods of motivation were used by the management of the enterprise in
  different periods of its development? To what extent does the personnel motivation system affect the achievement of the strategic goals of OJSC "Krasny Oktyabr"?
• Rate the strength of the corporate spirit of employees on a 10-point scale
  factories. What actions by management contribute to strengthening the corporate spirit?

4. Case "The cherished formula for success"

Goals.
1. Consolidation of knowledge and skills on the topics: "Basic theories of personality", "Personnel motivation", "Leadership and power", "Career in human life", "Organizational culture".
2. Assessment of the role of the method of personnel selection in improving the efficiency of the enterprise.
Situation. Valentin Seregin heads the successfully developing company Promtech, which occupies a leading position in the development of new industrial technologies and company management technologies. He gives the impression of a strong owner who knows the value of success, power and big money. His distinctive features: charisma, some rigidity and almost fanatical obsession with the idea. All this ultimately determines the achievements of the company headed by him.
This is what Valentin Seregin tells about himself and about the Promtech company.
He considers himself successful businessman who have gone through many years of school of struggle and labor, striving to develop and move further. From his point of view, a businessman is a person who sees a little further than most people in the field of economics in general and the economics of an enterprise in particular. It is a lifestyle calling. A businessman must have intellectual and organizational potential, be aware of this potential, be able to focus on his features, advantages and realize them, believe in himself, value himself. In addition, according to Seregin, a businessman needs a little luck, rather even the absence of fatal bad luck.
Achieved success means a lot to Valentine: he brought him a sense of self-respect, the confidence that he occupies his own niche. He goes to work because he wants to work. He is confident that a person should do what gives him satisfaction. The main prize for the winner in the business ring is the opportunity for self-realization. For one, it is expressed in significance, for another - in self-respect, for the third - in material values, diplomas, awards.
When Valentin Seregin was asked whether the feeling of self-realization lends itself to measurement, he replied:
“Everyone has their own scale of values. Someone thinks that career is measured by the rungs of the career ladder ... In my system of values, the main thing is job satisfaction. Moreover, the ability to get it is not innate, but acquired. I do not understand those who do not try to correct themselves, their attitude to society, the world around them. The unequivocal diagnosis is consumers, deeply unhappy people who interfere with the life of others. Here's a concrete example. The son of my acquaintances is now 30 years old. He managed to study at two universities. Now he does not work anywhere, as he allegedly cannot find a suitable place and position. What is offered does not suit him: he is all so restless, not understood by anyone, looking for his calling among supposedly short-sighted leaders who do not appreciate his illusory high potential. All this time he is supported by his wife and retired parents. He himself considers himself a man of fine mental organization. I believe that he simply does not want anything and cannot do what he is supposed to do. People with a fine mental organization in the sense of the word, which in this case I am putting into it, do not take root with us. "
At Promtech, all employees are divided into two categories. The first is specialists or managers of different levels who sell their labor, and the company buys it. The approach to them is as follows. There are requirements, they must fulfill them. In turn, the company is obliged to pay for their work in accordance with the prevailing market standards. The majority of such employees are in the thousands of Promtech employees. But the driving force behind the company's development is a relatively small group of people who are recruited on a completely different basis.
There is a specific list of requirements for applicants for vacancies in this group. A person should be a bright, strong personality, have a good education, a creative streak, but at the same time - a penchant for the exact sciences. The candidate must have leadership qualities and have some experience in managing people: the permanent head of the class or course has a better chance of getting into this group. Gold medals, honors diplomas are welcome.
As a rule, young people from 22 to 24 years old are recruited into groups. The company's management believes that young people have not yet had time to learn to work badly. The guys want to make a career, see their happiness in self-realization, dream of reaching the heights of success. It is not averse to want to become the president of a multinational corporation or the world's greatest manager. However, one must be eligible for these achievements.
Great importance is attached to the moral principles of the applicant. The head of the company is deeply convinced that a truly strong person cannot be mean, he does not change his inner rules. A person needs to have a core, his own philosophy. Moreover, his own philosophy should correspond to the philosophy of the company.
To become a “star” at Promtech, you have to work hard. First of all, 90% of the time an employee is obliged to devote to work. The leader says to his charges: “You have half a day a week - take care of your personal life. You came to Promtech, there is no benefit from you yet, we practically pay you a scholarship, we teach you, why do you think that we will give you the opportunity to squander our money? Today we are moving you - be so kind as to give your time resource to work as much as possible. " Those who fulfill these requirements achieve significant results in two years. Of course, the company is concerned with the issue of employee loyalty: it makes no sense to train specialists who will leave the organization in a year or two. We need those who, by virtue of their personal qualities and ambitions, are interested in staying at Promtech for five or ten years. This strengthens the role of the moral component of the selection of employees: from its employees, future and present, the company requires unconditional loyalty. Moreover, the higher the abilities and the greater the ambition, the higher the level of loyalty should be.
There is a well-functioning personnel selection system at Promtech. Salaried workers the first group is recruited through recruitment agencies and advertisements. The main problem is the selection of the elite. Every six months, in 10-15 regions of the country, the most intelligent guys are selected, they are brought to Moscow, and tested again. As a result, 10-15 people are hired. In Moscow, selection is ongoing, including for universities. The existing personnel selection system also implies some costs. The following situation often develops: the company loses energy, time, money for employee training, but at some stage it realizes that he does not meet the necessary requirements. Despite careful selection, the percentage of losses is quite high. Why is this happening?
After the selection, the future industrial geniuses who got into "Prom-tech", rushing to storm the wisdom, should be drawn into the rhythm of work. Further, each of them has only one way - to be the best. Mediocrity is not needed in the company. Unfortunately, it is at this stage that the maximum dropout occurs. Having come to Promtech with great ambitions, many understand that their self-esteem was overstated. They see around people who are significantly superior to them in intellectual, organizational training, knowledge, skills. Only a strong person can withstand this. In addition, newcomers are specially loaded in full, trying to squeeze everything possible out of them in order to understand whether a person can grow further. If not, the management does everything to make him realize his failure. Dismissal by on their own in this case, it becomes a logical end of a fleeting career at Promtech. This is a powerful blow to self-esteem. It is incredibly difficult to feel your inferiority and at the same time to see the further growth of the company. To maintain peace of mind, you have to look for someone to blame. Most often they are Promtech and its management.
Valentin Seregin says: “As a person, I am able to understand those who, unable to resist on our ship, secretly make inquiries about the company, tell nasty things to strangers. As a businessman, I understand one thing, we do not have a charitable society. If you are worthy, you have to work. If you want, but you cannot, we will help you, within reasonable limits. But if you can’t, and don’t want to, we will quickly leave you out of work. We do not pull anyone to the top by the ears. Even at the selection stage, I inform people about the upcoming irregular working day for six days a week. Sports, the required minimum of sleep, an increase in educational level, children (not an idle pastime with them, but solving urgent problems) are considered good reasons for absenteeism. Everything else is not. For example, a wife who is against the transfer of an employee from one city to another is a disrespectful reason. This is the reason for dismissal. Experienced co-workers would ridicule someone who follows his wife's lead. He would be advised to change the other half. If you can't handle your wife, what kind of leader are you? There are some other fundamental requirements - for those who work in an elite group and have already grown up, they have entered the team. No internal inconsistencies, intrigues, non-teamwork. The right to make mistakes is recognized - only those who do nothing are not mistaken. But any dishonesty is a reason for dismissal. The approach is brutal, but justified. "
Interestingly, the overwhelming majority of Promte-ha's directors come from the regions. Pampered Muscovites often have the aforementioned “fine mental organization”. On the other hand, education in the regions is worse than in the capital's universities. They are looking for a unique match in Promtech. Most often it is found in provincial children who study in a good Moscow university.
What are the immediate plans of the company's management?
In the near future, Promtech plans to exceed the $ 1 billion mark in terms of the volume of annually sold products, to become leaders in two or three other industries in which it operates. The strategic goal is to create a corporation of a transnational level. There are other goals, but they remain within the framework of the business plan and are not disclosed. What lies ahead for Promtech can be described in the words of Valentin Seregin: “We’ll wait and see”.
Questions and tasks.

• How can you characterize the approach of the Promtech management to the selection of employees?
• How does Promtech's management motivate employees? At what level of needs of the employees, who are the driving force of the company, are the leaders of Promtech guided by?
• What are the stages of a specialist's career development at Promtech?
• Describe the personality of Valentin Seregin. What type of person does he belong to according to the Myers-Briggs theory?
• Assess the role of the conflict in the development of Promtech.
• Describe the organizational culture of the company. What are the sources of its organizational culture?
• What is the role of the leader in Promtech's activities?

1. Unsuccessful mergers and acquisitions of companies. One disadvantage is the difference in organizational cultures.

60% of alliances fall apart. The company is also a special atmosphere.

2. Researchers dissatisfaction situational approach to the organization. Dissatisfaction with the management approach (situational). The philosophical component has disappeared from the theory.

3. Business globalization.

2 org models enter the world arena. cultures: Japanese and Arab (late 70-80)

Culture (cultivation) is everything that a person's hand touches. She has an eclectic character.

Organizational culture components:

1. National culture

2. Business culture (managerial) - decision making, customer processing, org development. structures)

3. Household culture (uniform dress code, lunch breaks, etc.)

Organizational culture - a set of norms, values ​​and beliefs shared by members of the organization and manifested in organizational behavior.

2 approaches to interpreting organizational culture:

1. Pragmatic. Organizational culture is a specific area of ​​the firm's activity along with financial, marketing, production, etc.

2. Phenomenological. Organizational culture is a set of values ​​that permeates all areas of a firm.

Organizational culture levels (according to E. Schein):

1. Superficial (material, symbolic, level - artifact). Includes technology, architecture and design of premises, ways of interaction between people (paternal behavior), a code of conduct for an employee of a company, uniforms, etc. Everything that can be seen, heard, read, smell.

2. Valuable (subsurface). Decoding symbols - why and why there is the first level. The level of consciousness is rational. At this level, the answers to the question are actually located: Why do you do this and not otherwise? At the same time, different people can see different values ​​behind one symbol. Therefore, value judgments and debated opinions are at this level.

3. Deep (basic assumptions). Subconscious level. The general philosophy of the company, stereotypes of perception of reality, beliefs accepted without proof.

Study goes from symbols to values, and from values ​​to assumptions.

Control goes from assumptions to values ​​(investments), and from values ​​to symbols.

The presence of three levels ensures the firm's stability.

Operationalization of org. culture. The most significant components:

1. The degree of independence of the employee (if it is high, it is difficult to form a culture). Much depends on the industry.

2. Principles and methods of communication (spirit of easy communication, etc.). Interpersonal communication (tete-a-tete).

3. The appearance of the employee. Dress.

4. The degree of punctuality and politeness of the staff. There are 2 types of politeness: the politeness of peers and the courtesy of a servant. No delays.

5. Organization of meals (lunch break). Eating lunch together or not.

6. Career building and additional education.

Org. culture is a symbol of faith.

You should immediately pay attention to the fact that very different meanings can be hidden behind such a definition. First, modern - especially - western companies working hard on their organizational culture, they create for their employees and for the widest audience something like a beautiful picture, consisting of the company's mission, employee code of conduct, several cautionary stories, etc. In fact, this is part of the PR strategy. But often employees of companies strenuously pass off this artificially created image as a real organizational culture. Due to the collective nature of the concept of culture, this ideology, rationally created and implanted by the leadership, cannot be excluded from organizational culture. It is important to remember that real culture in no way boils down to these beautiful words. The culture reflects real, and not only the declared motives of people, their unconscious reactions, and not only patterns of behavior processed by someone's mind.

Secondly, in relation to organizational culture, at least two theoretical approaches can be distinguished. First pragmatic The (aka rationalistic) approach assumes that organizational culture is a special area of ​​the firm's activity along with marketing, finance, personnel work, etc. This approach arose from the numerous requests of actual managers about how to act at the level of organizational culture. For a manager, it is not so much that a concept has been developed in theory that is important, but how it can be rationalized in practice. Having somewhat narrowed the general meaning of the concept of organizational culture, representatives of the pragmatic approach gave very specific instructions on how to manage organizational culture. Actually, from their point of view, it will not be surprising if the leader gets a deputy for organizational culture. The latter will solve issues related to the uniform of employees, their working hours, various rituals (upon entry into office, retirement, etc.), write a code of conduct for employees.

Another approach is phenomenological- closer to the true interpretation of organizational culture, so it is more in demand among scientists. Its essence boils down to the fact that organizational culture is a system of values ​​that permeate all areas of the firm's activities - financial, marketing, personnel, etc. With this understanding, organizational culture cannot be controlled; it is a kind of spontaneous process of interaction of an extremely large number of variables. By deliberately changing one variable, the leader never knows what results it will lead to at the level of the entire organizational culture.

Currently, Russian companies appear to be extremely heterogeneous. At a minimum, two large types of organizations can be distinguished, which are very different in terms of the characteristics of the internal environment:

(1) organizations that have a Soviet past and, accordingly, have undergone a ten-year transformation in order to adapt to new conditions;

(2) newly created firms, initially focused on activities in a market environment.

The new organizations that appeared in the country during the period of reforms had some other cultural foundations for their development. First, at their origins there was a certain founder or, in extreme cases, a group of founders. The freedom of these people to form organizations was almost absolute. Secondly, unlike their older counterparts, new businesses started out with some aggressive actions aimed entirely at making a profit. The desire for enrichment as a basic cultural value accompanied the majority of domestic enterprises in the early period of their development. Finally, thirdly, the emerging market relations in the country determined the situation in which for a long time the owners of the company were simultaneously its managers.

From a marketing standpoint, culture can always be viewed as a vector of capital investment. For a modern Russian company, organizational culture is primarily a culture of investment. The formation and ideological substantiation of a certain unified vector of capital investments is currently the most important direction in the formation of the organizational culture of companies. The management should form some ideal image of the organization and confirm it with real investments of financial resources. Such a unidirectional policy, like no codes, anthems and slogans, will serve as proof for the staff that the company does indeed have a set of some - albeit not always understandable, hidden behind routine activities - cultural values ​​and managers are trying to translate them into real deeds. There are many ideal company images that are able to set the cultural values ​​of organizational development. A company may strive to have the most qualified human resources and, accordingly, invest all the additional funds it has in the education of its personnel. It may strive to become an all-Russian or even global company and constantly finance the opening of branches in regions and countries. You can invest maximum funds in creating a certain image, thereby creating the most important competitive advantage in the modern market. It is important that such a direction was deliberately developed by the leaders and not changed in order to please the changed circumstances or the mood of individuals.

Thus, the current stage of the formation of the organizational culture of Russian companies presupposes, first of all, the formation of a certain strategic vision of the development of their organizations among the management. This process at the level of visible activity should be in the nature of clearly directed investments. In the future, this vision should be extended to ordinary workers. Then there will be the necessary conditions for the formation of a holistic organizational culture, and the seemingly ridiculous methods of influencing organizational values ​​will become adequate to the new realities.